Business process mapping

Abstract: This paper presents an approach for systematically defining the object of study of benchmarking based on deriving improvement actions from customer expectations and strategic decisions through business processes, and prioritising improvement actions that will most contribute to strategic objectives. It is based on management concepts such as business process mapping, performance measurement and other tools. After some introductory theoretical background and discussion of the proposal, a set of steps to guide the implementation of such an approach is presented and detailed. Finally, two cases of application are presented to illustrate the validity as well as to make some considerations based on the potential benefits and limitations of this proposal.

Abstract: The alignment of business processes and information systems is a critical factor for both business process management (BPM) and enterprise resource planning (ERP) system efficiency. Analysing existing approaches of alignment shows the need for an independent reference model to support the mapping between organisational and informational views. The SCOR model represents a strong management tool to evaluate, control, measure and improve existing supply chain process structures, based on a business process view of supply chain highlighting the functional requirements of best practices identified. We have critically analysed the contribution of the current SCOR model to the alignment of business processes and information systems. As the alignment is currently only based on the functional realisation of best practices, we show that this alignment risks neglecting important process dependencies. An extended reference model is then proposed, including the structuring of information exchanged between processes. T...

Abstract: This paper presents a conceptual framework for managing the process of systematically deriving improvement actions from customer expectations and strategic decisions through business processes, and prioritising improvement actions that will most contribute to strategic objectives. It proposes the use of management practices and concepts such as business process mapping, performance measurement and benchmarking. After some introductory theoretical background, the proposed framework and a set of steps to guide the implementation of such an approach are presented and detailed. Finally, a case study is presented to illustrate the validity of such an approach and some considerations are made based on the potential benefits and limitations of this proposal.

Abstract: Six Sigma Implementation at Dow Chemical Company: A Comprehensive Review Introduction The Dow Chemical Company The Six Sigma Program at Dow Preamble and Preparation The Six Sigma Journey Dow's Six Sigma Methodology at Variance The Staircase of Change Leadership Model for Six Sigma Implementation Six Sigma Project Organisational Structure Six Sigma tools, Techniques, Software and Information technology Tools and Techniques used by Dow for Six Sigma projects Six Sigma Software IT and Six Sigma at Dow Where is Dow on its Six Sigma Journey? Selected Case Studies Energy Conservation Studies Polycarbonate Unit Energy Reduction Project System Unit Energy Envelopment Project An Ergonomic Case Study (DMAIC Approach) Lessons and Insights from Dow's Six Sigma program Concluding Remarks Manufacturing Waste Reduction Using Six Sigma Methodology Introduction Project Selection Six Sigma Project: Re-winder Performance Define Phase Measure Phase Analyse Phase Improve Phase Sub-system CTQ sigma level Gap's Transfer Function Control Phase Temporary Solution Sustained solution Process Capability Control Plan Conclusions Process Improvement at TATA STEEL using the ASPIRE-DMAIC approach Tata Steel Company ASPIRE and Six Sigma at TATA STEEL Project Selection Introduction to the project Purpose of Coke Quenching Quenching process ASPIRE DMAIC Approach The Define Phase The Measure Phase The Analyse Phase The Improve Phase The Control Phase Conclusion Improving Product Reliability Using Six Sigma Introduction Six Sigma in the Collaborative Company DMAIC Case Study Define Phase Define the Problem Define the Advocacy team Potential Financial Benefits Project Charter Measure Phase Process Mapping Identify potential causal factors Identify stakeholders' issues Measurement System Analysis Analysis Phase Improve Phase Control Phase Financial confirmation of process capability Stakeholder's issues revisited Agree line inspection frequency Conclusion Reducing the Engine Overheating problem in an Automotive Company using Six Sigma Introduction Case Study Define Phase Measure Phase Analysis Phase Improve Phase Control Phase Key results and financial savings generated from the project Key ingredients of Six Sigma project implementation Conclusion An Application of Six Sigma Methodology to the manufacture of Coal Products Introduction Company background Define Phase Product, Customers and CTQs Project Charter Business Case Statement of the Problem Project Goal Project Scope Team formation Milestones and Communications plan Business process mapping Measure Phase Measurement System Analysis Process Baseline Process Description Analyse Phase Improve Phase Control Phase Economic Benefits obtained Conclusions, comments and lessons learned Six Sigma in Healthcare: A Case Study with Commonwealth Health Corporation (CHC) Introduction to CHC Why Six Sigma in CHC? Six Sigma structure at CHC Six Sigma Methodology Benefits of Six Sigma Critical Success Factors of Six Sigma in Healthcare Clinical Project Example using DMAIC Define Measure Analyse Improve Control Conclusion Six Sigma within Doosan Heavy Industries and Construction Company Introduction Background to Doosan Heavy Industry Doosan's Six Sigma Framework Top level management commitment Stakeholder involvement Training scheme and project team activities Measurement system How to select project themes in Doosan? Doosan's Black Belt Course Case Study Define Measure Analyze Improve Control Doosan's Future Plans in Six Sigma Lean Manufacturing and Six Sigma Differences between Lean and Six Sigma Synergy effect Conclusion Application of Six Sigma in Banking Industry Introduction Why Six Sigma in the Banking Industry? Adoption of Six Sigma in the Banking Industry Introduction to JP Morgan Chase and its use of Six Sigma Introduction to JPMC Investors Services Define Measure Analyze Improve/Implement Control and Project Results Conclusion Some Challenges of Six Sigma in the Banking Industry Future Trends of Six Sigma in Banking Six Sigma Approach to reducing fall hazards among cargo handlers working on top of cargo containers: a case study Introduction and Background Problem Statement Details of cargo handling activities Objectives and overview Define Past statistics on fall accidents in the cargo handling industry in Hong Kong Interview surveys to establish the Working procedures Measure Preliminary interview Measurement tree Questionnaire development Reliability of the questionnaire Measurement I Measurement II Measurement III Analyse Critical factor I Critical factor II Critical factor III Most critical procedure Improve Solution I Solution II Solution III Solution IV Control Conclusion Six Sigma for Government IT: Strategy & Tactics for Washington, DC Introduction Motivations Six Sigma and Quality Concepts Information Technology Infrastructure Library Information Technology Infrastructure Library Maturity Assessment and Improvement of Service Level Management Assessment and Improvement of Capacity Management Assessment and Improvement of Financial Management Assessment and Improvement of Availability Management Availability management - Define and Measure Phases Availability Management - Analyse Phase and Benchmarking Availability Management Conclusions Assessment and Improvement of Service Continuity Define, Measure and Analyse Phases for Service Continuity Continuity Design Phase Continuity Verify Phase Conclusion Increasing Newspaper Accuracy - A Case Study Introduction Define Phase Measure Phase Analyse Phase Improve Phase Control Phase Results Success Factors and lessons Learned Deploying Six Sigma Company-wide An Application of Six Sigma in Human Resources Alan Harrison Introduction Before Improvements Define Phase People Processes Definition of customer needs and objectives Measure Key Performance Indicators Cost of Poor Quality Analyse Improve Control Achieved Benefits Conclusion