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Course Outline

Download Course Brochure Introduction and overview of business process improvement

  • The evolution of continuous process improvement and quality management
  • Why use continuous process improvement?
  • The true impact on financial performance for quality focused companies

Principles of business/continuous process improvement

  • Who is the customer? Internal and external
  • Measuring the customer experience
  • Reducing the cost of poor quality
  • Controlling causes to achieve the desired effect
  • Managing variation
  • Stabilising and centring processes
  • Managing change
  • Workshop

Measuring process performance

  • Examining Voice of the customer
    • Customer segmentation and variation
    • Customer loyalty (as measured by the Net Promoter Score) versus customer satisfaction
  • Voice of the process
    • Stability
    • Shape
    • Variation
    • Centre
    • Capability
  • Workshop

Business process management roadmap

  • Define key customer requirements and business strategy
  • Identify core processes
  • Measure performance of core processes and identify gaps
  • Improve core processes
  • Link to balanced scorecard
  • Workshop

Improving processes using the Lean toolkit

  • What is Lean?
  • How does it work as an improvement tool?
  • Understanding Waste
  • Methodology and sample of tools used:
    • Organising the workplace (5S)
    • Identify bottlenecks and barriers (value stream maps, visual factory, replenishment strategies such as Kanban)
    • Reduce variation (standardised work)
  • Example application
  • Benefits
  • When to use

Improving processes using the Six Sigma DMAIC methodology

  • Overview of the methodology
  • Define (practical problem felt by the customer)
    • Project charter, VOC, process map, change management
  • Measure (practical problem with many potential causes)
    • Y measure, process map, measurement systems analysis, sampling, Y analysis (stability, shape, centre, spread, capability)
  • Analyse (statistical problem with few root causes)
    • Graphical and statistical analysis for x's, Design of Experiment (DOE)
  • Improve (statistical solutions to the root causes)
    • DOE, brainstorming, change management, solution selection, mistake proofing and risk management, project management, statistical improvement in Y
  • Control (practical solution felt by the customer)
    • Process control plans, documentation
  • Example application
  • Benefits
  • When to use

Improving processes using the Six Sigma DFSS (Design for Six Sigma) methodology

  • Define (practical problem felt by the customer)
    • Project charter, VOC, process map, change management
  • Measure (practical problem with defined customer and business requirements)
    • Quality Function Deployment (QFD)
  • Analyse (practical solutions to solve practical problem and meet requirements)
    • QFD, process map
  • Design/Optimise (statistical solution selected)
    • Pilot/prototype, simulation, DOE, estimated performance
  • Verify (practical solution felt by the customer)
    • Implementation, process control plans, documentation
  • Example application
  • Benefits
  • When to use

Examining process improvement methodology variations

  • Lean Six Sigma
  • Kaizen
  • PDCA/PDSA
  • 8D

Relationship between process improvement methodologies and external standards

  • Capability Maturity Model® Integration (CMMI)
  • Business Excellence frameworks
  • ISO 9000 quality standard

Putting it all together - Organisational deployment challenges

  • Application strategy
    • The right roadmap and the right tools
  • Implementation strategy
    • The right people
    • The right projects
    • The right leadership
  • Workshop

Deployment planning

  • Elements of an deployment plan
  • Organisational readiness assessment
  • Process maturity assessment
  • Workshop

Case study examination

  • A look at how different organisations have implemented business process improvement and the challenges faced
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