The Evolution of Quality & Business Process Management
Many people believe that quality is a relatively new concept, but in fact quality has been evolving for centuries. In the last hundred years, the sharing of knowledge about quality and improvement methods has become extensive, providing us with a rich array of tools for managing and improving quality.
Recently we announced the publication of Xavier University & PWC Quality Metrics Paper, which you can download here. Presentations from the recent Pharmalink conference where findings were presented is also likely to be made available online in the coming weeks for a deeper look into the paper.
In a piece on Clay Richardson's Forrester blog in November of last year, he predicted that 2015 would see the BPM industry disrupted by things like low-code vendors, improved dynamic case management, smart process apps and a stronger focus on the customer. While there is a lot to be said for the current, 'traditional' BPMS you have in place and the approaches and strategies you can use to get the full value from it, there are also some exciting elements to new BPM offerings. We take a look at how you can get more from your current BPMS and what to consider if you think it's time for a change.
TIBCO Nimbus™ is a Business Process Management System. It presents easy-to-understand, visual representations of how people, processes and systems in an organisation interact. Nimbus™ has helped over 700 organisations including AstraZeneca, Barclays Capital, HSBC, JPMorgan, RBS, Novartis, Toyota, and ThyssenKrupp. It provides many features that support Quality, Compliance, and Operational Management and Continual improvement and can also be integrated with other technology and is available on–premises and in the cloud. In summary, it's an excellent tool.
Michael Needham is the Principal Consultant at MKN Advisory Services Ltd. He previously worked as a lecturer and module coordinator for the MBA modules ‘E-Business’ & 'Supply Chain Management'; and the MSc Business Improvement module ‘Strategic Operations and Quality Excellence’ at Ulster University along with working as a consulting manager at PWc, global procurement manager with Procter & Gamble and supply chain co-ordinator with the Irish Dairy Board. His wealth of hands on, real life experience combined with in-depth research, including papers on the role of knowledge for process improvement and outsourcing, and a Phd that investigated the factors that influence the internal transfer of process improvement knowledge within service organisations led us to wanting to ask him more. All too often people are experts in theory or experts in practice but Needham is one of those insightful individuals who seems to have mastered a balance of both, which has no doubt increased his understanding and abilities in both doing and communicating what he’s doing.
New BPM Approaches for the Challenges of Mergers and Acquisitions in Life Sciences
Five Major Drivers for BPM exist – Compliance; Outsourcing, ITIL and Security; Process Framework/Performance/Standards; Technology Modernisation and Mergers, Acquisitions and Consolidations. In recent years Life Sciences organisations have had to learn to survive and grow through numerous mergers and acquisitions – sometimes even within quick succession of each other.
Upcoming Events for Your Business Process Management Diary 2015
PEX Open House, May 11-14, Online
This week sees The Process Excellence Network Open House event taking place. The online event comprises of webinars featuring some of the most popular Process and BPM solutions to aid organisations in finding out a little more, asking their questions and choosing the right one for them. The event takes place From Monday May 11th to May 14th but registration is still open if you want to dive in. Registration for the event also gives you six months access to their 'IQ Community'. Find out more or register >
Computer World UK last week reported IKEA's great success in moving from to a web-based Business Process Management System (BPMS). The move has enabled the company to create internal business cases in less than half the time it previously took them and honestly, we're not surprised considering the array of issues with text or paper based standard operating procedures. (SOPs). Ikea noted that where a business case used to take approximately 24 days to create, it's now done in an average of nine days. That's a whopping difference and a valuable insight to many companies considering a move from paper to digital for processes.
Take the Quiz >
From inside an organisation, it can be hard to see the wood from the trees. You probably have a 'sense' of whether business processes are well defined or not but it may not be quite as bad as you think. On the other hand, it could be a lot worse.
What is a BPMS?
You may or may not already know that BPM stands for 'Business Process Management' and refers to a systematic, holistic approach to management that aligns an organisation's business processes, or functions, with the needs of the client or customer.
What is BPMS?
BPMS stands for Business Process Management System (or Suite) and refers to an automated, technology based system that supports and improves your business process management. It can allow businesses to capture, manage and deploy their operational processes and supporting information to their entire workforce and can be tailored to suit the needs of your organisation. Choosing the right BPMS is vital. Contact us for consultancy on BPMS selection for your organisation.
How does BPM relate to other methodologies such as Lean, Six Sigma and ISO standards?
Lean aims to maximize customer value and minimise waste. Six Sigma seeks to improve the quality of process outputs by removing the causes of defects and minimising variability in manufacturing and business processes. ISO Standards ensure that products and services are safe, reliable and of good quality. Some or all of these methodologies will be important parts of many organisations, and rightly so. BPM relates to and improves each of them. Process is an important part of each methodology, but BPM practices and tools can help ensure they are in line with the whole organisation and can minimise any waste or duplication, while continuing to reap the rewards of each methodology's individual purpose.
What is an Integrated Management System?
An Integrated Management System combines your operational framework; which includes standard operating procedures and work instructions, with your management framework; which will include your necessary regulations, policies and standards along with management processes. It is a system in which all the processes serve the system objectives and where these system objectives have been derived from stakeholder needs and expectations.