Workshop with Dr. Umit Ozen: Business Process Mapping

Posted by: meikah | 17 April 2012 | 3:59 am

Participants of the Managing Risk and Performance Through Business Process Management workshop were lucky to have Dr. Umit Ozen as the lead trainer.

He is an expert in Lean Production, Six Sigma, Process Management, Strategic Planning, Balance Scorecard, among other things. He has more than 18 years of experience in the fields of management strategies, so you can just imagine the depth of his knowledge, both theoretical and practical. You can be assured that when you are in the presence of trainers with this caliber, you will take home a lot of insights.

It was my first time to attend a workshop, and I promise myself that I will be taking workshops from now on. It’s interactive and more educational than attending a conference.

With Dr. Ozen, he was very generous with his ideas, and he’s the kind of trainer that is motivational and approachable. He went around, hopped on every table to see what each one of us was doing, and he would correct, suggest, and show us how to improve our output.

The first workshop we had, the activity was creating a business process map. He made us watch a video showing how to make a cup of delicious Turkish coffee. It looked so easy, but when the process mapping came, we didn’t really have an easy time.

Here’s my group doing the process map before presenting it to the group:

Reviewing our process map

Wrapping up our process map

Presenting our process map

Here’s the PLDT group, our seatmate, making their process map as well.

A process is easy to talk about, and in fact some are under the impression that it’s easy to do things, you just do it. But when you go to writing down and describing what you are do, it’s a different story. I admit, I was stumped for a time there, which means, I really need more training. {LOL}

Here are some tips in creating a process map:

Before drawing a process -

  • Identify your process goals
  • Determine your process starts and stop points
  • List down your resources
  • Identify your inputs and outputs
  • Identify your customers and suppliers
  • Identify your owner/responsible/practitioners
  • Establish your procedures and forms
  • Determine your performance indicators and targets
  • Classify your sub-processes/activities carefully

It’s also important to know the process attributes:

  • repetitive
  • definable
  • controllable
  • manageable
  • measurable
  • continually improvable (PDCA)
  • able to create added value

The  key to creating a process map is teamwork. It is evident in the pictures above. The team huddled together and discuss how each member understands the process, after which the team draws the map. It is important that everyone understands the process before making the map. Of course, the process map is not carved in stone. When necessary, the process map can be updated and improved.

Another value of writing down your process map is that you will discover steps that are unnecessary, and thus you streamline. Then you can begin to go lean.

The prize of making the process map is a cup of Turkish cup! :)

We didn’t get to taste the brewed one though. But Dr. Ozen brought in some instant 3-in-1 Turkish coffee. It was very rich and it tastes like rice coffee. Every sip, you get to taste some granules. It was yummy!

You may also want to read about what I learned during the workshop here. I suggest you look out for next year’s workshop session.

My BIG challenge now is to apply this to my workplace. :D

Filed under: Balanced Scorecard, Business Process Mapping, Dr. Umit Ozen, Lean, Lean Six Sigma, ProcessModel, Six Sigma, Team Dynamics, Tools/Toolkits, Training

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The SixSig Roundup

Posted by: meikah | 12 April 2010 | 9:31 pm

SixSig Roundup

It’s time again for some link-loving and see what other blogs are saying about Six Sigma, Lean, Lean Six Sigma and other quality improvement processes.

Philip Hii of The Art of Virtuosity gives his opinion about Lean Six Sigma. It’s a refreshing read coming from a non-practitioner. Read on…

Black Africa gives us the evolution of Six Sigma. It’s an interesting review really. Read on…

Technical Studies Youngester also gives us a review of Six Sigma—definition, its tools, methodologies, goals. Read on…

Over at The Lean Edge, Dan Jones talks about the essential Lean and Six Sigma. Read on…

Tool Belt and Design Blog shares with us the Six Sigma Tools and Templates that Six Sigma deployments can use. Read on…

Filed under: Lean Six Sigma, Six Sigma, Tools/Toolkits

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Systems2win Releases Lean Starter Toolkit

Posted by: meikah | 10 February 2010 | 2:16 am

Systems2win, supplier of Excel Templates for Lean Kaizen Continuous improvement tools, introduces the Lean Starter Toolkit. The toolkit includes a selection of downloadable templates, videos and instructions.

It is a free downloadable trial package that covers 5S, A3, Kaizen, Project Management, Flowcharts, Six Sigma, Value Stream Mapping, Standard Work and Lean Training. This offering is part of the larger series of templates and visuals offered by Systems2win and our relevant to any type of organization pursuing a continuous improvement effort.

