Achieve Lasting Process Improvement. Reach Six Sigma Goals by Bennet Lientz, Kathryn Rea

By Bennet Lientz, Kathryn Rea

Tools of bettering enterprise methods are built on an ongoing foundation, yet few are profitable. universal difficulties encountered comprise the failure of strategies to satisfy expectancies and the lack to maintain or mirror those enterprise procedures. Involvement of body of workers at grassroots point, in addition to at administration point, is key in enforcing potent strategy development equipment. The authors current a Read more...

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Extra resources for Achieve Lasting Process Improvement. Reach Six Sigma Goals without the Pain

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Why do you need to have people get behind the improvement effort. They don’t see the need for change since they perceive at their level (and rightly so) that their processes are working. That is why management has tofrom the start-get individuals to understand and support the need for and benefit of improvement at all levels. This is a theme of the book from our experience-the need to do constant marketing of process improvement. Process improvement does not sell itself-ven after the benefits and methods have been defined and adopted.

In most of the tables you can employ a scoring system of, say, 1 to 5, in which 1 is very low and 5 is high. IT objectives versus architecture components. This is useful for two things. First, it shows which components IT wants to address. If they are the same as what you later find you need for process improvement, you have demonstrated alignment with IT. Second, you can see how focused the IT department is on its architecture. IT objectives versus IT issues. Your hope is that process improvement will address some of these same issues.

To assess the benefit o f a new technology, assume that you have to modify the process and transactions without the new technology. What additional efforts are needed? This will help identi+ the benefits of the technology to the business process. There is n o time to d o this and it diverts you from other activities. Look for the hidden costs o f maintaining and operating the systenis and technology in production. We have seen cases where a new technology was just perfect for a process, but the application failed because too much support was required.

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