A colleague gave a wonderful talk the other day on process engineering.
The key steps to reduce waste (Lean) or variation/defects (Six Sigma) are as follows:
Define — Scope the project.
Measure — Benchmark current processes.
Analyze — Develop to-be processes (with a prioritized list of improvements) and plan for implementation.
Improve — Executive process improvements.
Control — Monitor/refine new processes.
It was amazing to me how similar to enterprise architecture this is in terms of: defining your “current” and “future” states and creating a transition plan and executing it.
Also, really liked the Project Scoping questions:
- What problem do you want to solve/what process do you want to improve?
- Why do you need this?
- What is the benefit? And to whom?
- What are your objectives for this effort?
- Who are the key stakeholders?
- When is this needed and why?
I think process improvement/engineering methodologies like this can be a huge benefit to our organizations, especially where the tagline is “Why should we change — we’ve always done it this way!” ;-)
(Source Photo: Andy Blumenthal)