In previous posts we have shared many examples of numerous federal agencies launching change initiatives over the past decade to improve performance and reduce operational costs. Many of these initiatives achieved some degree of success, but often the step-level change they were chartered to achieve still remains an aspiration.
In our last post, we talked about how Business Process Management aligns people, processes, and technology to more effectively and efficiently address customer’s needs. However, in some cases a redesign of workflow, within and between enterprises, is the best way to ultimately cut cost and improve service. This approach is called Business Process Reengineering. We’ll now take a closer look at BPR and explain why it might be the path to help your organization cut costs and improve reliability.
In our last few blogs we talked about a number ways government organization can make big cost cuts by streamlining their supply chain. But you can also experience a variety of operational improvements by making your “business process” smarter, via business process management.
While cutting cost has always been a principle of good business, consciously cutting an organization’s carbon footprint was not always a priority. But, amid growing environmental concerns, public and private organizations are seeking ways to reduce cost, reduce their environmental impact, and meet their customer’s needs. That’s where Green Sigma can help.
As discussed previously, Lean Six Sigma (LSS) DMAIC can help to ensure existing processes and products are as waste-free as possible, but what can be done to ensure new systems, processes and products are optimized prior to deployment? Fortunately, there is another methodology in the LSS toolkit, known as Design for Six Sigma (DFSS).
In our last blog posting, we highlighted the value of Lean as a very powerful methodology to eliminate waste in public sector supply chains. Now, we’ll take it one step further and introduce the Six Sigma DMAIC approach. The combination of Lean and Six Sigma (LSS) creates a robust “toolkit” that eliminates waste and variation.
Now that we’ve talked about the important roles strategic alignment and performance measures play in helping organizations operate more efficiently, we’ll now take a closer look at Lean-- a really powerful tool that is helping many private, and a growing number of pubic organizations, improve workflow and do more with less.
In our last blog, we talked about how Strategic Alignment and Deployment (SA&D) creates a collaborative, end-to-end supply chain that links across all areas of an enterprise, resulting in a more efficiently-run operational process. As we continue our series on Operations Strategy, we’ll now take a look at performance measures and how they can best be used to define, measure, control, and improve operational performance.
In our last blog, we threw the first pitch on Lean Six Sigma, and gave a big picture introduction of how this methodology helps reduce waste and therefore, reduce expenses. In this post we'll take a closer look at one of the components of the Lean Six Sigma methodology, Strategic Alignment and Deployment (SA&D), and examine how it can help government organizations cut expenses.
For any of us who have tried getting healthier by getting into better physical shape—and staying that way—we’ve learned that real success comes from a long-term strategic view and a multi-faceted approach. The same is true of an organization needing to reach, and sustain, a healthier bottom-line.