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Focus Quality Measures on Value-Added Activities and Core Strategic Objectives

Organizations can measure everything under the sun, but if those measures aren't focused on value-added activities and strategic objectives, the organization may not get the return on investment it desires.

Type: Best Practices and Business Drivers  Topics: Quality Control, Business Excellence, Quality, Strategic Planning, Organization and Management, Measurement, Measurement, Quality Assessment, Quality Measurement  Processes: 1.1.3.2 Create baselines for current processes, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 1.1.3.3 Analyze systems and technology, 1.1.4.1 Align stakeholders around strategic vision, 1.1.4 Establish strategic vision, 1.2.4 Coordinate and align functional and process strategies, 1.0 Develop Vision and Strategy, 1.2 Develop business strategy, 1.3.4 Establish high-level measures, 1.3 Manage strategic initiatives, 12.1.1.1 Establish performance measures, 12.1 Create and manage organizational performance strategy, 12.1.1 Create enterprise measurement systems model, 12.1.1.2 Establish performance monitoring frequency, 12.1.1.3 Set performance targets, 12.2.1 Conduct performance assessments, 12.0 Manage Knowledge, Improvement, and Change, 12.2 Benchmark performance, 12.4.2.6 Establish metrics, 12.4 Manage change, 12.4.2 Design the change, 12.4.3.4 Monitor change, 12.4.3 Implement change, 12.4.4.1 Monitor improved process performance, 12.4.4 Sustain improvement  Industry: Computers, Construction, Electronics, Machinery, Machinery Equipment, Mining, Non-Profit, Research Organization, Semiconductors 
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Allow Business Units to Establish Customized Targets for Enterprise Quality Measures

Although enterprise quality measurement programs are best managed from the top of an organization, business units should be given some autonomy to choose their own measurement targets and other details about how each ...

Type: Best Practices and Business Drivers  Topics: Quality Control, Business Excellence, Quality, Measurement, Measurement, Quality Assessment, Quality Measurement  Processes: 1.1.3.2 Create baselines for current processes, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 1.1.3.3 Analyze systems and technology, 12.1.1.1 Establish performance measures, 12.1 Create and manage organizational performance strategy, 12.1.1 Create enterprise measurement systems model, 12.1.1.2 Establish performance monitoring frequency, 12.1.1.3 Set performance targets, 12.2.1 Conduct performance assessments, 12.0 Manage Knowledge, Improvement, and Change, 12.2 Benchmark performance, 12.4.2.6 Establish metrics, 12.4 Manage change, 12.4.2 Design the change  Industry: Computers, Construction, Electronics, Machinery, Machinery Equipment, Mining, Non-Profit, Research Organization, Semiconductors 
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Select, Define, and Standardize Quality Measures Across the Enterprise

Effective quality programs depend on carefully selected, practical measures. This article explains how to design measures and deploy them as standards throughout an enterprise.

Type: Best Practices and Business Drivers  Topics: Quality Control, Business Excellence, Quality, Measurement, Measurement, Quality Assessment, Quality Measurement  Processes: 1.1.3.2 Create baselines for current processes, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 1.1.3.3 Analyze systems and technology, 12.1.1.1 Establish performance measures, 12.1 Create and manage organizational performance strategy, 12.1.1 Create enterprise measurement systems model, 12.1.1.2 Establish performance monitoring frequency, 12.1.1.3 Set performance targets, 12.2.1 Conduct performance assessments, 12.0 Manage Knowledge, Improvement, and Change, 12.2 Benchmark performance, 12.4.2.6 Establish metrics, 12.4 Manage change, 12.4.2 Design the change  Industry: Computers, Construction, Electronics, Machinery, Machinery Equipment, Mining, Non-Profit, Research Organization, Semiconductors 
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Best Practices in Performance and Maturity: The Seven Tenets of Process Management

Understanding an organization's current level of process management maturity helps leaders make informed decisions about where and how to improve.

Type: Best Practices and Business Drivers  Topics: Assessment and Auditing, Business Excellence, Measurement, Business Process Management (BPM), Process, Maturity Assessment, Measurement Analytics, Performance Measurement, Process Management  Processes: 1.1.3.1 Analyze organizational characteristics, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 1.1.3.2 Create baselines for current processes, 12.1.1 Create enterprise measurement systems model, 12.0 Manage Knowledge, Improvement, and Change, 12.1 Create and manage organizational performance strategy, 12.4.2.6 Establish metrics, 12.4 Manage change, 12.4.2 Design the change, 12.4.3.4 Monitor change, 12.4.3 Implement change, 12.4.4.1 Monitor improved process performance, 12.4.4 Sustain improvement 
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Process Framework in Action: How to Start a Common Language (Slides)

Implementing a process framework and aligning the business to it can seem like a huge and complicated task... because it is.

