Contents

1. Business Process Management: a Big Picture

Balanced Business System

Corporate Growth Strategies  (see the slide)

Business Process: Definition and Characteristics

Value Chain Management

Lean Supply Chain and Customer Relationships

Service-Profit Chain

Extended Enterprise

Virtual Integration: 3 Action Areas

Business Process Outsourcing (BPO)

Supply Chain Management (SCM)

2. Enterprise-wide Business Process Management (EBPM)

Shift from Functional to Cross-Functional Paradigm

The Payoffs of Process Approach to Business

Process Thinking

EBPM Assessment Form

8 Essential Principles of EBPM

Lean Value Chain

Cross-functional Management (CFM)

E-Business – Benefits and Opportunities

Customer Relationship Management (CRM)

Aligning Information Technology (IT) and Business

Business Process Management System (BPMS)

11 Traits of an IT Architect and a True IT Leader

3. Continuous Improvement, Kaizen, Lean Production

Continuous Improvement Firm (CIF)

Japanese-style Individual-based Suggestion System

Value Stream Analysis and Mapping

Kaizen – Japanese Strategy for Continuous Improvement

Quick and Easy Kaizen

Kaizen and Radical Innovation

Lean Production – Doing More With Less

Lean Production: 7 Wastes To Be Eliminated

Typical Benefits of Lean Production

An Overview of Lean Production

Components of Lean Production System

Just-In-Time (JIT) Manufacturing

Best Practices: Toyota Production System (TPS)  (see the slide)

Best Practices: 7 Principles of Toyota Production System (TPS)

Best Practices: Canon Production System (CPS)

Best Practices: Canon Production System (CPS) – Key Structures

Case Study: Lean Manufacturing at GSEP Ltd. (India)

Case Study: Lean Manufacturing at Automotive Companies (USA)

10 Commandments of Lean Production and Improvement

 4. Quality Management, Six Sigma

Computing the Cost of Quality

Total Quality Management (TQM)

Deming's 14 Point Plan for TQM

Kaizen and TQM

Areas Targeted by TQM in Japan

Japanese TQM Model

Best Practices: 14 Slogans for TQM at Pentel. Japan

Lessons from Jack Welch: Live Quality

8 Rules for Managing Quality

Six Sigma: Benefits of Reaching Higher Sigma Levels

Case Study: Impact of Six Sigma Implementation at GE

Case Study: Making the Six Sigma Process Work at GE

Integrating Six Sigma With Business Process Management

Integrated Environmental and Quality Management System (EQMS)

5. Process Innovation, Innovation Process

Managing Operations vs. Managing Innovation

The Tao of Business Process Innovation

Innovation Process: Traditional and Flexible Model

Case Study: Attributes of Effective Innovation in Silicon Valley

The Jazz of Innovation: Productive Structure × Creative Chaos

 Sample Ten3 SMART Lesson (Slide + Executive Summary)

Transforming the Traditional Functional Mindset

Excerpts from "BPM - Approaches & Best Practices" by Andrew Spanyi

In far too many organizations, senior management's traditional functional mindset represents one of the most significant barriers to change. Indeed, there is reason to believe that the traditional functional paradigm has done more to impede customer focused, business performance improvement over the past two decades than almost any other factor.

This way of thinking stands in the way of executives understanding and improving the flow of cross-functional activities which create enduring value for customers and shareholders. It promotes the type of thinking that impedes the effective deployment of enabling information technology. It promotes also 'silo behavior' and turf protection, and an undue pre-occupation with organization structure. This mindset contributes to the mistaken belief that if it was somehow possible to properly define the boxes on the organizational chart, and fill in the names of the "right" people in the key boxes - then the organization's performance will automatically improve. Yet, little is further from the truth. Further, it encourages a distorted view of performance measurement and executive rewards, shifting focus away from meaningful measures such as the timeliness and quality of services provided to customers, and towards less significant measures around functional departmental performance.

It reinforces a task focus and traditional command and control behavior, where questions such as 'What is the scope of my responsibility?' and 'Who are the key subordinates who can help me look good?' are foremost and top of mind. Moreover, traditional functional thinking has also led to outdated management practices in the areas of goal setting and problem solving and it stifles innovation. So what to do? How can you transform the traditional functional mindset such that your organization is designed to make it easy for customers to do business with the company and easier for employees to better serve the company's customers?

An effective way of transforming the traditional functional mindset is to embrace enterprise business process thinking and install enterprise business process management (EBPM) practices. What does this involve? Frankly, it requires a lot of very hard work, and concepts which will make some of your executives very, very uncomfortable. Why do it? Simply because the benefits of making this mental model transition are significant.

... and much more!

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