Perfecting Six Sigma Through

Process Management

Rohit Ramaswamy
STAT-A-MATRIX Inc.

www.statamatrix.com 800-472-6477 [email protected]

Process Management

Implementing Six Sigma

List the challenges that your organization has faced in its Six
Sigma implementation
•
•
•
•
•
•

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Process Management

Current Organizational Realities

• Organizations are changing rapidly
• Customer expectations are dramatically increasing while
available internal resources are declining
• Speed is a fact of life
• Few people see organizations as a system of interrelated
pieces; most view organizations functionally
• Cross-functional interdependencies are often exceedingly
complex; over time interactions become obscured
• Often the functional measurement systems compound the
problem and reinforce the wrong behaviors
• The difference between task and process is the difference
between part and whole
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Process Management

Dilbert and Six Sigma

• A popular American comic strip written and drawn by Scott
Adams that has run in newspapers since April 1989
• Typical themes
• Bureaucracy
• Scheduling without reference to reality
• Office politics always stand in the way of productivity
• Mismanagement is rampant
• Employees skills and efforts are not rewarded
• Low morale
From Wikipedia.org/wiki/Dilbert

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Process Management

Six Sigma Studies

Recent Six Sigma studies show that organizations have difficulty:
• Engaging senior leadership, management, and employees
• Tying improvement efforts to business strategy
• Tying improvement efforts directly to customer requirements
• Sustaining results from improvement projects
• Transferring knowledge and skills to non-
manufacturing processes
• Identifying where to focus improvement efforts for
highest impact
• Putting knowledge and skills into everyday practice across
the organization
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Process Management

Improving Work Processes—Six Sigma

Approaches
1. Think about your job and the tasks that are required of
you; if you were to do all of those tasks and consistently
do them very well, how many hours per week would your
job require?

2. What percentage of your time do you spend doing

someone else’s job because you can’t rely on them to do a
task correctly or within your required time frame?

3. What percentage of your time do you spend on tasks that

are unnecessary or don’t add value?
Six Sigma methods reduce variability,
reduce defects, and add value
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Process Management

Improving Work Processes—Lean

Approaches
1. How much junk mail comes across your desk and
computer screen?

2. How much stress and personal aggravation do these

cause? Do you ever carry it home with you?

3. Are you willing to learn and do something about it?

Lean methods reduce waste, reduce imbalance, and

improve problem-solving ability

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Process Management

The Process Approach

• The common word between the Six Sigma and Lean
approaches is:

PROCESS

• Process management is the strategic discipline of

documenting and measuring processes to identify
opportunities for improvement

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Process Management

The Real Organization

STRATEGY

PROCESS

FUNCTIONS
• Products and services for customers are not produced by functions,
but by processes that tend to cross functional lines
• Some of these processes tend to be the way the customers identify
with the company
• Functions are (or should be) the residence and building place
for competencies
• Process capabilities and competencies are the key leverage points
in order to achieve strategy (the desired state of the organization)
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Process Management

Process Management Is the Driver of

Improvement

Improvement

Process
Management

Design

In order to achieve Six Sigma, a business must be excellent at

managing existing processes, improving existing processes, and
designing new processes
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Process Management

What Is Process Management?

• Process management refers to the set of tools needed to
document, measure, monitor, and control processes
• It is about ongoing accountability for managing entire cross-
functional processes to satisfy goals

Outcomes
• Provide consistent service to the customer
• Provide direction for improvement activities
• Hold the gains created by improvement activities
• Manage process quality with a link to strategic objectives

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Process Management

What Is Process Management?, cont.

