| Wikipedia states that "Business Process | | | | related fashion. All rules of Project Management |
| Improvement (BPI) is a systematic approach to | | | | apply when designing process improvement. It's |
| help any organization optimize its underlying | | | | up to you whether you decide to take the |
| processes to achieve more efficient results." | | | | project lead on the improvement committee, or |
| Simply put, implementing BPI in your business can | | | | you wish to designate another professional to do |
| help steer you in the right direction. It's a tool that | | | | so. Then a snapshot of your current process is |
| can be used to review and modify processes | | | | taken, analyzed and presented back to you with a |
| with the end result being a positive, lean and | | | | new set of potential outcomes, or goals. The next |
| effective machine. | | | | step is to roll out the modifications to staff, and |
| To illustrate, what do you think BPI and NASCAR | | | | orient them on what their role will be towards |
| have in common? Lots of course; it's not just | | | | meeting the new objectives. |
| about turning to the left, but it's also about related | | | | The process must be of a measurable nature. |
| to everything that goes on behind the scenes. BPI | | | | This is very important. It will allow for the |
| is your Pit Strategy and that's what makes the | | | | improvements to be tracked and reporting to |
| difference. | | | | continue on a scheduled basis. This procedure is |
| Your questions like: "How can we do this better?", | | | | learned during the process, and revisited to |
| and "Why does my competitor always seem to | | | | ensure that the objectives are being met, or |
| be a few laps ahead of me?" are symptomatic of | | | | exceeded. If the tracking shows that the process |
| the need to address your internal processes. In | | | | is failing, immediate actions can be taken to |
| order for BPI to be highly effective, you must be | | | | correct it, saving time and money. |
| committed to the process and open to creative | | | | Can you picture your process more streamlined, |
| ideas and analysis. The process involves seeking | | | | with less paperwork, less manual processes and a |
| understanding through the involvement of all | | | | renewed sense of energy? Like a new car to |
| stakeholders, "Owners" and "Drivers" alike. | | | | your "Pit Crew". Your process will improve with |
| It is very important to conduct one-on-one | | | | minimal redundancies. Add in the value of reduced |
| interviews with the front line "Pit Crew" members. | | | | costs and time savings. You will have more time |
| The results of such interviews enable the creation | | | | and budget to put into new product development. |
| of process maps for the current state. The | | | | With the Daytona 500 fast approaching, I can't |
| "Maintenance Crew" for your BPI makes use of | | | | help thinking of the Racing Teams and their |
| key development tools such as online surveys. | | | | dedication to continuous process improvements. |
| Brainstorming sessions and cost improvement | | | | Just think of where they'd be if each team didn't |
| workshops will help to identify the areas for | | | | strive for excellence. They would still be racing on |
| opportunity. These tools are used to gain further | | | | the beach, futuristic and creative designs wouldn't |
| insight into what is working well and what needs | | | | exist, and new safety guidelines would have never |
| improvement. Implementing a BPI program will | | | | been developed. The chase would not be as |
| drive you miles closer to improvement success. | | | | exciting as it is today. |
| Let's not forget the Action Plan for | | | | Don't be left behind with engine failure or an |
| Implementation which includes all the stakeholders, | | | | inefficient team. Take the next step and look at |
| of your "Racing Team". You will be amazed with | | | | ways to engage the fan, your customer. Bring a |
| the creative ideas that come from each area of | | | | whole new level of business excellence to your |
| the organization. | | | | organization. |
| How do you drive BPI? It is delivered in a project | | | | |