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Business Process Management and Lean Six Sigma - Coexist

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Business Process Management (BPM) seeks to optimize business processes and therefore it only makes sense that BPM should coexist in an environment adopting Lean Six Sigma (LSS). One leverages the other to merge business process and technology.

Lean Six Sigma (LSS) methodologies can be used as the weapon to solve problems BPM uncovers.

BY ALEX KAYLE at ITWeb

There is no silver bullet in the business process management (BPM) journey. It requires complete buy-in from top management and Lean Six Sigma (LSS) methodologies can be used as the weapon to solve problems BPM uncovers.

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So argued David Lyneham-Brown, BPT Group CEO and event chairman, at the ITWeb BPM Summit held at Montecasino yesterday. “LSS and BPM are about creating a new culture and a new way of working that doesn't rely on the fractured, political relationship of departments, but rather on the back of people who understand from a customer perspective what is needed for customer fulfilment.

“That will never happen if you lack a business vision. When we get that philosophy in place, the business will see greater value.”

Lyneham-Brown said operational management need to be the process owners and have the responsibility, authority, and accountability from the early stages to carry through into the future.

“Unless the senior management is there you will not get the 40%, 60%, and 80% process improvements which require significant organisational change to get there. BPM has to be embedded in the business strategy itself.”

BPM versus LSS

Richard Aldous, head of sales and marketing for Rethink, pointed out: “Everybody is responsible for making BPM work; it's everybody's accountability to make BPM successful and the business needs to show the BPM success early on in the journey. If you can get that low-hanging fruit on a monthly basis you can get that buy-in quickly from the entire organisation.”

According to Aldous, BPM and LSS do ...continue reading

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