How does it relate to improvement and design?
• Process management ends when changes in process effectiveness
or efficiency create the need for improvement or design
• When these are complete, the improved or redesigned processes
re-enter the process management system

Improvement

Process
Management
Design

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Process Management

Process Management as a Strategic

Activity
• The role of process management is to ensure that the key
processes in the organization maintain the level of performance
demanded by the business and by customers
• The activities of process management can be justified only if
they continue to create and maximize value for the customers

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 Process Management

Maximizing Profitability Through Process

Management
The value chain establishes linkages between
profitability and performance as follows
Profitability
arises from
Loyalty
Value Chain
Typical Point which is created by
of Fracture
Customer Satisfaction
which is the result of
Service Value Provided
which maximizes
Consistently Meeting Customers’ Expectations at Acceptable Cost Process
Management
result in Contributions
Process Management Activities

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Process Management

When Is Process Management

Appropriate?
• When a Lean and/or Six Sigma infrastructure is in place
• When the full benefits of Six Sigma are not being realized
• When companies are focused primarily on improvement or
design projects and not on strategic transformation

Project Organization Transformation

Focused Focused Focused

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Process Management

Organizational Transformation Stages

Project Organization Transformation

Focused Focused Focused

Stages defined by:

• Operational definition of Lean and Six Sigma in place
• Methodologies applied
• Breadth of application
• Benefits realized

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Process Management

Characteristics of Each Stage

Project Focused Organization Transformation

Focused Focused

Approach Plus: Plus:

Performance metric Vision Philosophy
Benchmark Improvement Foundation for
Goal infrastructure creating value

Tool set Discipline and

attitude

Definition Builds in Each Stage

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Process Management

Methodologies Used in Each Stage

Project Focused Organization Transformation

Focused Focused

DMAIC Plus: Plus:

DMADV Process Leadership
Lean events management development
Lean Six Sigma Organizational
Innovation change
management

Methodologies Build in Each Stage

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Process Management

Breadth of Application in Each Stage

Project Focused Organization Transformation
Focused Focused

Key strategic Plus: Plus:

processes All core and Customers and
Pockets in other enabling processes suppliers processes
areas of the All policies and
organization infrastructure
Cultural issues
Reward and
recognition

Breadth Increases in Each Stage

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Process Management

Benefits Realized in Each Stage

Project Focused Organization Transformation

Focused Focused

Measure and analyze Plus: Plus:

objective data in key
Integrated and proactive Customers recognize
processes to help make
management system that quality across all
decisions
measures and analyzes businesses
Demonstrated results in objective data across the Process-focused values,
some key process organization to help make culture, and mindset
indicators decisions
Customers’ needs for
Disciplined and consistent and business needs are
use of proven quality tools simultaneously satisfied
at all levels in the best possible
Customer requirements manner
met and exceeded
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 Process Management

What Changes with Process Management

From To
1. Pockets of customer-recognized Customers recognize quality
quality within some businesses across all businesses, wall-to-wall

2. Spotty use of quality improvement Disciplined and consistent use of

approaches and tools proven quality tools at all levels

3. Frequent “ship-and-fix” attitude Do it right the first time, based on

customers’ requirements

4. Ignore costs of poor quality Calculate and communicate costs

to all employees

5. Function-focused values, mindset, Process-focused values, mindset,

and practices and practices

6. Frequent guesswork in Measure and analyze objective

making decisions data to help make decisions
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 Process Management

Exercise: What Changes with Process

Management
1. Rate your organization on a 1 to 5 scale 5.
1. Pockets of customer-recognized Customers recognize quality
quality within some businesses across all businesses, wall-to-wall

2. Spotty use of quality improvement Disciplined and consistent use of

approaches and tools proven quality tools at all levels

3. Frequent “ship-and-fix” attitude Do it right the first time, based on

customers’ requirements

4. Ignore costs of poor quality Calculate and communicate costs

to all employees

5. Function-focused values, mindset, Process-focused values, mindset,

and practices and practices

6. Frequent guesswork in Measure and analyze objective

making decisions data to help make decisions

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 Implementing
Process Management

Example

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Process Management

Background and Strategy

• Healthcare Resources International (HRI) is a major health
insurance provider for mid- to large-size businesses
• Founded in 1978, HRI has commanded a 25–40% share of their
target market
• Over the past three years, market share has declined below
20%, despite a successful Six Sigma initiative
• The CEO, Harry Wilson, announced the kickoff of process
management as an addition to the overall Six Sigma initiative
• Success will be measured by increased revenue, reduced costs, and
improved customer satisfaction

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Process Management

Discussion Questions
1. In what way is process management likely to help HRI?

