Comments for Stephen Hay . People and Process http://www.peopleandprocess.com Fri, 09 Dec 2011 22:12:45 +0000 hourly 1 http://wordpress.org/?v=3.3.1 Comment on How do Six Sigma and BPM Concepts Blend Together? by Stephen Hay http://www.peopleandprocess.com/2011/12/how-do-six-sigma-and-bpm-concepts-blend-together/comment-page-1/#comment-155 Stephen Hay Fri, 09 Dec 2011 22:12:45 +0000 http://www.peopleandprocess.com/?p=176#comment-155 The article above was written for me some years ago by a contract writer I had engaged to "create content" for me. I've not published it before because I disagree with the approach but haven't quite been able to explain why... Now I can. Six Sigma is a methodology that is more than prescriptive, it claims to be able to fit all situations. The problem lies with its implementation and the general lack of understanding on the the part of its practitioners that the most important part of any improvement initiative is understanding the current situation. That's not the same as trying to fit the current situation into your model. Business Process Management is technology-based, it codifies method rendering it even more inflexible and rigid. The two together make for a fantastic model - in the abstract. The question is, how do you implement this effectively and efficiently? Without having to train or hire green or black belts in whatever discipline is the current fashion. I've not yet seen a satisfactory answer to that question. The article above was written for me some years ago by a contract writer I had engaged to “create content” for me. I’ve not published it before because I disagree with the approach but haven’t quite been able to explain why…

Now I can.

Six Sigma is a methodology that is more than prescriptive, it claims to be able to fit all situations. The problem lies with its implementation and the general lack of understanding on the the part of its practitioners that the most important part of any improvement initiative is understanding the current situation. That’s not the same as trying to fit the current situation into your model.

Business Process Management is technology-based, it codifies method rendering it even more inflexible and rigid.

The two together make for a fantastic model – in the abstract. The question is, how do you implement this effectively and efficiently? Without having to train or hire green or black belts in whatever discipline is the current fashion. I’ve not yet seen a satisfactory answer to that question.

]]> Comment on The problem with innovation… by Grant Burney http://www.peopleandprocess.com/2010/12/the-problem-with-innovation/comment-page-1/#comment-109 Grant Burney Fri, 03 Dec 2010 00:22:20 +0000 http://www.peopleandprocess.com/?p=823#comment-109 Traditonal scientific method examined the factors that were to be 'combined', and changed one factor - measuring the result to see if it was 'better'. In the last four years some scientists have started using s biological adaptation of the scinetific method. you start the same way, but ou change as many things as you can and then you measure the result. if it is "better' you go from there. If not - destroy. It speeds up the process massively. Structurally it might work too, but you have to be prepared to destroy and start again. Traditonal scientific method examined the factors that were to be ‘combined’, and changed one factor – measuring the result to see if it was ‘better’. In the last four years some scientists have started using s biological adaptation of the scinetific method. you start the same way, but ou change as many things as you can and then you measure the result. if it is “better’ you go from there. If not – destroy. It speeds up the process massively. Structurally it might work too, but you have to be prepared to destroy and start again.

]]> Comment on The problem with innovation… by Hamish http://www.peopleandprocess.com/2010/12/the-problem-with-innovation/comment-page-1/#comment-107 Hamish Wed, 01 Dec 2010 21:58:19 +0000 http://www.peopleandprocess.com/?p=823#comment-107 The other thing is that Innovation is a continuous process, driven quite often by macro dynamics outside the control of the system. Like the Internet - most companies have been "forced" into this by peer pressure and now consumer demand. Never forget the power of macro dynamics.......... TTFN The other thing is that Innovation is a continuous process, driven quite often by macro dynamics outside the control of the system. Like the Internet – most companies have been “forced” into this by peer pressure and now consumer demand.
Never forget the power of macro dynamics……….

