| oncept of Six Sigma was first developed by Motorola | | | | include business systems, people and resources that |
| Corporation as an approach to address the high | | | | are involved in the entire process. The functions |
| defect rates within the company’s | | | | performed by each of these elements are defined and |
| manufacturing processes. With the success of Six | | | | utilized in the analysis stage. |
| Sigma, Motorola has registered the Six Sigma brand | | | | Analyze |
| name to the corporation. The concept of Six Sigma | | | | With all data and information at hand, an analysis is |
| advocates that data be collected from processes to | | | | conducted on the business process to determine |
| measure performance and determine the extent of | | | | areas of weaknesses. What are the key courses for |
| variation from target performance measurements. | | | | the deviation? How does this deviation affect other |
| This approach had been truly effective in ensuring | | | | processes? Which steps of the processes are too |
| quality in a manufacturing environment and was later | | | | slow? Where is the backlog? |
| adopted by the services industry during the 90s. | | | | The key approach when analyzing existing processes |
| However, as the Six Sigma framework relied heavily | | | | is to identify parts of the processes which were |
| on the collection and analysis of data of individual | | | | irrelevant or which does not add value to the process. |
| processes, synchronizing processes between | | | | Most of the time, these areas of redundancy are the |
| departments was ignored. This resulted in | | | | causes of delay within entire processes. Apart from |
| improvement benefits being limited to specific functions | | | | that, dependency on a cross-functional process may |
| only, without taking into consideration the integration | | | | also cause the current process to be inefficient. |
| with other processes. Another weakness of the Six | | | | Improve |
| Sigma methodology is the lack of control used to | | | | Once weaknesses are discovered, areas for |
| sustain improvements achieved. This stems from the | | | | improvement to address these weaknesses will be |
| fact Six Sigma utilizes manual processes to do this, an | | | | identified. This would incorporate the use of |
| approach that lacks effectiveness. | | | | “what if” hypothetical solutions in order |
| In this sense, Business Process Management (BPM) | | | | to shortlist several possible scenarios that would work |
| initiatives address areas that Six Sigma falls short of, in | | | | to improve the current process. |
| line with the purpose of achieving excellence in | | | | Many times, process improvements will include the |
| organizations. These two methodologies complement | | | | utilization of automated processes through the use of |
| each other to compensate for areas of weaknesses. | | | | technology. Human intervention will still be required, but |
| Although BPM addresses process enhancements and | | | | a form of integration between automated and human |
| monitoring from a holistic viewpoint, it fails to address | | | | run processes will be developed. |
| the analytical requirements required to solve complex | | | | At this juncture, the utilization of machines or |
| issues. | | | | applications for greater efficiency will be customized |
| Therefore, BPM approaches are used to define | | | | towards the particular business process. Data flow |
| current processes and their role across multiple | | | | between automated processes and human operated |
| functions, identify areas within the process that affect | | | | processes will need to be smooth. Therefore, all |
| critical success factors and develop process | | | | variables involved in a process will be taken into |
| improvements for these areas of weaknesses. The | | | | consideration during the design stage. |
| identification of gaps between existing processes and | | | | Control |
| ideal processes are addressed with Six Sigma | | | | A new process will have limited effectiveness to an |
| initiatives. Finally, process monitoring, evaluation and | | | | organization if it is not constantly monitored for |
| continuous improvement measures are implemented | | | | sustainability. This is why a monitoring and tracking |
| with BPM techniques. These are carried out for | | | | system needs to be put in place, most probably in the |
| inter-related processes across the organization. | | | | form of a BPM monitoring system where |
| A step-by-step insight into how a BPM – Six | | | | performance indicators are constantly measured. This |
| Sigma initiative is implemented | | | | way, the management team will be able to react to |
| Define | | | | deviations quickly, and make any amendments |
| The first step for such an initiative is to define the | | | | whenever necessary. Automated reports will be |
| current processes of a function, with outputs clearly | | | | triggered to managers whenever a specific deviation |
| determined. Data is collected to determine the health | | | | and review meetings are held to address any process |
| of the performance of the particular process as | | | | issues. |
| compared to predefined targets. If there is a deviation | | | | In conclusion, Six Sigma and BPM when implemented |
| in the performance measured from the particular | | | | together will produce outstanding results for the |
| process, the effect of the deviation may be translated | | | | purpose of organizational excellence. This is possible |
| into monetary terms. | | | | through the synergy achieved from these two |
| Measure | | | | remarkable methodologies that help to improve |
| BPM process maps are developed which incorporate | | | | organizational performance the world over. |
| various critical elements of the process. These would | | | | |