2. Why should HRI implement process management now?

3. What is the next thing that HRI should do?

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Process Management

Process Management Implementation

Simplified Road Map
Step 1: Identifying the core processes

Step 2: Mapping the core processes

Step 3: Identifying the key output measures

Step 4: Identifying lower level measures linked to step 3

Step 5: Building the process management organization

Step 6: Managing the process

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Process Management

Step 1: Identifying the Core Processes

This set of processes or the core work stream is the set of
activities required to bring the product or service into the hands of
the customer

Develop Initiate
Identify Market and
Service and Bill
Market Sell to
Provider Manage Customers
Needs Companies
Relationships Policies

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Process Management

Step 2: Mapping the Core Processes

Develop Initiate
Identify Market and
Service and Bill
Market Sell to
Provider Manage Customers
Needs Companies
Relationships Policies

Provide Initiate Manage

Quotations Policies Policies

Provide
Quotations
Processing Distribution Scheduling Finance
P1. Receive IOF
from fax machine

F1. Look up Total

P2. Communicate Discount Rate on form
Company Name to indexed by Company
COST SPECIALIST Name and Term of
Service

P3. Communicate
Provider Option and
S1. Look up Provider
Facilities Option to
Date on form indexed by
DISTRIBUTION and
Provider Team.
START DATE
SPECIALIST D1. Look up Provider F2. Look up Provider
Team on form indexed Team Cost on form
by Provider Option indexed by Provider
Team and Total
P4. Transcribe Customer
Discount Rate (%)
Name Order No. Term of
Service from IOF to QFS
D2. Look up Facilities
Group on form indexed S2. Look up Facilities
by Facilities Option. Date on form indexed by
Facilities Group.

P5. Record Provider

F3. Look up Facilities
Team and Facilities D3. communicate these
Group Cost on form
Group received from to PROCESSING
indexed by Facilities
DISTRIBUTION on QFS
Group and Total
Discount Rate (%)

S3. Compare these two

P6. Record Service Start dates and communicate
Date received from the one furthest out to
START DATE PROCESSING as
SPECIALIST on QFS Service Start Date on
QFS

F4. Add these two costs,

P7. Record Charge for
and communicate the
Services received from
sum to PROCESSING
COST SPECIALIST on
as Charge for Services
QFS
D4. Write stop watch on QFS
time as Ship Time on
QFS
P8. Deliver QFS to
DISTRIBUTION

D5. Deliver to
Customer

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Process Management

Step 3: Identifying Key Customer and

Business Output Measures
Key business measures Key customer measures
• Revenue from premiums • Customer satisfaction
• Costs from claims

Develop Initiate
Identify Market and
Service and Bill
Market Sell to
Provider Manage Customers
Needs Companies
Relationships Policies

Goal is to satisfy business and customer needs

simultaneously, thereby creating value
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Process Management

What Would You Do Now?

If you are a manager in HRI, what would you do next to ensure
that the customer needs and the business needs are
simultaneously satisfied?
•
•
•
•

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Process Management

Step 4: Identifying Linked Lower Level

Measures
HRI developed a system of linked processes and measures to
monitor, control, and improve at all levels in the organization
Customer and
Identify
Develop Initiate
Business Output
L
Market and
Service and Bill
Market Sell to
1
Measures
Provider Manage Customers
Needs Companies
Relationships Policies

L 2
Provide Initiate Manage Process Output
Quotations Policies Policies

Provide
and Input Measures
Quotations
Processing Distribution Scheduling Finance
P1. Receive IOF
from fax machine

F1. Look up Total

P2. Communicate Discount Rate on form
Company Name to indexed by Company
COST SPECIALIST Name and Term of
Service