Type: Presentations  Topics: Business Process Management (BPM), Business Excellence, Process, Measurement Frameworks, Measurement, Process Design, Process Management, Organization Structures, Organization and Management  Processes: 1.1.3.2 Create baselines for current processes, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 1.2.4 Coordinate and align functional and process strategies, 1.0 Develop Vision and Strategy, 1.2 Develop business strategy, 1.2.5 Create organizational design (structure, governance, reporting, etc.), 1.2.5.2 Perform job-specific roles mapping and value-added analyses, 1.2.5.3 Develop role activity diagrams to assess hand-off activity, 1.2.5.4 Perform organization redesign workshops, 1.2.5.5 Design the relationships between organizational units, 1.2.5.6 Develop role analysis and activity diagrams for key processes, 1.2.5.8 Migrate to new organization, 12.1.1 Create enterprise measurement systems model, 12.0 Manage Knowledge, Improvement, and Change, 12.1 Create and manage organizational performance strategy, 12.2.6 Establish need for change, 12.2 Benchmark performance, 12.4.2.6 Establish metrics, 12.4 Manage change, 12.4.2 Design the change, 12.4.3.2 Reengineer business processes and systems, 12.4.3 Implement change, 12.4.1.12 Identify barriers to change, 12.4.1 Plan for change  Industry: Healthcare, Medical Equipment, Pharmaceutical 
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Process Framework in Action: How to Start a Common Language

Implementing a process framework and aligning the business to it can seem like a huge and complicated task... because it is.

Type: Presentations  Topics: Business Process Management (BPM), Business Excellence, Process, Measurement Frameworks, Measurement, Process Design, Process Management, Organization Structures, Organization and Management  Processes: 1.1.3.2 Create baselines for current processes, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 1.2.4 Coordinate and align functional and process strategies, 1.0 Develop Vision and Strategy, 1.2 Develop business strategy, 1.2.5 Create organizational design (structure, governance, reporting, etc.), 1.2.5.2 Perform job-specific roles mapping and value-added analyses, 1.2.5.3 Develop role activity diagrams to assess hand-off activity, 1.2.5.4 Perform organization redesign workshops, 1.2.5.5 Design the relationships between organizational units, 1.2.5.6 Develop role analysis and activity diagrams for key processes, 1.2.5.8 Migrate to new organization, 12.1.1 Create enterprise measurement systems model, 12.0 Manage Knowledge, Improvement, and Change, 12.1 Create and manage organizational performance strategy, 12.2.6 Establish need for change, 12.2 Benchmark performance, 12.4.2.6 Establish metrics, 12.4 Manage change, 12.4.2 Design the change, 12.4.3.2 Reengineer business processes and systems, 12.4.3 Implement change, 12.4.1.12 Identify barriers to change, 12.4.1 Plan for change  Industry: Healthcare, Medical Equipment, Pharmaceutical 
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Next Steps in Process Measures and Analytics - Marriott International Case Study

By applying aligned and strategic analytics to business processes, organizational leaders can understand how their organizations are performing and where change will have the greatest impact.

Type: Case Studies  Topics: Business Process Management (BPM), Business Excellence, Process, Measurement Analytics, Measurement, Performance Measurement, Process Measures, Measurement, Process Management  Processes: 12.1.1 Create enterprise measurement systems model, 12.0 Manage Knowledge, Improvement, and Change, 12.1 Create and manage organizational performance strategy, 12.1.1.1 Establish performance measures, 12.4.2.6 Establish metrics, 12.4 Manage change, 12.4.2 Design the change  Industry: Food/Beverage/Restaurant, Hospitality 
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Next Steps in Process Measures and Analytics - Ernst & Young Case Study

By applying aligned and strategic analytics to business processes, organizational leaders can understand how their organizations are performing and where change will have the greatest impact.

Type: Case Studies  Topics: Business Process Management (BPM), Business Excellence, Process, Measurement Analytics, Measurement, Performance Measurement, Process Measures, Measurement, Process Management  Processes: 12.1.1 Create enterprise measurement systems model, 12.0 Manage Knowledge, Improvement, and Change, 12.1 Create and manage organizational performance strategy, 12.1.1.1 Establish performance measures, 12.4.2.6 Establish metrics, 12.4 Manage change, 12.4.2 Design the change  Industry: Consulting/Consultants, Professional Services/Business Services 
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Next Steps in Process Measures and Analytics - The United Illuminating Company Case Study

By applying aligned and strategic analytics to business processes, organizational leaders can understand how their organizations are performing and where change will have the greatest impact.

Type: Case Studies  Topics: Business Process Management (BPM), Business Excellence, Process, Measurement Analytics, Measurement, Performance Measurement, Process Measures, Measurement, Process Management  Processes: 12.1.1 Create enterprise measurement systems model, 12.0 Manage Knowledge, Improvement, and Change, 12.1 Create and manage organizational performance strategy, 12.1.1.1 Establish performance measures, 12.4.2.6 Establish metrics, 12.4 Manage change, 12.4.2 Design the change  Industry: Energy and Utility 
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Next Steps in Process Measures and Analytics: Study Overview

APQC's 2010 Next Steps in Process Measures and Analytics  study investigated the best practices of organizations that have leveraged process measurement and strategic analytics for several years.

Type: Best Practices and Business Drivers  Topics: Business Excellence, Business Process Management (BPM), Process, Measurement Analytics, Measurement, Performance Measurement, Process Measures, Measurement, Process Management  Processes: 12.1.1 Create enterprise measurement systems model, 12.0 Manage Knowledge, Improvement, and Change, 12.1 Create and manage organizational performance strategy, 12.1.1.1 Establish performance measures, 12.4.2.6 Establish metrics, 12.4 Manage change, 12.4.2 Design the change  Industry: Consulting/Consultants, Energy and Utility, Hospitality, Professional Services/Business Services 
  • Relevance: 59%
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