Lean Six Sigma, Project & Business Process Management

Training, Solutions & Specialty Staffing

Woman-Owned Small Business DUNS # 166671953 Cage code: 467H7 NAICS codes: 541330, 541611, 561311, 561320, 611430

Ellen Stranick Director Client Solutions 951.775.9150 Ellen@keyperformance.com

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We provide expert, interactive, business practical Training, Coaching and Staffing Solutions to both Corporate and Government Agencies in Lean Six Sigma, Project Management, Agile and Business Analysis worldwide. Since 2002 we have worked with thousands of professionals within organizations to:

v Provide Proven Techniques, Best Practices and Superior Staff Augmentation

v Identify improvements in organizations to help them set clear goals that generate measurable impact on bottom line

v We offer expert staffing to help augment your workforce with short-term,

long-term or even a temp-to-perm position

v Our training helps to Minimize student hours to learn and become proficient in new skills

v Offer various modes for learning: Onsite, Virtual Live-on-line, Online 24/7

and Public

v Provide University Accreditation through our partnership with FAU (Florida Atlantic University) offering CEU’s and Certificate programs

v Offer full customization on all of our courses

v Provide expert instructors/coaches/staff that are certified Project

Management Professionals (PMP) and Six Sigma Master Black Belt practitioners

v We are a Global Registered Education Provided (REP) with PMI (Project

Management Institute) and Endorsed Education Partner with IIBA (International Institute of Business Analysis)

v We provide a Six Sigma curriculum aligned with the recommendations of

both ASQ (American Society for Quality) and ISSSP (International Society of Six Sigma Professionals)

Capabilities

Our mission Statement:

“Continuously striving to deliver exceptional training, coaching and staffing that empowers our clients to

drive project competency, organizational efficiency and

ultimately great business success”

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Our Service Offerings

Training Courses & Coaching • Project Management (Beginner, Intermediate, Advanced, Building a PMO)

• Lean Six Sigma (Beginner, Intermediate, Advanced)

• Business Analysis (Beginner, Intermediate, Advanced)

• Agile/SCRUM/Kanban

• Business Process Management

• Kaizen

• Certification prep courses (PMP©, PMI-ACP©, PMI-PBA©, PMI-RMP©, PMI-SP©, PMI-PgMP©, Lean Six Sigma (Yellow, Green, Black, Master Black)

Specialty Staffing

• Certified Project Managers

• Certified Risk Managers

• Certified Business Analysts

• SCRUM Masters

• Agile Practitioners

• Lean Six Sigma Master Black Belts

• Business Process Improvement Experts • Expert Senior Staff available in each specialty

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Aliquam ultrices

Basic Business Process Management follows a four-step process to create better processes and to improve performance:

1. Document the process from start to finish, capturing each step along the way

2. Assess the process performance and identify metrics, using findings as the basis for continuous process improvement

3. Improve the process to improve quality, efficiency, customer satisfaction, etc.

4. Manage the process through information flow, actions and related activities

“We help you standardize processes across departments or the entire organization so they can be more

readily understood and managed, errors

reduced, and risks mitigated”

“We must not forget that every project is undertaken because of a specific business need in order to meet

market demands.”

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Aliquam ultrices

In hac

Can Six Sigma and Business Process Management Coexist?

A White Paper by Marvin Wurtzel, Key Performance LLC.

One of the most powerful ways to improve business performance is combining business process management (BPM) strategies with Six Sigma strategies. BPM strategies emphasize process improvements and automation to drive performance, while Six Sigma uses statistical analysis to drive quality improvements. The two strategies are not mutually exclusive, however, and some savvy companies have discovered that combining BPM and Six Sigma can create dramatic results.

BPM Basics First, take a look at the basics of BPM. It uses a four step method to create better processes and improve performance. The steps are as follows:

• Document the process from start to finish, capturing each step along the way • Assess the process performance and identify metrics, using findings as the basis for continuous process

improvement • Improve the process to improve quality, efficiency, customer satisfaction, etc.

Document Assess

Improve Manage

BPM has a strong base in software applications to help streamline and automate processes. At the software level, BPM enables the links to multiple departments or groups that affect processes. At its highest level, BPM expands to an enterprise-wide system. This level combines software and IT aspects with management practices to address broad structural and systemic issues within a business or organization. Business practices and operations are examined from a value chain standpoint, paying close attention to how events in any part of the system have a ripple effect across the entire organization.

Six Sigma Basics The basic concepts of Six Sigma were developed at Motorola in the 1980’s as they worked to improve the quality of their products and services. They have been refined and improved over the years by many successful companies. By implementing a systematic, rigorous routine, they were able to improve their services or products and increase customer satisfaction, thus increase profits.