P3. Communicate
Provider Option and
S1. Look up Provider
Facilities Option to
Date on form indexed by
DISTRIBUTION and
Provider Team.
START DATE

L3 Process Measures
SPECIALIST D1. Look up Provider F2. Look up Provider
Team on form indexed Team Cost on form
by Provider Option indexed by Provider
Team and Total
P4. Transcribe Customer
Discount Rate (%)
Name Order No. Term of
Service from IOF to QFS
D2. Look up Facilities
Group on form indexed S2. Look up Facilities
by Facilities Option. Date on form indexed by
Facilities Group.

P5. Record Provider

F3. Look up Facilities
Team and Facilities D3. communicate these
Group Cost on form
Group received from to PROCESSING
indexed by Facilities
DISTRIBUTION on QFS
Group and Total
Discount Rate (%)

S3. Compare these two

P6. Record Service Start dates and communicate
Date received from the one furthest out to
START DATE PROCESSING as
SPECIALIST on QFS Service Start Date on
QFS

F4. Add these two costs,

P7. Record Charge for
and communicate the
Services received from
sum to PROCESSING
COST SPECIALIST on
as Charge for Services
QFS
D4. Write stop watch on QFS
time as Ship Time on
QFS
P8. Deliver QFS to
DISTRIBUTION

D5. Deliver to
Customer

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Process Management

Definition of Measures
The linked measures illustrate basic cause-and-effect relationships
in the organization

Definition Used To Example

Business and customer Make strategic business Customer
output measures decisions and satisfaction
allocate resources
Process output Assess how well the process is Time to process
measures performing; where improvement quotation
and innovation need to take
place; and how this process
relates to the business and
customer needs
In-process measures Take action on a tactical day-to- Uptime of computer
day level to influence system
process output

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Process Management

Linkage Between Measures—A Key

Concept of Six Sigma

key process and input factors

process output is a function of
that cause variation in the output

y = f (x1, x2, …)
• In improvement (DMAIC), we identify the key x’s to
reduce variation in the y
• In design, we carefully set specifications on the x’s so that
we get the desired y
• In process management, we monitor and control the x’s to
assure we will get the desired y
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Process Management

What Would You Do Now?

If you are a manager in HRI, what would be some process output
and in-process measures that would allow you to meet the
business and customer output requirements?
•
•
•
•

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Process Management

Step 5: Building the Organization

Process Management

Senior Leaders
(Champions)
Process Management Improvement/Design Projects
Teams

Process Process Team

Sponsor
Improvement/
Sponsor Design Team
Process Owner
BB or
MBB MBB
Black Belt
Sub-Process
Owners
Members

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Process Management

Process Owners
Help build process management system and are responsible for
lower level process improvement and results
• Identify, define, and link key business processes from
level 2 to daily work level
• Identify, define, and link measurements so that top-level
measures are linked to lower level process measures
• Develop process management tools for ongoing
process monitoring
• Review process data and measures, recognize patterns in
the data and respond appropriately
• Link process management to standardization, DMAIC
improvement, and DMADV design (redesign) projects
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Process Management

Process Champions
Drive the building of the process management system and
maintain focus on strategic objectives and goals
• Define roles and responsibilities
• Define high-level rollout plan
• Identify key business measures and build dashboards
• Establish and map core processes and relationship to key
business measures
• Monitor overall organization and core process performance

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Process Management

Managers and Supervisors

Responsible for daily process management work
• Manage operations as a process
• Identify key output and process measures
• Construct process maps and process management charts
• Identify and chart data
• Participate in standardization, improvement, and design
(redesign) of processes

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Process Management

Roles in Process Management

Dedicated improvement resources
• Coach process champions, process owners, and process team
members in developing and using process management system
(Master Black Belt, or MBB)
• Provide ongoing support in collecting and analyzing process
data (Black Belt, or BB)
• Provide support in reporting results and “so whats” (BB)
• Identify future DMAIC and DMADV projects based on
process management results (MBB)