The overall goal of the Lean Starter Toolkit is to educate how lean tools and concepts can be adapted and used in the user’s environment. Users will self-validate their knowledge, raise awareness on which and how the tools are utilized, and be introduced to Lean and other continuous improvement tools. There are eleven different categories that your Lean journey takes from an Excel Starting page to customization. These categories are:

  1. Get Started
  2. 5S
  3. A3
  4. Kaizen
  5. Project
  6. Flowcharts
  7. 6Sigma
  8. Value Stream Mapping
  9. Standard Work
  10. Lean Training
  11. Customize

Read more…

Filed under: Lean, Six Sigma, Tools/Toolkits

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Modified Six Sigma Tool

Posted by: meikah | 22 October 2009 | 8:06 pm

Since Six Sigma espouses change and continuous improvement, it’s only proper that it too improvises or patterns its tools to the call of the times.

That is how I feel about the modified Six Sigma DMAIC Framework that Reg Goeke and Eric Reidenbach write about. The article was how to make use of the value-driven Six Sigma, from cost-cutting to revenue growth. The modified Six Sigma DMAIC framework addresses how customers should be reached and pleased.

Here’s their suggested modified Six Sigma DMAIC Framework.

  • Define: The Targeted Market Segment(s) – The first step of a modified DMAIC is to acquire a laser-like focus on the market segments that best represent opportunities for business growth.
  • Measure: To Determine What Drives Value – The key to business growth, both top-line revenues and market share, is to create and deliver superior value.
  • Analyze: To Determine Your Competitive Performance on CTQs – An analysis of those performance ratings will reveal your competitive value performance gaps, as well as performance gaps on the most important CTQs and the underlying value performance criteria.
  • Improve: Products, Services, People, and Processes - Check out your value stream maps and find the explicit interactions between customers and the functional areas of your business.
  • Control: Your Customer Defect(ion)s

Read more…

Filed under: DMAIC, Six Sigma, Tools/Toolkits

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10 Catalysts for Successful Six Sigma Programs

Posted by: meikah | 20 October 2009 | 9:37 pm

The dictionary defines a catalyst as a person or an event that causes great change. For an organization, the catalyst would be a high incidence of waste or errors in the processes. If an organization is experiencing errors or making wastes the tendency is for that organization to break through and change.

This is where quality principles or strategies come in. For many companies, they see Six Sigma as their catalyst for change. In return, for a Six Sigma program to succeed, it also needs a catalyst. What are the persons or events in a Six Sigma team or Six Sigma program can inspire great change.

An article on iSixSigma lists 10 catalysts for successful Six Sigma programs.

  1. Select the Right Focus Areas
  2. Identify the Constraints
  3. Collect and Interpret Comprehensive Data
  4. Demonstrate a Business Case
  5. Provide the Value Perspective
  6. Take Advantage of People Power
  7. Use Soft Skills
  8. Sustain Improvements
  9. Manage Resistance to Change
  10. Duplicate Success

Read more…

Filed under: Deployment, Six Sigma, Team Dynamics, Tools/Toolkits

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Pairing Six Sigma and CMMI

Posted by: meikah | 22 June 2009 | 7:11 pm

Although they both share a focus on quality and customer satisfaction and are designed to accomplish different things, CMMI and Six Sigma can actually work together.

“The two technologies work really well together. Six Sigma wants you to map out your processes (Process Mapping), but it doesn’t actually tell you what the processes should be. CMMI determines the right processes for an organization to start. However, an organization may have to tailor it or add to it to make it work for them. CMMI provides the process backbone that Six Sigma needs,” says Jeannine Siviy, senior member of the technical staff at the Carnegie Mellon Software Engineering Institute.

Read more…

Related post:
Six Sigma Improving CMMI Framework

Filed under: CMMI, Six Sigma, Tools/Toolkits

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Can Lean Six Sigma Solve Inventory Cost Problem?

Posted by: meikah | 17 May 2009 | 11:02 pm

As Six Sigma practitioners would say, “Anything with a process, you can apply Six Sigma.”

If you really think about it, everything goes through a process, and so you can say that you can launch Six Sigma programs in any of your processes. However, there are cases that Six Sigma tools are not the right ones to use for a particular process. So you have to exercise better judgment. :)

In any case, Lean Six Sigma, as the marriage of Lean and Six Sigma, can also be used to address issues on any process. An article on iSixSigma has a good discussion on how Lean Six Sigma solves inventory cost problem.

Manufacturers can use Lean to transform their processes from making for stock to making to order. To do this, production lead time should be less than the customer’s expectation for delivery time. After implementing Lean tools, practitioners can use Six Sigma to reduce variation in the inventory process.