Six Sigma approaches business processes from a highly analytical point of view. It incorporates five levels of activity:

• Philosophy – the enterprise-wide embrace of defect reduction by making decisions based on hard data and customer focus

• Focus on the Customer - meet or exceed their requirements/expectations. • Metrics – statistical focus to make process outcomes 99.9997% defect free, otherwise

expressed as 3.4 defects per million opportunities • Methodology – structured approach to solving problems that uses specific tools and process

mapping to achieve the metric goal

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In short, Six Sigma allows an organization to reduce the variability in its products and services so that waste is reduced, efficiency is improved, and customer satisfaction is dramatically increased. Business problems are solved through rigorous application of data collection and analysis tools. The training that Six Sigma users receive is quite intensive, progressing through several increasingly sophisticated levels based on experience and accomplishment. Professional Six Sigma consultants and practitioners usually work to become certified at the various levels, increasing their ability to help guide development and implementation of Six Sigma methodology.

The methodology of Six Sigma is the key to its success. An organization follows a five step progression (DMAIC) that uses information and statistical analysis to address the achievement of operational goals. There are some differences in the five steps depending on whether they are used to improve an existing process or design a new process. The end goal, though, is always to achieve the standard metric of 99.9997% defect free performance.

Combining BPM and Six Sigma

Methodology for improvement n Six Sigma

w Methodology to prioritize the projects and close the gaps w Reduces process variation – improves process capability

n Lean Six Sigma w In addition to the Six Sigma methodology, there is an emphasis on removing

non-value added work

DEFINE MEASURE   ANALYZE   IMPROVE   CONTROL  

Define. The Define phase is concerned with the definition of project goals and boundaries, and the identification of issues that need to be addressed to achieve the higher (better) sigma level. Measure. The goal of the Measure phase of the Six Sigma strategy is to gather information about the current situation, to obtain baseline data on current process performance, and to identify problem areas. Analyze. The goal of the Analyze phase of the Six Sigma quality effort is to identify the root cause(s) of quality problems, and to confirm those causes using the appropriate data analysis tools. Improve. The goal of the Improve phase is to implement solutions that address the problems (root causes) identified during the previous (Analyze) phase. Control. The goal of the Control phase is to evaluate and monitor the results of the previous phase (Improve). Basically identify an area where there is a process problem, measure it, work out why there is a problem and then fix it.

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With this basic understanding of BPM and Six Sigma in mind, it is easy to see how powerful it can be to combine the two practices. Their strengths complement each other and create a synergy that instills the entire operation with a focus on quality and performance.

The strength of BPM lies in its ability to automate processes and workflow through modeling and examination of inputs, outputs and performance. It is not as strong, however, in its ability to analyze data associated with very difficult or multifaceted problems. Six Sigma fills this gap by providing the statistical analysis needed to deal with complex problems.

The strength of Six Sigma lies in its rigorous approach to data collection and analysis. Through this methodology it is can identify even the smallest opportunities for process improvement, maximizing an organization’s ability to institute necessary changes. It is not as strong, however, in its ability to monitor process improvements and ensure they are applied across the board. BPM fills this gap by providing tools to automate process improvements and connect those improvements across the entire organization.

Both BPM and Six Sigma represent significant commitments on the part of a business or organization, and they take time to implement them thoroughly. Tremendous organizational change is often required, leading most companies to start with a single department or pilot project and expand their use over a multi-year period. It is well worth the time and effort, though, to generate the substantial business improvements that are typical with BPM and Six Sigma.

BPM

Document Asses

s Improve Manage

Improv

e

Analyze

Measur

e

Define

Control

Six Sigma

About the author Marvin Wurtzel, (MS Engineering Management, BE(Electrical), LSS MBB) has over 40 years of hands-on experience in Quality Management, Process Improvement, Six Sigma and Business Process Management (BPM). He has implementation of Lean, Six Sigma and BPM at several major corporations as an employee and consultant. He has taught graduate level courses in quality management and Six Sigma. He is a regular speaker, instructor (for both online and classroom courses) and coach for Key Performance. Mr. Wurtzel has worked and consulted for major corporations throughout the United States. He is a Fellow of the American Society for Quality and a certified Six Sigma Master Black Belt.

Key Performance LLC.

www.keyperformance.com

www.keyperformancegov.com

Corporate and Government specials available Ellen Stranick Director Client Solutions 951.775.9150 Ellen@keyperformance.com

Woman-Owned Small Business DUNS # 166671953 Cage code: 467H7 NAICS codes: 541330, 541611, 561311, 561320, 611430