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Workflow Monitoring Ensures Business Value - Monday, February 13, 2006
For Quality processes to "stick" in your organization, they must be defined, implemented and monitored. A breakdown in any of these functions and your projects are at risk of not providing the full potential business benefits. Our Quality System Roadmap addresses this problem by providing end-to-end integration of quality processes. We use state-of-the-art Process Design and integrate with Workflow Management. The result is a process that works the way it should. Next, we integrate Performance Monitoring to ensure business benefits can be measured on a daily basis.
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Linking Business Strategy to Process Improvement
Process improvement, to be most effective, must be about more than simply mapping the process, however. It must link to Business Strategy in some way.
But, how do you choose which processes to improve and how do you link, monitor and control those improvements?
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Quality Award Success with QPR
Quality Award models frequently use the "Seven Criteria" and "Core Values" or "Concepts" to guide and evaluate Applicants seeking Award success. However, they do not offer a proven "methodology" to demonstrate to Applicants what determines Award winning performance in advance of the Examiners. Learn how you can use QPR Software and predefined Corporate Performance Management (CPM) models as a Framework and Methodology to better manage expectations and achieve greater success more quickly.
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Lead and Manage Your Organization with the Balanced Scorecard
Read about the five principles of the Strategy-Focused Organization (SFO) framework that organizations can use to achieve breakthrough performance. These principles in turn transform the Balanced Scorecard from a measurement to a leadership and management system.
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Process Management and the Future of Six Sigma
The quality initiative Six Sigma is sweeping the United States. Is it good for whatever ails your company? Consultant Michael Hammer thinks not.
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Baldrige Criteria 2005
View the Malcom Baldrige Award criteria for 2005.
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The Balanced Scorecard and Quality Programs
No need to choose between a quality program and the Balanced Scorecard. Robert S. Kaplan, with co-author Gaelle Lamotte, believes that the BSC can co-exist with quality programs--like the Baldrige National Quality Program, Total Quality Management, and the European Foundation Quality Management Excellence Model.
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Manage Your Human Sigma
If sales and service organizations are to improve, they must learn to measure and manage the quality of the employee-customer encounter. Quality improvement methodologies such as Six Sigma are extremely useful in manufacturing contexts, but they're less useful when it comes to human interactions.
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Process Fundamentals
The types of management choices involved in designing, operating, and improving processes are described. Measures of process performance and basic process analysis are introduced.
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Ten Lessons for Implementing the Balanced Scorecard
Veteran Balanced Scorecard practitioner Bill Catucci shares his finely honed "Ten Lessons" for senior executives, which reflect his best moves and occasional missteps across three impressive BSC implementations.
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Reengineering - Don't Automate, Obliterate
Companies rarely achieve radical performance improvements when they invest in information technology. Most companies use computers to speed up, not break away from, business processes and rules that are decades, if not centuries, out of date.
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