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Save 45% when you buy the CEO Series. It covers the ten core business processes and comes with nine fully-editable manuals for:
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Articles in the "Business Process Improvement" Category
Last week, we discussed three types of Process Maps: High-Level, Low-Level and Cross Functional or “Swim Lanes” Maps. This week we will take a closer look at Document Maps, and Activity or Value Stream Maps.
Author: Editor Published on: August 14th, 2009
Categories: Business Management & Operations, Business Process Improvement, Strategic Process Improvement
Last week, we established how important process maps are in developing policies and procedures. In the course of this series, we will present seven types of process maps. This week we will discuss three types: High-Level, Low-Level, and Cross Functional or “Swim Lanes” Maps.
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Author: Chris Anderson Published on: August 7th, 2009
Categories: Business Management & Operations, Business Process Improvement, Strategic Process Improvement
You have probably heard of the term “Process Map” or a process flow chart (the terms process map and process flow chart are used interchangeably) to describe a process. But what exactly is a process map anyway? Are there different types of process maps? Are all process maps created equal? We’ll try to answer some of these questions by taking a look at seven different types of process maps and how they are used to describe a process. After all, the foundation of all businesses is a common set of core processes.
Author: Chris Anderson Published on: August 3rd, 2009
Categories: Business Management & Operations, Business Process Improvement, Strategic Process Improvement
Change management is at the heart of programs like ITIL, lean, ISO, or six sigma. Change and improvement needs to occur on a regular basis, but it does not happen by accident. It takes commitment from top management. How does top management show their commitment?
Two ways – budget and a show! That’s right you need to fuel innovation for change and improvement and budgets are what top management understand.Â
Author: Chris Anderson Published on: July 6th, 2009
Categories: Business Process Improvement, Knowledge Management
You have identified a problem, and you have made an immediate correction to fix it for now.  How do you make sure the same problem doesn’t happen again?
That is the role of corrective action in continual improvement of an organization. In a reactive organization, we constantly react to problems in a corrective mode. We make the short term fixes – over and over and over again.Â
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Author: Don Reed Published on: May 18th, 2009
Categories: Business Process Improvement, ISO Quality Management
We know that it is important to collect information and feedback from external and internal sources in order to identify problems and non-conformances. But once you have found a problem, what steps do you take to resolve it?
Author: Don Reed Published on: May 11th, 2009
Categories: Business Process Improvement
Corrective action is the theme for this month. To start the series, let’s talk about where it all begins – inputs to the corrective action process.
Author: Don Reed Published on: May 4th, 2009
Categories: Business Process Improvement
Lean Visual Management System cuts through the paperwork typical of ISO 9001:2008 quality certifications.
St. Louis, MO (April 24, 2009) - Bizmanualz, Inc., a business strategy consulting and quality publishing company based in Clayton, Missouri, today announced the successful certification to ISO 9001:2008 for the design, development, realization, and delivery of its policy and procedure publications, training courses, and consulting services. The certification demonstrates the Bizmanualz commitment to continually improve its ability to assist business owners achieve the growth they envision.Â
Author: Sandi Villarreal Published on: April 24th, 2009
Categories: Business Process Improvement, Case Studies, ISO Quality Management, News and Announcements
This month our theme is voice of the customer. This is very coincidental because this is also the month we have undergone our ISO 9001 Certification audit (as anyone following our blog surely knows…).
The connection between these two items is the customer-centric nature of ISO 9001. In fact, you could say that there are two overarching aims of the ISO 9001:2008 Quality Management System Requirements:
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Author: Don Reed Published on: April 13th, 2009
Categories: Business Process Improvement, ISO Quality Management
Last week we identified another common process maturity level in many organizations, Phase Two — Documentation. Frequently, this is where organizations get stuck, and are not able to advance in their management system maturity. We also covered Phase three – Process Stability. This week we will describe the next two levels in our process maturity model that we use to describe the phases of an improving effective management system. We call the third level Corrective Action Phase and the fourth level Preventive Action Phase, and we will see why they are so difficult to reach.
Author: Don Reed Published on: February 17th, 2009
Categories: Business Process Improvement
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