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	<title>Terry Schurter - BPM Thought Leader and Author</title>
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		<title>Value Creation</title>
		<link>http://tschurter.com/?p=125</link>
		<comments>http://tschurter.com/?p=125#comments</comments>
		<pubDate>Thu, 08 Sep 2011 08:00:28 +0000</pubDate>
		<dc:creator>Terry Schurter</dc:creator>
				<category><![CDATA[Uncategorized]]></category>
		<category><![CDATA[BPM]]></category>
		<category><![CDATA[cost reduction]]></category>
		<category><![CDATA[customer value]]></category>
		<category><![CDATA[process improvement]]></category>
		<category><![CDATA[process value]]></category>
		<category><![CDATA[time reduction]]></category>
		<category><![CDATA[value creation]]></category>

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		<description><![CDATA[There are many measures we can use to determine a process’s value. Cost and time are quantitative (are they really? – I will discuss this in my next blog) measures frequently used. Quality can certainly be a quantitative (production defects, returns, rework) measure but with knowledge worker products traditional production measures don’t have the same meaning; for example, what are the quality measures for the New Savings Account process? Then there is customer value. In a world where competition has narrowed competitive differentiation customer satisfaction has become an important part of how we measure customer value. I was presenting atRead more]]></description>
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		<title>Qualitative versus Quantitative Process Analysis</title>
		<link>http://tschurter.com/?p=123</link>
		<comments>http://tschurter.com/?p=123#comments</comments>
		<pubDate>Tue, 06 Sep 2011 08:00:18 +0000</pubDate>
		<dc:creator>Terry Schurter</dc:creator>
				<category><![CDATA[Uncategorized]]></category>
		<category><![CDATA[BPM]]></category>
		<category><![CDATA[human-centric processes]]></category>
		<category><![CDATA[improvement]]></category>
		<category><![CDATA[process analysis]]></category>
		<category><![CDATA[process management]]></category>
		<category><![CDATA[Six Sigma]]></category>

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		<description><![CDATA[Assessment of processes and potential improvements can be done from a quantitative perspective or a qualitative perspective. Most process improvement methods are designed on quantitative assessments though many have adopted some qualitative assessment over time. An example of this is Six Sigma, which began as a purely quantitative approach to improvement but has adopted certain qualitative aspects such as Voice of the Customer. Quantitative assessments derive from industrial engineering and manufacturing improvement where processes are characterized by mechanical tasks – including the work performed by people. The classic example of this is the assembly line, where people perform mechanical tasksRead more]]></description>
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		<title>A Brave New Frontier – Process from the Perspective of the Human Experience</title>
		<link>http://tschurter.com/?p=121</link>
		<comments>http://tschurter.com/?p=121#comments</comments>
		<pubDate>Sun, 04 Sep 2011 14:03:34 +0000</pubDate>
		<dc:creator>Terry Schurter</dc:creator>
				<category><![CDATA[Uncategorized]]></category>
		<category><![CDATA[BPM]]></category>
		<category><![CDATA[business processes]]></category>
		<category><![CDATA[current state]]></category>
		<category><![CDATA[DFSS]]></category>
		<category><![CDATA[human-centric]]></category>
		<category><![CDATA[improvement]]></category>
		<category><![CDATA[Lean]]></category>
		<category><![CDATA[Six Sigma]]></category>
		<category><![CDATA[TQM]]></category>

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		<description><![CDATA[BPM should always seek to eliminate waste by paring processes down to just those activities that create value or meet a requirement of doing business. I am comfortable in stating that for all human-centric business processes improvement activities should eliminate things. Specifically: non-value added things. We can measure the current state of a process, and we can analyze improvements in respect to these measures. Specific characteristics of business processes give us the baseline metrics behind the current state of a process. That basic set of metrics applies to all business processes that involve people doing work. While there are manyRead more]]></description>
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		<title>Inaugural Post</title>
		<link>http://tschurter.com/?p=1</link>
		<comments>http://tschurter.com/?p=1#comments</comments>
		<pubDate>Sat, 27 Aug 2011 19:17:08 +0000</pubDate>
		<dc:creator>Terry Schurter</dc:creator>
				<category><![CDATA[Uncategorized]]></category>

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		<description><![CDATA[To get things started, this is my new blog that is part of my new site. It&#8217;s been quite a while since I updated this site and it definitely needed some TLC. I will be blogging fairly regularly here. I have a lot of things to catch up on, in particular on the people aspect of business process management. I continue to see BPM falling far short of its potential and that smells of a challenge to me. Hence I have been working (albeit silently for the most part) on some of these challenges diligently for far longer than IRead more]]></description>
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