Bertrand Duperrin's Library tagged continuousimprovement → View Popular, Search in Google

May

2012

It's Time to Rethink Continuous Improvement

"Six Sigma, Kaizen, Lean, and other variations on continuous improvement can be hazardous to your organization's health. While it may be heresy to say this, recent evidence from Japan and elsewhere suggests that it's time to question these methods."

blogs.hbr.org/...ime-to-rethink-continuous.html

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sixsigma lean kaizen continuousimprovement

Looking beyond Japan, iconic six sigma companies in the United States, such as Motorola and GE, have struggled in recent years to be innovation leaders. 3M, which invested heavily in continuous improvement, had to loosen its sigma methodology in order to increase the flow of innovation
Customize how and where continuous improvement is applied. One size of continuous improvement doesn't fit all parts of the organization. The kind of rigor required in a manufacturing environment may be unnecessary, or even destructive, in a research or design shop
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- Question whether processes should be improved, eliminated, or disrupted. Too many continuous improvement projects focus so much on gaining efficiencies that they don't challenge the basic assumptions of what's being done
- Assess the impact on company culture. Take a hard look at the cultural implications of continuous improvement. How do they affect day-to-day behaviors?

Dec

2010

From clients to processes. The marriage between Social CRM and Adaptive Case Management

"As some have correctly pointed out commenting on the recent post on Social Business, despite the potential of the path that more and more organizations have undertaken, the complexity of this ongoing change should not be underestimated. While not claiming to already have all the answers, I will share some reflections on the possible direction I see ahead."

www.socialenterprise.it/...m-and-adaptive-case-management

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socialcrm crm adaptivecasemanagement customerexperience socialbusiness adaptiveprocesses continuousimprovement processes conversations insights actions segmentation

how an organization conceptually and operationally can intercept, understand, process and transform external signals into a seamless mechanism to improve both processes and outcomes
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- The model relies on three phases of use of external signals: conversations, insights and actions
- From conversations to insights. Through the filtering, each individual message is placed in context in terms of the weight of its author (relevance), the extent of his network (reach), the number of times that similar messages were recorded (frequency), the potential impact it can have on the business (here is a manual tagging).
- From insights to continuous improvement. Beyond the individual actions that can be implemented through business rules, there are two major areas of response: The pseudo-manual 1-to-1 response and the potential improvement of the process.
- This is the realm of Adaptive Case Management , an approach aimed at enabling business users to design their own (without involving developers, web services, IT) templates of actions (the cases) during their normal activities.
- From adaptive improvement to the optimization of core processes. Finally, in some cases, the improvement involves one of the central processes that automate the operations of the business
- Separating the emergent level from the strictly procedural top-down approach allows you to provide more flexibility for individuals but especially more responsiveness and lower costs to the company, given that putting your hands on BPM is a bit like developing a new application with all the steps and time needed for requirements analysis, design, development, testing, etc..