How to reduce pricing, gain market share via Lean and Agile Kaizen? A case study in a toffee-making company
A Kaizen Transformation roadmap will help you balance two worlds- the 'right now' and the 'next future'.
#Kaizen #KaizenTraining #KaizenLeaderMasterclass #ManufacturingExcellence #AgileKaizen #Lean #BPM #Manufacturing #OrganizationalExcellence
Business Process Improvement for Manufacturing & Service Industry by Dr. Shruti Bhat book preview-
One of the first people to describe business processes was Adam Smith (1776) in his famous example of a pin factory. Since then business processes have evolved and better defined. A business process defines the various activities involved in achieving a particular goal. Business processes briefly describe the chain of events that are involved in an activity or a group of activities. It is common to use a business process if the activities have an effect on current products or data and bring about production.
Types of business processes include-
Some examples include invoicing, product shipping details, updating information, tracking orders, allocating budgets etc. Business processes used throughout organization, at any level, are outlined in order to improve organization in an effective and efficient way. There can be several inputs in a business process but there is always only one output or specific goal- that is to help business thrive.
Business processes are used practically in any organization and throughout an organization at any level. They are used in a variety of industries such as private, public sector, government, departments, hospitals, charities etc. Business processes are, typically outlined in order to improve an organization in an effective and efficient way.
Various computer software make it possible to create business processes on a computer, however simple business processes are just as effective when written with pen and paper. Some even find it better to jot down the processes on a piece of paper, or on several small ones, in order to kick start their creativity and thinking process. It is up to the professional (and/or organization) to decide whether a software or traditional method will work best for them. Business processes work best when there is input, support and ideas from various people that are involved in the organization (or department).
Key business processes are logically grouped related tasks and activities, independent of the organization’s structure, which utilize the resources of the organization to produce specific results. They possess measurable inputs & outputs, value addition and repeatable activity.
Tip- The effective management of key business process requires- Ownership & planning, performance metrics & control, process qualification, management and improvement methodology.
A business process always begins with a customer’s need and ends with a customer’s need fulfilment.
Customer needs change, technologies change, government policies change, competition changes and what used to be a high level of performance becomes a poor one and it’s time to replace the formerly good process with a new one- only every process cycle should have this capacity of identification, in-built in its charter.
As a practicing Business Transformation expert of many years, I am happy to mention here few case studies, nay success stories. Let me share three examples-
Traditional organizations view these as conflicting goals and trade off against another. While process managed organizations, recognize that such payoffs, are achieved by improving business processes and continually maintain their business process efficient. So how do we go about bringing on a process change?
Three main categories of business process improvement techniques, have been found to be extremely effective in managing, expanding and /or transforming businesses worldwide including USA, Canada, Latin America and the emerging economies. They are – Breakthrough improvement, Streamlined improvement and Continuous improvement. The 18 methodologies described in this book belong to one or many of these three main categories.
In this book, you will learn about:
This book presents a practical way to build and improve business processes, and assists professionals whether they are learning the basics of business process improvement, planning their first improvement project, or evangelizing process-oriented thinking throughout their organization.
About the Author: Shruti Bhat PhD, MBA, Certified Lean Six Sigma Black Belt
Dr. Shruti Bhat is an award-winning Business Excellence Leader, Global Continuous Improvement Mastermind, Best-selling Author and Speaker.
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Balanced Score Card (BSC) was developed to move the trend of focusing on financial measurements to a more holistic system of metrics across equally weighted quadrants.
Balance Score Card Manifesto includes:
- Focus on knowledge growth: BSC focusses on bringing forth internal knowledge and growth within an organization.
- Multiple viewpoints: BSC looks at the same data from three levels- long term, short-term and immediate or day-to-day, to keep constant vision on both big and small picture simultaneously.
- Compatibility with other business process improvement techniques: Excellent compatibility with all popular business improvement methodologies.
- Business Turnaround and Continuous Improvement Tips and Tricks Part 1 of 6
- Business Turnaround and Continuous Improvement Tips and Tricks- Part 2 of 6: Six Sigma in a Nutshell
- Business Turnaround and Continuous Improvement Tips & Tricks Part 3 of 6- Agile in Nutshell for Improving Sales & Marketing of Products and Services
- Business Turnaround and Continuous Improvement Tips & Tricks Part 4 of 6- Lean Manifesto
- Business Turnaround and Continuous Improvement Tips & Tricks Part 5 of 6: TQM in a Nutshell
A Balanced Score Card travels measurement focus across four key business areas-
- Financial: Revenue, net profit, expenses, payrolls and other routine monetary metrics
- Knowledge growth & transfer: How are employees growing in their skills? What must an organization do to impart training and development to its human resource talent pool?
- Productivity: How efficient is the organization? Productivity scorecard measures productivity as percentage.
- Customers: Customer score card focuses on voice of customer (VoC), customer retention rates, customer satisfaction, customer loyalty etc. Note that with BSC principle, the 'Customer score card' goes beyond just number of customers.
Which companies can implement Balanced Score Card?
Balance Score Card is best for any organization that measures itself, employs people with special talents or is primarily composed of knowledge workers e.g. Research departments, contract research companies, entertainment industry, fashion business etc.
What’s your organization's score?
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About the Author: Shruti Bhat PhD, MBA, Certified Lean Six Sigma Black Belt
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