Manufacturers should be asking themselves one basic question: what’s the value of these emerging IBP applications? And more specifically, the models that comprise them. What they’ll often find is that they are leaving significant value on the table that traditional CPM systems can’t support. Which will cause some to ask, is it time to replace our CPM systems?
Imagine a basketball team whose players never pass, never set screens so a teammate can get open and focus purely on shooting the ball to run up their own stats. The chance that this team will win is extremely low and the players will grow to resent and despise each other. One might say that…
From Dr. W. Edwards Deming’s 14 Points: Put everybody in the company to work to accomplish the transformation. The transformation is everybody’s job.
Watching the World Cup made me think of the upcoming American Football season, and I began pondering how this sport is similar to the way the CFO, CIO, and other executives work with their managers and employees who must improve an organization’s performance using analytics, Big Data, and integrated enterprise and corporate performance management (EPM/CPM)…
Over the last few years, there has been resurgence in the interest in BPM as the preferred platform for automating and managing the critical business processes within the organization. However, the programs that do choose to implement a BPMS enabled solution are usually attacking the high-visibility and critical aspects of the business such as Call Centre Management or Claims Management. In my opinion, this is more prone to a big-bang disaster than other approaches to BPM adoption. I believe the simpler (and less risky) approach is to select a much smaller, but human effort intensive, business scenario and prove the capabilities and benefits before launching a full-blown enterprise wide program.
For the sake of this discussion, I will lump a Business Process Management [BPM] project into 4 categories – Analysis, Design, Construction and Implementation.
It has been my experience that the analysis and design categories usually take up about 75% of the project time. When expressing this opinion, most people will agree
In the digital future, enabling the customer is not a choice rather a survival imperative. The ability to steer the decision making by offering non-obtrusive and peer recommended options are the best suited modes of operation. Customers are more likely to prefer organizations (and driving routes) where they believe they are in charge and are not being manipulated. Organizations are better off letting the customers decide the best process to follow since that is exactly what brings in customer centricity.
During a [month] in which the most hotly debated news topic has been the quality of decision-making by senior federal government officials, my nominee for the worst decision is VA Secretary Eric Shinseki’s parting gesture not only to cancel performance bonuses for senior VA executives, but to ban patient wait time as a measure used in performance evaluations.
Such a small word, BUT it effectively deletes everything that went ahead of it.
One thing I do know is that like everything else, management has gotten more complex. First there’s the product technology, and then there’s the infrastructure technology. What we make has gotten more complex (computer controlled, fuel-injected engines, anyone, or microwave ovens?) and the information technology we use to keep track of our operations has gotten more complex as well. And now with more remote and telecommuting employees, basic supervision hasn’t gotten any easier either.