Structuring business process improvement methodologies
By: BENDELL, Tony
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Material type: 
ArticlePublisher: UK : Routledge, October- November 2005Total Quality Management & Business Excellence 16, 8-9, p. 969 - 978 Abstract: Business Process Improvement has remained a key area of organizational development and change. Whilst the individual approaches share common features and sometimes claim to include each other, there is no generally accepted or coherent map/topology of these initiatives or of the selection criterion for an organization to choose between them or structure an individual approach. In this paper we review the strengths and weaknesses of the Six Sigma, Lean and other main approaches and identify common and distinct features and topology. Criteria for selection of approach and the design of individual organizational programmes are discussed. A decision path is developed for organizational selection and timing of initiatives and elements. This paper is based upon the author's extensive consultancy and training experience with diverse business process improvement programmes, including specific experience in the Gulf Region and Europe, as well as theoretical development of his previous published work.
Business Process Improvement has remained a key area of organizational development and change. Whilst the individual approaches share common features and sometimes claim to include each other, there is no generally accepted or coherent map/topology of these initiatives or of the selection criterion for an organization to choose between them or structure an individual approach. In this paper we review the strengths and weaknesses of the Six Sigma, Lean and other main approaches and identify common and distinct features and topology. Criteria for selection of approach and the design of individual organizational programmes are discussed. A decision path is developed for organizational selection and timing of initiatives and elements. This paper is based upon the author's extensive consultancy and training experience with diverse business process improvement programmes, including specific experience in the Gulf Region and Europe, as well as theoretical development of his previous published work.
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