COMCAST AND THE CRIME OF THE CENTURY

This is one for the history books folks. In recent dealings with Comcast I had several things occur that I would not have thought possible. These events took to a dark place, one I had THOUGHT corporate America and finally figured out they have to stay away from. What could possibly be that bad? Ever heard of a Moment of …

The New Frontier of Process Management

The latest BIG THING worth sharing is a remarkable evolution in process management – what I call “real-time process orchestration at the edge.” It’s big, really big, and companies that desire to remain relevant and successful need to pay attention. The concept is really the practical application of what I have being talking about for a long time – the …

The True Cost and Time of a Process

The time and cost of a process usually defaults to analysis that stems from time study practices of the past. In the good (bad?) old days, Industrial Engineers would flock to the manufacturing floor with funky looking clipboards crowned with stop watches. They would patiently observe the activities of workers, clicking away on their stop watches, timing each activity down …

Value Creation

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 …

Qualitative versus Quantitative Process Analysis

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 …

A Brave New Frontier – Process from the Perspective of the Human Experience

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 …