| Six Sigma was devised to incorporate continuous | | | | of a corporation's scope of functionality and its |
| improvement in the industry procedures through its | | | | service quality. The following points explain the |
| methodological systems of identifying faults and | | | | changes occurring due to the collaboration. |
| correcting them. In short, it minimizes the number of | | | | It helps in processing long-term performance results |
| errors that may occur while a task is being | | | | of the organization since there is a considerable |
| performed. This is achieved by way of daily scrutiny | | | | amount of reduction in the number of errors and |
| of the process and sharpening the techniques used | | | | useless inventory, which in turn eliminates customer |
| therein. Initially, Six Sigma was implemented only in | | | | dissatisfaction. |
| the manufacturing stream but eventually moved on | | | | The entire value chains of the institution are |
| to other fields where it has proved its mettle. | | | | illustrated in a better and detailed manner, understood |
| However, with advancing technology and increasing | | | | in depth and managed properly. |
| complexity of situations faced each day mere Six | | | | Both the processes together give near perfect |
| Sigma implementation is not enough. This is where | | | | estimations, which aid in altering business policies if |
| the Business Process Management gets integrated | | | | required and also bring about necessary changes in |
| with Six Sigma to create a better | | | | management procedures that enhance performance |
| performance-enhancing tool. | | | | levels. |
| BPM | | | | As Six Sigma fails to effectively control business |
| Business Process Management are those set of | | | | processes and most of the time relies on the manual |
| activities, which are undertaken by a corporation to | | | | methods and control mechanism, which hampers |
| either better the current processes or alter them to | | | | performance initiatives greatly. BPM involvement aids |
| suit new age requirements. This phenomenon | | | | the controlling process and terminates the drawback |
| supports and modifies the company's processes and | | | | instantly. |
| gives them useful management strategies, models | | | | Since 6-Sigma cannot gather the extensive data |
| the data flow, manages people, resources and | | | | required for any research and policy implementation, |
| systems at any given time. | | | | BPM fills in for this lapse by enhancing the projects by |
| Reason For The Merger | | | | accelerating the collection and distribution of critical |
| The coming together of BPM and 6-Sigma was | | | | data. |
| initiated since what one lacked the other could | | | | The product design is improved due to combine |
| provide, thereby leading to a better approach | | | | application of BPM and Six Sigma. Such companies are |
| towards analysis, understanding and improvising | | | | at a better advantage of creating a superior product |
| business techniques. For instance, 6-Sigma lacks the | | | | right at the inception time. |
| ability to collect large amounts of data, which is | | | | Initializing physical, feature wise market growth is |
| instantly provided for by BPM. Likewise, BPM is | | | | possible by focusing on customer expectations and |
| deficient in analytical tools to solve a difficult and | | | | undertaking surveys since BPM is apt at supplying |
| complex business crisis and needs Six Sigma | | | | buying patterns and customer attitude records. |
| methodology to intervene. | | | | Punching Six Sigma data into the BPM system is much |
| Usefulness Of The Union | | | | faster and more precise. |
| Integrating Six Sigma and BPM has led to expansion | | | | |