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Process Management

Step 6: Managing the Process

Monitoring plans are developed for each process level
Custom er Satisfaction

Develop Initiate
Identify Market and 50

Service and Bill 40

Market Sell to
Provider
30

Needs Manage Customers

Companies 20

Relationships Policies 10

11

13
15

17

19

21
23

25
Revenue from Premiums

50
40

30
20

10

11

13
15

17

19

21
23

25
Costs

Provide Initiate Manage 50

40

Quotations Policies Policies 30

20
10
0
1 3 5 7 9 11 13 15 17 19 21 23 25
Provide
Quotations
Processing Distribution Scheduling Finance
P1. Receive IOF
Process Management Chart
from fax machine
Process Map Measure How Charted Response Plan
F1. Look up Total
P2. Communicate Discount Rate on form
Company Name to indexed by Company
COST SPECIALIST Name and Term of Processing Distribution Scheduling Finance
Service P1. Re ce ive IOF from fax m achine

P2 . Communicate Comp an y Name

P3. Communicate t o CO ST S PECIALIS T

Provider Option and

F1. L oo k up Total Dis count Rate
P3. Commu nic at e Provid er O pt ion on form S ec.2, p .5 (or p.9, or 12)
S1. Look up Provider and F acilities Op tio n to in de xed b y Comp an y Na me and
Facilities Option to DISTRIBUTION a nd STA RT DATE
Date on form indexed by D1 . Look up Provider Tea m on form S1. L ook up Provide r Date on form

DISTRIBUTION and S ec .5 , p. 3 (or Sec.3, p.11, or 2, 5, 7, 8, 10, Sec. 5, p.3 index ed by P ro vider Te am .

Provider Team. P4 . Transc ribe

S ec.1 p.2) indexe d by Provider O pt ion; Loo k up Fa cilit ies Date on fo rm F2. Look up Pro vider Te am Cost on

START DATE Cus to mer Na me

O rder No.
Look up F acilities Grou p on form
Sec .5 , p.3 (or Sec.4, p.10, or 2, 5, 6, 7, 9,
Sec.5, p .3 in de xed b y Fac ilites
Group.
form Sec .5 p .3 in de xe d by Pro iver
Tea m and To tal Dis cou nt Ra te (%);

SPECIALIST D1. Look up Provider F2. Look up Provider Term of Service

from IOF t o QFS
S ec .1 p.7) index ed by F acilities Op tio n;
And c omm unicate t hese t o
PROCESSING
Co mpare t he se two dat es a nd
comm un icate t he one furt hes t ou t t o
PRO CESSING as Se rvic e St art Dat e
Lo ok up Fac ilities Gro up Cost o n
fo rm Sec.5 p. 3 ind ex ed by Fac ilit ies
Group an d To tal Disc ou nt Rate (% );
x1= time to Individuals If times show
Team on form indexed Team Cost on form A dd th ese two costs, a nd
comm unic at e th e su m t o announce Control Chart special cause,
indexed by Provider
PROCE SSING as Charge for
by Provider Option P5. Record Pro vider Te am and

provider and (each quote = supervisor to

Team and Total
Fa cilitie s Grou p received from
DISTRIBUTIO N on Q FS x1 Servic es on QFS

P4. Transcribe Customer

Discount Rate (%) P6. Rec ord Se rvice Start Date
x2 facilities one data investigate
Name Order No. Term of re ce ived from START DATE
SP ECIA LIST on Q FS point)
Service from IOF to QFS
D2. Look up Facilities P 7. Record Charge for Se rvic es

Group on form indexed S2. Look up Facilities rec eive d from COST S PECIALIS T
on QFS

by Facilities Option. Date on form indexed by

Facilities Group.
P8 . Deliver QFS t o DISTRIB UTIO N
D2. Write s top wat ch t im e as Ship
Time on Q FS y1 x2= time to Individuals If times show
D3. Delive r to Cu st omer
announce Control Chart special cause,
P5. Record Provider
F3. Look up Facilities charges (each quote = supervisor to
Team and Facilities D3. communicate these
Group Cost on form y2 one data investigate
Group received from to PROCESSING
indexed by Facilities
DISTRIBUTION on QFS point)
Group and Total
Discount Rate (%)

