| The concept of Six Sigma was first developed | | | | incorporate various critical elements of the |
| by Motorola Corporation as an approach to | | | | process. These would include business |
| address the high defect rates within the | | | | systems, people and resources that are |
| company's manufacturing processes. With the | | | | involved in the entire process. The functions |
| success of Six Sigma, Motorola has registered | | | | performed by each of these elements are |
| the Six Sigma brand name to the corporation. | | | | defined and utilized in the analysis stage. |
| The concept of Six Sigma advocates that data | | | | |
| be collected from processes to measure | | | | Analyze |
| performance and determine the extent of | | | | |
| variation from target performance | | | | With all data and information at hand, an |
| measurements. | | | | analysis is conducted on the business process |
| | | | to determine areas of weaknesses. What are |
| This approach had been truly effective in | | | | the key courses for the deviation? How does |
| ensuring quality in a manufacturing | | | | this deviation affect other processes? Which |
| environment and was later adopted by the | | | | steps of the processes are too slow? Where is |
| services industry during the 90s. However, as | | | | the backlog? |
| the Six Sigma framework relied heavily on the | | | | |
| collection and analysis of data of individual | | | | The key approach when analyzing existing |
| processes, synchronizing processes between | | | | processes is to identify parts of the |
| departments was ignored. This resulted in | | | | processes which were irrelevant or which does |
| improvement benefits being limited to | | | | not add value to the process. Most of the |
| specific functions only, without taking into | | | | time, these areas of redundancy are the |
| consideration the integration with other | | | | causes of delay within entire processes. |
| processes. Another weakness of the Six Sigma | | | | Apart from that, dependency on a |
| methodology is the lack of control used to | | | | cross-functional process may also cause the |
| sustain improvements achieved. This stems | | | | current process to be inefficient. |
| from the fact Six Sigma utilizes manual | | | | |
| processes to do this, an approach that lacks | | | | Improve |
| effectiveness. | | | | |
| | | | Once weaknesses are discovered, areas for |
| In this sense, Business Process Management | | | | improvement to address these weaknesses will |
| (BPM) initiatives address areas that Six | | | | be identified. This would incorporate the use |
| Sigma falls short of, in line with the | | | | of "what if" hypothetical solutions in order |
| purpose of achieving excellence in | | | | to shortlist several possible scenarios that |
| organizations. These two methodologies | | | | would work to improve the current process. |
| complement each other to compensate for areas | | | | |
| of weaknesses. Although BPM addresses process | | | | Many times, process improvements will include |
| enhancements and monitoring from a holistic | | | | the utilization of automated processes |
| viewpoint, it fails to address the analytical | | | | through the use of technology. Human |
| requirements required to solve complex | | | | intervention will still be required, but a |
| issues. | | | | form of integration between automated and |
| | | | human run processes will be developed. |
| Therefore, BPM approaches are used to define | | | | |
| current processes and their role across | | | | At this juncture, the utilization of machines |
| multiple functions, identify areas within the | | | | or applications for greater efficiency will |
| process that affect critical success factors | | | | be customized towards the particular business |
| and develop process improvements for these | | | | process. Data flow between automated |
| areas of weaknesses. The identification of | | | | processes and human operated processes will |
| gaps between existing processes and ideal | | | | need to be smooth. Therefore, all variables |
| processes are addressed with Six Sigma | | | | involved in a process will be taken into |
| initiatives. Finally, process monitoring, | | | | consideration during the design stage. |
| evaluation and continuous improvement | | | | |
| measures are implemented with BPM techniques. | | | | Control |
| These are carried out for inter-related | | | | |
| processes across the organization. | | | | A new process will have limited effectiveness |
| | | | to an organization if it is not constantly |
| A step-by-step insight into how a BPM - Six | | | | monitored for sustainability. This is why a |
| Sigma initiative is implemented | | | | monitoring and tracking system needs to be |
| | | | put in place, most probably in the form of a |
| Define | | | | BPM monitoring system where performance |
| | | | indicators are constantly measured. This way, |
| The first step for such an initiative is to | | | | the management team will be able to react to |
| define the current processes of a function, | | | | deviations quickly, and make any amendments |
| with outputs clearly determined. Data is | | | | whenever necessary. Automated reports will be |
| collected to determine the health of the | | | | triggered to managers whenever a specific |
| performance of the particular process as | | | | deviation and review meetings are held to |
| compared to predefined targets. If there is a | | | | address any process issues. |
| deviation in the performance measured from | | | | |
| the particular process, the effect of the | | | | In conclusion, Six Sigma and BPM when |
| deviation may be translated into monetary | | | | implemented together will produce outstanding |
| terms. | | | | results for the purpose of organizational |
| | | | excellence. This is possible through the |
| Measure | | | | synergy achieved from these two remarkable |
| | | | methodologies that help to improve |
| BPM process maps are developed which | | | | organizational performance the world over. |