Continue reading…

Filed under: Inventory, Lean, Lean Six Sigma, Six Sigma, Tools/Toolkits

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Six Sigma Best Practices in the Philippines Benchmarking Forum

Posted by: meikah | 3 May 2009 | 7:53 pm

Last Thursday, April 30, I attended the Six Sigma Best Practices in the Philippines Benchmarking Forum at Dusit Thani Hotel-Manila. The last forum on this subject matter took place a couple of years ago.

The last time, the spotlight was on manufacturing and semiconductor industries. This time around the spotlight was on the service industry.

The speakers were

  1. Prof. Jose Edgar S. Mutuc, PhD, Center for Lean Systems, De La Salle University-Manila, for the theoretical review and integration
  2. Mr. Alberto L. Villegas, Jr., Director of Quality Management, IBM Philippines, Inc., sharing the Best Practice in IBM
  3. Mr. Randy G. Maranan, Vice President for HR & Total Quality, B.P.I., sharing the Best Practice in the banking operations of Bank of Philippine Islands
  4. Mr. Danilo C. Lachica, President, First Philec Solar Corporation, for the CEO perspective.

The panel of speakers did an excellent presentation, and even the open forum was very dynamic. I didn’t mind at all if we went over the schedule as the exchange was a good learning experience.

So, let me share with you what I learned from these excellent speakers and Six Sigma project champions (my term only for they have really championed their projects and initiatives).

  • On the concept of Six Sigma – Your perception of Six Sigma is crucial. Do you view it as a strategy, a methodology, of a philosophy? As a strategy, it’s more passive as you look at it as something that can help you deal with process issues. As a methodology, you get more into action now and prepare steps or the methods toward achieving the solution to your process problem. But if you view Six Sigma as a philosophy, it becomes a way of life, part of the company culture. Thus you think, do, and breathe Six Sigma.
  • On applying Six Sigma – Anything that has a process, Six Sigma can be applied to it. But not all processes or issues on processes can be solved by Six Sigma or one quality improvement methodology alone. One has to examine the problem first, analyze, and from the Six Sigma or Quality toolbox, choose the tool that best suits the problem.
  • On deploying Six Sigma – A hundred percent support from management, both top and middle level, is very important in the success of Six Sigma deployment or any other quality improvement methodology. Six Sigma deployment should start with investing in training, and I surmise that good consultants is a key to good and successful deployment, too. This is why management support is really needed. I also get the impression that if your management is willing to invest, then it is ready to enjoy the savings. :)
  • On sustaining Six Sigma – It needs a system for continuous training, continuous monitoring, continuous evaluation, and benchmarking with companies in your industry. You don’t have to reinvent the wheel, or create a new process. You need only to observe what others are doing best, and benchmark your own processes.
  • On saving with Six Sigma – Big savings result from Six Sigma programs. The speakers all attested to that. And this is the part where I really got challenged to embark on lean (first) and Six Sigma (later). Enjoying big savings in these trying times is very very tempting. :)
  • On the ultimate purpose of Six Sigma – To meet the requirements of the customers.

I hope to get results of the email interviews for each speaker in the days to come. So stay tuned! ;)

Filed under: Best Practices, Deployment, Deployment Champion, Services, Six Sigma, Tools/Toolkits

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Some Core Advantages of a Lean Six Sigma

Posted by: meikah | 24 March 2009 | 10:19 pm

I think now more than ever is the time go lean and perhaps use also th Six Sigma tools to improve business processes. shares the following core advantages of a Lean Six Sigma implementation:

  • Making process Lean – less waste and better use of working capital thus saving directly
  • More effective input of employees -  through training more applied knowledge and heightened satisfaction of employee, resulting in higher productivity.
  • All important business results are/become measurable and are actively managed and improved.
  • By making marketing – and sales process end-to-end identifiable, sales possibilities can be handled more effective and efficient; Find more, Win more, and Keep more.
  • Damage, claims and mistakes are being minimized by good working streamlined processes.
  • Improved client satisfaction through better service

Read more…

Filed under: Lean, Lean Six Sigma, Six Sigma, Tools/Toolkits

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Six Sigma and Enterprise Risk Management

Posted by: meikah | 18 March 2009 | 9:08 pm

Six Sigma tools and ERM

According to an iSixSigma article:

Enterprise risk management (ERM) is a framework for managing risk across an organization. It improves an organization’s ability to accept the right amount of risk to capture strategic opportunities. ERM is made up of eight components, each of which can be supported by the tools and methods of Six Sigma.

The 8 components are:

  1. Internal environment
  2. Objective setting
  3. Event identification
  4. Risk assessment
  5. Risk response
  6. Control activities
  7. Monitoring
  8. Information and communication

Each is explained alongside with the role of Six Sigma tools in each component.

Continue reading…

*Photo from the same iSixSigma article

Filed under: iSixSigma, Six Sigma, Tools/Toolkits

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