S3. Compare these two y1=cycle time Individuals Supervisor to

P6. Record Service Start dates and communicate Control chart investigate
Date received from the one furthest out to (each quote = any special
START DATE PROCESSING as one data cause
SPECIALIST on QFS Service Start Date on
QFS point)
y2=errors P-chart Supervisor to
F4. Add these two costs,
P7. Record Charge for
and communicate the IDed by investigate
Services received from customer any special
sum to PROCESSING
COST SPECIALIST on
QFS
as Charge for Services cause
D4. Write stop watch on QFS Pareto chart
time as Ship Time on
of monthly Any error
QFS
P8. Deliver QFS to errors occurring
DISTRIBUTION more than 4
times per
D5. Deliver to month is to be
Customer worked on
and improved

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Process Management

Customer-and Business-Level Monitoring

Plan
$MM Revenue per Week

1.4 UCL=1.395

Individual Value
1.3

Mean=1.241

Average Customer Satisfaction Ratings by Month 1.2

90
UCL=87.32 1.1
LCL=1.086
Individual V alue

0 5 10 15 20 25
80
week May 1 June 2 July 3 Aug 4 Oct 1
Mean=75.62

$MM Costs from Claims

70

1.15
LCL=63.92 UCL=1.120

60 1.05

Individual Value
0 10 20 0.95
month 10/02 08/03
0.85 Mean=0.8412

0.75

0.65

0.55 LCL=0.5625

0.45 1

0 5 10 15 20 25
week May 1 June 2 July 3 Aug 4 Oct 1

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Process Management

Process Output-Level Monitoring Plan

Cycle time from RFQ to initiate policy (avg. # days) Number of complaints u-chart (subgroups = calls received)
24 1
22 1
0.003
Sample Mean

20 1
UCL=19.04 UCL=0.002725
18
16
Mean=15.38

Sample Count
14
12 LCL=11.71 0.002
1
10 1
1 1 U=0.001737
Week 0 May 1 June 2 July 3 Aug 4 Oct 1

0.001
15 1
UCL=13.45
LCL=7.48E-04
Sample Range

10
0.000
R=6.36
5
0 5 10 15 20 25

0 LCL=0
week May 1 June 2 July 3 Aug 4 Oct 1

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Process Management

Process-Level Monitoring Plan

Process Map Measure How Charted Response Plan
At lower levels, Processing Distribution Scheduling Finance

more detailed P1. Receive IOF

from fax machine

F1. Look up Total

process management
P2. Communicate Discount Rate on form
Company Name to indexed by Company
COST SPECIALIST Name and Term of
Service

P3. Communicate
Provider Option and

charts are often used

S1. Look up Provider
Facilities Option to
Date on form indexed by
DISTRIBUTION and
Provider Team.
START DATE
SPECIALIST D1. Look up Provider F2. Look up Provider
Team on form indexed
by Provider Option
Team Cost on form
indexed by Provider
Team and Total
x1= time to Individuals If times show
P4. Transcribe Customer
Name Order No. Term of
Service from IOF to QFS
Discount Rate (%)
provide Control special
D2. Look up Facilities
Group on form indexed
by Facilities Option.
S2. Look up Facilities
Date on form indexed by
provider and Chart (each cause,
facilities quote = one supervisor to
Facilities Group.

