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APQC Business Excellence Community Call April 2012

This recorded presentation of APQC's April 2012 Business Excellence Community Call features John Tesmer discussing highlights of the following hot topics identifed by 140+ participants in APQC's Voice of the Customer ...

Type: Presentations  Topics: Benchmarking, Business Excellence, Process  Processes: 12.2 Benchmark performance, 12.0 Manage Knowledge, Improvement, and Change, 12.4.3 Implement change, 12.4 Manage change, 12.4.3.2 Reengineer business processes and systems 
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APQC Business Excellence Community Call April 2012 (Slides)

These slides from APQC's April 2012 Business Excellence Community Call highlight the following hot topics identifed by 140+ participants in APQC's Voice of the Customer research.  Breaking Through Silos: ...

Type: Presentations  Topics: Benchmarking, Business Excellence, Process  Processes: 12.2 Benchmark performance, 12.0 Manage Knowledge, Improvement, and Change, 12.4.3 Implement change, 12.4 Manage change, 12.4.3.2 Reengineer business processes and systems 
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The Emotional Side of Lean: Change Management at ThedaCare

An organization may need to improve its processes, but if it does so without considering the emotions and concerns of its employees, those improvements will not yield the desired results.

Type: Case Studies  Topics: Employee Communications, Human Capital Management, Employee Communication, Employee Training & Development, Lean, Business Excellence, Quality, Employee Feedback Programs, Change Management, Organization and Management, Employee Satisfaction and Engagement, Process Improvement, Process  Processes: 12.4.1.10 Assess cultural issues, 12.4 Manage change, 12.4.1 Plan for change, 12.4.2.2 Develop change management plans, 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, 12.4.1.13 Determine change enablers  Industry: Healthcare 
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APQC's Seven Tenets of Process Management in Depth (Collection)

Process management can revolutionize the way an organization does business and generates value.

Type: Product Collection  Topics: Assessment and Auditing, Business Excellence, Measurement, Business Process Management (BPM), Process, Maturity Assessment, Performance Measurement, Change Management, Organization and Management, Organizational Improvement, Process Improvement, Culture, Process Management, Process Mapping, Organization Structures  Processes: 12.4.1.1 Select process improvement methodology, 12.4 Manage change, 12.4.1 Plan for change, 12.4.1.7 Understand current state, 12.4.1.8 Define future state, 1.1.3.1 Analyze organizational characteristics, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 1.1.3.5 Identify enterprise core competencies, 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.), 1.2.5.8 Migrate to new organization, 1.2.6 Develop and set organizational goals, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.1.1 Create enterprise measurement systems model, 12.4.2.2 Develop change management plans, 12.4.2 Design the change, 12.4.3.2 Reengineer business processes and systems, 12.4.3 Implement change 
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Ten Keys for Successful Process Improvement Projects

Process improvement requires focused planning and prioritization.

Type: Articles and White Papers  Topics: Business Process Management (BPM), Business Excellence, Process, Process Improvement  Processes: 12.4.1 Plan for change, 12.0 Manage Knowledge, Improvement, and Change, 12.4 Manage change, 12.4.3.2 Reengineer business processes and systems, 12.4.3 Implement change, 12.4.4 Sustain improvement 
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APQC's 2011 Process Conference Presentations and Slides (Collection)

APQC's 2011 Process Conference featured a variety of process management experts, who shared practical insights about how they do everything from process design and framework implementation to hosting Kaizen events ...

Type: Product Collection  Topics: Business Process Management (BPM), Business Excellence, Process, Process Improvement, 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, 1.2.4 Coordinate and align functional and process strategies, 1.0 Develop Vision and Strategy, 1.2 Develop business strategy, 1.2.5.1 Evaluate breadth and depth of organizational structure, 1.2.5 Create organizational design (structure, governance, reporting, etc.), 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.4.3.2 Reengineer business processes and systems, 12.4 Manage change, 12.4.3 Implement change  Industry: Aerospace, Computers, Consulting/Consultants, Durable Goods, Electronics, Energy and Utility, Engineering, Government/Military, Healthcare, Instrumentation, Machinery, Machinery Equipment, Medical Equipment, Pharmaceutical, Professional Services/Business Services, Semiconductors, Telecommunication, Textile 
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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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Practitioner Insights into Process Management: APQC's Process Conference Findings Review (Slides)

APQC's 2011 Process Conference started several conversations about process management, particularly among those who attended the conference working sessions.

Type: Presentations  Topics: Business Process Management (BPM), Business Excellence, Process, Process Improvement, 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, 1.2.4 Coordinate and align functional and process strategies, 1.0 Develop Vision and Strategy, 1.2 Develop business strategy, 1.2.6 Develop and set organizational goals, 12.4.3.2 Reengineer business processes and systems, 12.4 Manage change, 12.4.3 Implement change 
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Practitioner Insights into Process Management: APQC's Process Conference Findings Review

APQC's 2011 Process Conference started several conversations about process management, particularly among those who attended the conference working sessions.

Type: Presentations  Topics: Business Process Management (BPM), Business Excellence, Process, Process Improvement, 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, 1.2.4 Coordinate and align functional and process strategies, 1.0 Develop Vision and Strategy, 1.2 Develop business strategy, 1.2.6 Develop and set organizational goals, 12.4.3.2 Reengineer business processes and systems, 12.4 Manage change, 12.4.3 Implement change 
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Best Practices in Process Improvement: The Seven Tenets of Process Management

The goal of process management is to make the organization better—to give it a stronger position in the marketplace, to grow a work force of engaged and motivated employees, to increase productivity and quality, and ...

Type: Best Practices and Business Drivers  Topics: Continuous Improvement, Business Excellence, Process, Lean, Quality, Process Improvement, Six Sigma, Process Management, Total Quality Management (TQM), Project Management, Organization and Management  Processes: 12.4.1.1 Select process improvement methodology, 12.4 Manage change, 12.4.1 Plan for change, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.4.3 Implement change, 12.4.4.1 Monitor improved process performance, 12.4.4 Sustain improvement, 12.4.4.3 Take corrective action as necessary 
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