| One of the most powerful ways to improve business | | | | focusIn short, Six Sigma allows an organization to |
| processes is combining business process management | | | | reduce the variability in its products and services so |
| (BPM) strategies with Six Sigma strategies. BPM | | | | that waste is reduced, efficiency is improved, and |
| strategies emphasize process improvements and | | | | customer satisfaction is dramatically increased. |
| automation to drive performance, while Six Sigma | | | | Business problems are solved through rigorous |
| uses statistical analysis to drive quality improvements. | | | | application of data collection and analysis tools. The |
| The two strategies are not mutually exclusive, | | | | training that Six Sigma users receive is quite intensive, |
| however, and many companies have discovered that | | | | progressing through several increasingly sophisticated |
| combining BPM and Six Sigma can create dramatic | | | | levels based on experience and accomplishment. |
| results.BPM basicsLet's first take a look at the basics | | | | Professional Six Sigma consultants and practitioners |
| of BPM. It uses a four step method to create better | | | | usually work to become certified at the various |
| processes and improve performance. The steps are | | | | levels, increasing their ability to help guide |
| as follows:- Map the process (whether new or | | | | development and implementation of Six Sigma |
| existing) from start to finish, capturing each step | | | | methodology.The methodology of Six Sigma is key |
| along the way- Execute the process by using people | | | | to its success. An organization follows a five step |
| and automated applications, with specific assignments | | | | progression that uses factual information and |
| of responsibilities and accountabilities for each step- | | | | statistical analysis to address achievement of |
| Manage the process through information flow, actions | | | | operational goals. There are some differences in the |
| and related activities- Analyze process performance | | | | five steps depending on whether they are used to |
| and metrics, using findings as the basis for continuous | | | | improve an existing process or design a new process. |
| process improvementBPM has a strong base in | | | | The end goal, though, is always to achieve the |
| software applications to help streamline and | | | | standard metric of 99.9997% defect free |
| automate processes. At the software level, BPM is | | | | performance.Combining BPM and Six SigmaWith this |
| commonly applied within a single department or group | | | | basic understanding of BPM and Six Sigma in mind, it |
| to improve a specific process.From the software | | | | is easy to see how powerful it can be to combine |
| level, BPM expands to a suite of software | | | | the two practices. Their strengths complement each |
| applications. The suite level enables BPM to link | | | | other and create a synergy that infuses the entire |
| multiple departments or groups that affect | | | | operation with a focus on quality and |
| processes. It promotes information sharing and | | | | performance.The strength of BPM lies in its ability to |
| accountability through use of a work portals where | | | | automate processes and workflow through modeling |
| multiple users can share knowledge, documentation, | | | | and examination of inputs, outputs and performance. |
| and process management.At its highest level, BPM | | | | It is not as strong, however, in its ability to analyze |
| expands to an enterprise-wide system. This level | | | | data associated with very difficult or multifaceted |
| combines software and IT aspects with management | | | | problems. Six Sigma fills this gap by providing the |
| practices to address broad structural and systemic | | | | statistical analysis needed to deal with complex |
| issues within a business or organization. Business | | | | problems.The strength of Six Sigma lies in its rigorous |
| practices and operations are examined from a holistic | | | | approach to data collection and analysis. Through this |
| standpoint, paying close attention to how | | | | process it is can identify even the smallest |
| occurrences in any one part of the system have a | | | | opportunities for process improvement, maximizing an |
| ripple effect across the organization.Six Sigma | | | | organization's ability to institute necessary changes. It |
| basicsThe concept of Six Sigma was developed at | | | | is not as strong, however, in its ability to monitor |
| Motorola in the 1980's as they worked to improve | | | | process improvements and ensure they are applied |
| the quality of their products and services. By | | | | across the board. BPM fills this gap by providing tools |
| implementing a systematic, rigorous routine, they | | | | to automate process improvements and connect |
| were able to improve their products and increase | | | | those improvements across the entire |
| customer satisfaction, thus increasing profits.Six | | | | organization.Both BPM and Six Sigma represent |
| Sigma approaches business processes from a highly | | | | significant commitments on the part of a business or |
| statistical standpoint. It incorporates three levels of | | | | organization, and they take time to implement them |
| activity:- Metrics - statistical focus to make process | | | | thoroughly. Tremendous organizational change is |
| outcomes 99.9997% defect free, otherwise | | | | often required, leading most companies to start with |
| expressed as 3.4 defects per million opportunities- | | | | a single department or pilot project and expand their |
| Methodology - structured approach to solving | | | | use over a multi-year period. It is well worth the time |
| problems that uses specific tools and process | | | | and effort, though, to generate the substantial |
| mapping to achieve the metric goal- Philosophy - the | | | | business improvements that are typical with BPM and |
| enterprise-wide embrace of defect reduction by | | | | Six Sigma. |
| making decisions based on hard data and customer | | | | |