P5. Record Provider

data point) investigate

F3. Look up Facilities
Team and Facilities D3. communicate these
Group Cost on form
Group received from to PROCESSING
indexed by Facilities
DISTRIBUTION on QFS
Group and Total

x1
Discount Rate (%)

S3. Compare these two

x2= time to Individuals If times show

P6. Record Service Start dates and communicate
Date received from the one furthest out to
START DATE PROCESSING as
SPECIALIST on QFS Service Start Date on
QFS provide Control special
P7. Record Charge for
F4. Add these two costs,
and communicate the
charges Chart cause,
Services received from
COST SPECIALIST on
QFS
sum to PROCESSING
as Charge for Services
on QFS
(each quote supervisor to
D4. Write stop watch
time as Ship Time on
y1 = one data investigate
x2
QFS

point)
P8. Deliver QFS to
DISTRIBUTION

D5. Deliver to
Customer
y1=cycle Individuals Supervisor to
time Control chart investigate
y2
(each quote any special
= one data cause
point)
y2=errors P-chart Supervisor to
IDed by investigate
customer any special
cause
Pareto chart
of monthly Any error
errors occurring
more than 4
times per
month is to
be worked
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improved
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Process Management

Discussion Questions
1. How can HRI use the process monitoring data to meet the
strategic organizational goals (increased revenue, reduced
costs, and improved customer satisfaction)?

2. What are some challenges that HRI (or your organization)

must overcome to implement process management?

3. What should HRI (or your organization) do to face

the challenges?

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 Process Management

Getting Started with Process

Management—Different Approaches
Top-Down Approach

L1 A
A B C D E

L2 DA DB DC DD DE Middle-Out Approach
L3 Customer Customer

Do What You Can Where You Are Approach

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 Process Management

Comparing the Different Approaches

Approach Advantages Disadvantages

Process management system fully aligned with

customers, strategy, and business needs Takes longer to develop
Top-Down All processes work in harmony Requires executive-level
commitment
Overall system optimized

Process management system can be aligned Lack full alignment with strategy
with customers and business needs
Middle-Out
Some process goals may conflict

Lack full alignment with external

Addressing management from a process
customers, strategy, and business
Do What You Can viewpoint
needs
Where You Are Your process can be aligned with your direct
Your process may not work in
customers
harmony with adjoining processes

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Process Management

Selling Process Management

Benefits for leadership
• Customer satisfaction rises
• Profit margins increase
• Operational discipline improves and operational risk declines
• Better organizational management and oversight
• Improved execution
• Higher productivity
• Improved organization knowledge and memory
• Greater organizational flexibility and adaptability

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Process Management

Selling Process Management, cont.

Benefits for process owners
• Organizational alignment
• Customer focus
• Clear goals and priorities
• Better process execution
• Improved process visibility
• Accurate measurements
• Clear accountability
• Improved follow-through

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Process Management

Selling Process Management, cont.

Benefits for managers and supervisors
• Clear goals and priorities
• Better utilization of resources
• Meaningful measurements
• Employee accountability
• Less crises
• Process predictability
• Improved morale
• Peace of mind

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© 2008 STAT-A-MATRIX and Oriel Incorporated. All rights reserved. 49

Process Management

Selling Process Management, cont.

Benefits at the daily work level
• Job satisfaction
• Ownership
• Challenge
• Accomplishment
• Personal growth
• Confidence
• Pride
• Respect
• Appreciation
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Process Management

Selling Process Management in Your

Organization—Discussion Questions
1. How will you sell process management in your organization?
2. What approach are you likely to use and why?

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Process Management

Oriel Background
• Founded in 1983 as Joiner Associates; became Oriel
Incorporated in 1997; became part of The SAM Group in
December 2001
• We help organizations improve business performance
• Mission: To be driven by passion for mutual success

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© 2008 STAT-A-MATRIX and Oriel Incorporated. All rights reserved. 52

Process Management

Oriel Areas of Expertise

• Enterprise Voice of the Customer
• Six Sigma (DMAIC/DMADV)
• Lean
• Process management
• Lean Six Sigma
• Process improvement
• Teams
• Change management

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Process Management

Oriel Contact Information

For more information about Oriel Incorporated
• www.orielinc.com

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© 2008 STAT-A-MATRIX and Oriel Incorporated. All rights reserved. 54