Works in Progress
I'm currently working on two books:
|Process Management will deal with my model
for process management. I've nearly completed the chapter on
control (that's where I've started) which revisits Shewhart's pioneering
work on the subject and repositions it using modern computer (PC) based
techniques. In addition, I'll show how economic considerations can be
used to more rationally set control limits and other out-of-control alarms
and to develop strategies for out-of-control action plans.|
|Performance Measurement will expand on several of my journal
articles on this subject and in particular the half-life method and balanced
I'm also working on several journal articles including:
working paper proposes a methodology for prioritizing processes in need of
improvement. It follows the same
approach used in Quality Function Deployment.
Through a series of interconnected matrices, it moves from alternative
stakeholder strategies to stakeholder requirements and then to the underlying
business processes. Through a
customer and competitor gap analysis, it produces a numerically weighted list
of processes in need of improvement. This
list also points to the appropriate set of metrics and goals for incorporation
in a balanced scorecard. The approach’s feasibility is demonstrated by its
application to the three alternate strategies proposed by Treacy and Wiersema.
It awaits a real application.
Processes: 7- Steps to the Voice of the Process”|
9000, TQM, SPC, metrics, scorecards, 6s, reengineering, ... are they all different concepts or just parts of an
integrated system of process management?
develops and demonstrates a
comprehensive 7-step process for managing processes.
It shows how these apparently disparate approaches are really pieces of
an overall system for managing processes.
The model highlights two areas that have not yet been adequately
addressed: process characterization and the “re-engineer or incrementally
improve?” decision process. It
also proposes a new approach to the process control step.
“Metrics for the New Product Development Process”
In an earlier article, I established criteria for good metrics and
applied them to the order fulfillment process.
However the new product development process differs in two critical
ways: it is much more complex and it is usually subject to unpredictable
exogenous changes during its execution. In
this article I propose the two dimensions of complexity and chaos as
differentiators of business processes and argue that traditional results and
process metrics become ineffective for complex and chaotic processes such as
the NPDP. A case study is
presented that demonstrates one organizations unsuccessful attempt at several
cycles of refinement of results metrics for the NPDP.
Based on this experience, I have concluded that a focus on the process
itself, as well as the use of revenue modeling and simulation may represent
more fruitful approaches to the management and improvement of new product
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