Search results
Results for: 12.4.4.3 Take corrective action as necessary 
- 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- Relevance: 77%
- Member Price: FREE
- Using Kaizen to Align Business Processes and Information Systems (Slides)
-
Kaizen events are powerful tools to improve processes, especially when held as part of an ongoing cycle of assessment.
Type: Presentations Topics: Business Process Management (BPM), Business Excellence, Process, Quality Assessment, Quality, Process Improvement, Process Management, Process Mapping 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, 1.2.5.3 Develop role activity diagrams to assess hand-off activity, 1.2 Develop business strategy, 1.2.5 Create organizational design (structure, governance, reporting, etc.), 1.2.5.4 Perform organization redesign workshops, 1.2.5.5 Design the relationships between organizational units, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.4.4.3 Take corrective action as necessary, 12.4 Manage change, 12.4.4 Sustain improvement Industry: Textile- Relevance: 75%
- Member Price: FREE
- Nonmember Price: Download FREE
- Using Kaizen to Align Business Processes and Information Systems
-
Kaizen events are powerful tools to improve processes, especially when held as part of an ongoing cycle of assessment.
Type: Presentations Topics: Business Process Management (BPM), Business Excellence, Process, Quality Assessment, Quality, Process Improvement, Process Management, Process Mapping 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, 1.2.5.3 Develop role activity diagrams to assess hand-off activity, 1.2 Develop business strategy, 1.2.5 Create organizational design (structure, governance, reporting, etc.), 1.2.5.4 Perform organization redesign workshops, 1.2.5.5 Design the relationships between organizational units, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.4.4.3 Take corrective action as necessary, 12.4 Manage change, 12.4.4 Sustain improvement Industry: Textile- Relevance: 75%
- Member Price: FREE
- Nonmember Price: Download FREE
- Doing a Lot More... With Less (Slides)
-
In 1997, the State of Michigan's Office of Retirement Services was mired in delays and clunky processes.
Type: Presentations Topics: Business Process Management (BPM), Business Excellence, Process, Process Reengineering, 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, 1.1.4 Establish strategic vision, 1.0 Develop Vision and Strategy, 1.1.4.1 Align stakeholders around strategic vision, 1.2.4 Coordinate and align functional and process strategies, 1.2 Develop business strategy, 1.2.5.2 Perform job-specific roles mapping and value-added analyses, 1.2.5 Create organizational design (structure, governance, reporting, etc.), 1.2.5.3 Develop role activity diagrams to assess hand-off activity, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.2.5 Conduct gap analysis to understand need for change and degree needed, 12.2 Benchmark performance, 12.4.3.1 Create commitment for improvement/change, 12.4 Manage change, 12.4.3 Implement change, 12.4.3.2 Reengineer business processes and systems, 12.4.4.1 Monitor improved process performance, 12.4.4 Sustain improvement, 12.4.4.2 Capture and reuse lessons learned from change process, 12.4.4.3 Take corrective action as necessary Industry: Government/Military- Relevance: 75%
- Member Price: FREE
- Nonmember Price: Download FREE
- Doing a Lot More... With Less
-
In 1997, the State of Michigan's Office of Retirement Services was mired in delays and clunky processes.
Type: Presentations Topics: Business Process Management (BPM), Business Excellence, Process, Process Reengineering, 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, 1.1.4 Establish strategic vision, 1.0 Develop Vision and Strategy, 1.1.4.1 Align stakeholders around strategic vision, 1.2.4 Coordinate and align functional and process strategies, 1.2 Develop business strategy, 1.2.5.2 Perform job-specific roles mapping and value-added analyses, 1.2.5 Create organizational design (structure, governance, reporting, etc.), 1.2.5.3 Develop role activity diagrams to assess hand-off activity, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.2.5 Conduct gap analysis to understand need for change and degree needed, 12.2 Benchmark performance, 12.4.3.1 Create commitment for improvement/change, 12.4 Manage change, 12.4.3 Implement change, 12.4.3.2 Reengineer business processes and systems, 12.4.4.1 Monitor improved process performance, 12.4.4 Sustain improvement, 12.4.4.2 Capture and reuse lessons learned from change process, 12.4.4.3 Take corrective action as necessary Industry: Government/Military- Relevance: 75%
- Member Price: FREE
- Nonmember Price: Download FREE
- Business Model-Oriented Approach to Process Management (Slides)
-
An organization's approach to process management will differ depending on its business model. So what does an organization with multiple business models do to address the particulars of each model?
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, 1.2.5 Create organizational design (structure, governance, reporting, etc.), 1.2.5.5 Design the relationships between organizational units, 1.2.6 Develop and set organizational goals, 1.2.7 Formulate business unit strategies, 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, 12.4.4.1 Monitor improved process performance, 12.4.4 Sustain improvement, 12.4.4.3 Take corrective action as necessary Industry: Electronics, Engineering, Instrumentation, Medical Equipment- Relevance: 75%
- Member Price: FREE
- Nonmember Price: Download FREE
- Business Model-Oriented Approach to Process Management
-
An organization's approach to process management will differ depending on its business model. So what does an organization with multiple business models do to address the particulars of each model?
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, 1.2.5 Create organizational design (structure, governance, reporting, etc.), 1.2.5.5 Design the relationships between organizational units, 1.2.6 Develop and set organizational goals, 1.2.7 Formulate business unit strategies, 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, 12.4.4.1 Monitor improved process performance, 12.4.4 Sustain improvement, 12.4.4.3 Take corrective action as necessary Industry: Electronics, Engineering, Instrumentation, Medical Equipment- Relevance: 75%
- Member Price: FREE
- Nonmember Price: Download FREE
- Building Update Steps into a Process Framework
-
The development of a process framework is not finished once it is initially implemented. Process frameworks should evolve and grow with the organization.
Type: Best Practices and Business Drivers Topics: Business Excellence, Business Process Management (BPM), Process, Continuous Improvement Processes: 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.4.4 Sustain improvement, 12.4 Manage change, 12.4.4.3 Take corrective action as necessary Industry: Financial Services/Banking, Pharmaceutical- Relevance: 46%
- Member Price: FREE
- Take Action Based on Measurement Results
-
An organization's investment in measurement is pointless unless it systematically takes action based on the data. Learn how best-practice organizations Crown Castle and L.L.
Type: Best Practices and Business Drivers Topics: Measurement, Business Excellence, Measurement Processes: 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.1.1 Create enterprise measurement systems model, 12.4.4.3 Take corrective action as necessary, 12.4 Manage change, 12.4.4 Sustain improvement Industry: Automotive, Retail/Catalog/Mail Order, Telecommunication- Relevance: 45%
- Member Price: FREE
- Continuously Revise Performance Measurement Programs to Sustain Improvement
-
Performance measurement programs must be regularly updated and changed as organizations and their goals evolve.
Type: Best Practices and Business Drivers Topics: Business Excellence, Performance Measurement, Measurement Processes: 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.1.1 Create enterprise measurement systems model, 12.4.4 Sustain improvement, 12.4 Manage change, 12.4.4.3 Take corrective action as necessary Industry: Energy and Utility, Government/Military, Healthcare- Relevance: 45%
- Member Price: FREE
