| Six Sigma is based on data collected from processes | | | | becomes easier. |
| to measure process performance and find out | | | | Similarly, it also helps understand deviations, which can |
| variations that lead to process defects. | | | | be translated into monetary terms. Identifying a |
| The combination of BPM and Six Sigma can be helpful | | | | problem area and defining ways to improve it is |
| to overcome drawbacks in these two methodologies | | | | important and can be managed easily by combining |
| and achieve process improvements. | | | | Six Sigma and BPM. |
| They are complementary to each other. | | | | Measure: The process maps that BPM systems offer |
| Combining Six Sigma and BPM | | | | can be used to understand and measure critical |
| Six Sigma relies on collection of data at individual | | | | process elements. |
| process levels. However, sometimes there may be | | | | This involves all resources, people, and systems being |
| factors and outside boundaries which may affect the | | | | used in that process. Functions undertaken by |
| process; and as the scope of project is limited, they | | | | elements are defined and would be used in the |
| may go unnoticed. | | | | analysis stage. |
| This can affect a process under consideration badly | | | | Analyze: With information in hand, factors causing |
| even after an improvement project is undertaken. | | | | deviations are determined. Their effect on other |
| There is also the probability of data collection lacking in | | | | process and the output achieved is analyzed. |
| certain areas as the process may be undertaken | | | | Factors causing slowdowns in achieving output in any |
| manually. This is where BPM systems can be of | | | | process are studied. Those non-value adding areas |
| immense use. It can be used identify processes and | | | | are identified and ways found to eliminate those. |
| their roles across multiple processes. | | | | Improve: the most important phase of this |
| BPM can be useful in identifying processes that affect | | | | methodology is the Improve phase, where |
| critical success factors. It is helpful in monitoring | | | | weaknesses are identified and possible scenarios for |
| deviations in processes, evaluating improvements and | | | | improvement are tested. |
| implementing continual improvement measures. | | | | Improvements can be by way of changes in process |
| This can be extremely useful in carrying out | | | | flow, automation of certain processes and integration |
| cross-functional improvements without related | | | | of activities. Automation aims at greater efficiency and |
| functions being adversely affected. | | | | reduced defects. |
| Systematic Implementation of BPM/Six Sigma | | | | The flow of information in automated processes and |
| The combination of Six Sigma and BPM | | | | human element in processes is overlapped to ensure |
| implementation is useful for bringing in a full-fledged | | | | smooth and quick completion of processes. |
| improvement in business processes. The DMAIC | | | | Control: BPM systems provide the monitoring needed |
| methodology is best suited to undertake improvement | | | | to maintain control in process. It is useful in ensuring that |
| projects that will have sustained results. | | | | any deviations are minimal. Automated reports are |
| Define: The first step of Six Sigma is very important | | | | useful for management to make timely corrective |
| and involves data collection, which forms the basis for | | | | measures. |
| an improvement project. | | | | When combined, Six Sigma and BPM systems can |
| However, to ensure that data collection is accurate | | | | bring about outstanding results and help improve overall |
| and covers functions beyond the scope of the | | | | performance of the organizational process. |
| process under consideration, arriving to a solution | | | | |