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