TTFN

]]> Comment on The problem with innovation… by Ahmed Tealeb http://www.peopleandprocess.com/2010/12/the-problem-with-innovation/comment-page-1/#comment-106 Ahmed Tealeb Wed, 01 Dec 2010 05:21:25 +0000 http://www.peopleandprocess.com/?p=823#comment-106 Innovation intends to add value for a business through many parameters or variables such as Time, Cost, Quality. Innovation intends to add value for a business through many parameters or variables such as Time, Cost, Quality.

]]> Comment on Why Lean Production is a Poor Model for Service by Raj Mohan http://www.peopleandprocess.com/2010/07/why-lean-production-is-a-poor-model-for-service/comment-page-1/#comment-90 Raj Mohan Sat, 16 Oct 2010 02:52:16 +0000 http://www.peopleandprocess.com/?p=143#comment-90 Comparatively, even production one cannot confine into a framework. The reason is, every production needs to be re-framed to meet the dynamic requirements of the customer. Sometimes, we even presume certain requirements of the customer and make our product to suit the requirements and make the customer delighted. Yes, in the present scenario, many of the manufacturing and service sector people, never work on Kano model to assess customer requirements. To some extent, defining the changing the process in the service flow may be cumbersome to change or modification. Comparatively, even production one cannot confine into a framework. The reason is, every production needs to be re-framed to meet the dynamic requirements of the customer. Sometimes, we even presume certain requirements of the customer and make our product to suit the requirements and make the customer delighted. Yes, in the present scenario, many of the manufacturing and service sector people, never work on Kano model to assess customer requirements. To some extent, defining the changing the process in the service flow may be cumbersome to change or modification.

]]> Comment on Strategic Consulting and Business Process Management by Ryan http://www.peopleandprocess.com/2010/07/strategic-consulting-and-business-process-management/comment-page-1/#comment-22 Ryan Wed, 28 Jul 2010 17:19:02 +0000 http://www.peopleandprocess.com/?p=151#comment-22 There are several examples of how companies that stick to their core like Circuit City, Sun and Sears end up in a tailspin. How can we defend against this? Check out this posting from Forbes and see what one of their columnist has to say: http://bit.ly/9Omdk6 There are several examples of how companies that stick to their core like Circuit City, Sun and Sears end up in a tailspin. How can we defend against this? Check out this posting from Forbes and see what one of their columnist has to say:

http://bit.ly/9Omdk6

]]> Comment on Is your CFO destroying your supplier relations? by Stephen http://www.peopleandprocess.com/2010/05/is-your-cfo-destroying-your-supplier-relations/comment-page-1/#comment-4 Stephen Fri, 21 May 2010 18:56:26 +0000 http://www.peopleandprocess.com/?p=155#comment-4 Comment originally posted Mar 02, 2009 This, "The CFO predominantly reports on the income and outgoings of the organisation and highlights to budget holders the gaps in their "financial performance". The CFO, therefore, has no direct bearing on the ability of the organisation to remain solvent." sums up the situation perfectly. The Finance Department is simply a reporting function that needs to be involved in contract negotiations because they have their own systems to abide by but cannot be allowed to constrain those negotiations. The fact that Finance also happens to control the cheque book has given them a power within organisations that is out of proportion to their contribution to remaining solvent. In their own terms, they are a cost, not profit, centre. Why do CEOs let a department that adds no customer value set the rules? Comment originally posted Mar 02, 2009

This,

“The CFO predominantly reports on the income and outgoings of the organisation and highlights to budget holders the gaps in their “financial performance”. The CFO, therefore, has no direct bearing on the ability of the organisation to remain solvent.”

sums up the situation perfectly.

The Finance Department is simply a reporting function that needs to be involved in contract negotiations because they have their own systems to abide by but cannot be allowed to constrain those negotiations.

The fact that Finance also happens to control the cheque book has given them a power within organisations that is out of proportion to their contribution to remaining solvent. In their own terms, they are a cost, not profit, centre.

Why do CEOs let a department that adds no customer value set the rules?

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