Change or Die: The Business Process Improvement Manual
- 4h 18m
- Maxine Attong, Terrence Metz
- CRC Press
- 2013
Leadership success depends on clarifying and simplifying complex problems while maintaining a positive outlook. Change or Die - The Business Process Improvement Manual provides you with the tools to do so. Packed with more than 70 pages of workshop tools, agendas, and activities that detail each of the six stages of the business process improvement (BPI) method, it presents a BPI method that promotes the use of facilitator-led workshops to help you and your team make better decisions.
Developed from empirical research and bolstered by the results of client experience from hundreds of hours of facilitated workshops and BPI activity, Change or Die employs the authors' ENGAGE methodology. To ensure your team achieves its deliverables, the authors walk you through each BPI method. In each chapter you will find:
- Objectives and deliverables clearly identified
- Real-world examples from companies the authors have worked with—presented using a global manufacturer as an example
- Activities, questionnaires, and examples
- A self-assessment tool to help you measure progress, identify gaps in team performance, and determine team readiness for the next stage
About the Authors
Maxine Attong is passionate about writing, facilitation, and business process improvement. Her strong belief in the power of facilitated teams, the creativity of human beings, and the need for alignment between strategy and process has served as impetus to document her thoughts and experiences in the business process improvements field. Maxine is a graduate of the University of the West Indies (BSc., Accounting) and a Certified Management Accountant (Society of Management Accountants, Ontario). She is also a Certified Manager of Quality with the American Society for Quality, and a life and business coach. Maxine is the chief executive officer of eink Global Company Limited. The company exists to "enhance vision—one process at a time."
Terrence Metz is a founding principal partner and vice president at Morgan Madison and Company. For more than 20 years, through professional and academic endeavors, Terrence has focused on teaching people how to think rather than what to think. His experience has proven that the two most important components to high-quality decision making are: 1. Nobody is smarter than everybody and 2. There is usually more than one right answer.
Terrence is passionate about using and teaching facilitation so that people become more collaborative. He is the lead instructor and primary curriculum developer for MG Rush Performance Learning and introduced the concept of holism to the field of structured facilitation as a method for keeping meetings on target and aligning objectives across an entire organization. With a BS from Northwestern University (NWU, Evanston, Illinois) and an MBA from NWU’s Kellogg School of Management, his experience also includes a Six Sigma Green Belt from Motorola University and additional graduate work in intercultural decision making at Marquette University.
In this Book
-
Case Study: URHere Co.
-
Vision and Goals
-
Change Management
-
Stakeholder Analysis
-
Core Process
-
Business Process Improvement
-
Facilitation and Business Process Improvement Methodology
-
The Case for Business Process Improvement
-
Tools for Business Process Improvement
-
Process Selection
-
Process Characteristics
-
Workflow Diagrams
-
Workflow Characteristics
-
Phase Gate One
-
Dreams of the Process
-
Process Measurements
-
Strengths and Weaknesses
-
Business Process Improvement Planning
-
Phase Gate Two
-
Assumptions and Rules
-
Improve the Process
-
Phase Gate Three
-
Implementation Plan
-
Phase Gate Four
-
Procedures
-
Audit
-
Phase Gate Five
-
Wrap-Up
