By : Jitena Kumar Rawat, Senior Consultant, McKinsey & Company
Source : http://dev2dev.bea.com
Activity: 4 comments 689 views last activity : 07 06 2010 20:18:04 +0000
Here is an article i found very interesting, it talks about how Business process management can be used for
implementing the japanese continous quality improvement technique kaizen.
Found it quite attractive and interesting , hence thought of sharing it too!
In the field of business administration, the term Kaizen (which literally means "good change") has its roots in
1950s Japanese industry. It is now more often translates as continuous improvement.
One of the principles of continuous improvement is that the users of the processes, be they counter clerks or
central office executives, are the ones who are encouraged to constantly analyze their work and propose
improvements. At a high level, continuous improvement is a cycle of the following activities:
- Standardize an operation.
- Measure the standardized operation.
- Gauge measurements against requirements.
- Innovate to meet requirements and improve productivity.
- Standardize the new improved operations.
HOW DOES BPM COME INTO THE PICTURE?
Business Process Management can be thought of as an implementation of the abstract concepts of continuous
improvement at the business process level: BPM provides a framework where an organization's business processes can
be optimized repeatedly. To quote Bruce Silver, a prominent expert in the BPM field, "BPM is based on the notion of
a cycle of continuous process improvement." Although no standard or overwhelmingly popular BPM methodology exists
currently, it is generally accepted that, at the high level, the cycle of BPM activities are as follows:
- Process analysis
- process modeling
- process implementation
- process monitoring.
The BPMS software products that excel are those that provide these capabilities to business analysts with as little
IT involvement as possible. This allows business analysts to seamlessly step through the iterations of the BPM cycle
and continuously improve the processes at hand. This always-active, uninterrupted effort to realize process
enhancements brings to mind an important question: What should be the scale, in size and effort, of a single
iteration of the BPM cycle? As it turns out, agile software development methodologies have something to tell us in
BPM can be a great source of continuous improvement for an organization's business processes. Agile software
development methodologies can serve as an effective baseline for the development of a BPM methodology that enables
continuous improvement and can also lead to important synergies in the interactions of the two main teams—business
analysts and software developers— that participate in the delivery of the BPM cycle.
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I feel HR PRO is also a good option. It is a comprehensive Human Resource Management System Software that brings greater organization and effectiveness to the full range of Human Resource functions and responsibilities. HR PRO also provides for easy,...