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1. Y o u r C o m p a n y N a m e
How to Align All Business
Functions for Maximum ROI

2. 2
• Sigma: DMAIC
• Lean Six Sigma Framework
• Lean Process
• Lean Methods
• 8 Wastes
• 5S Lean Workplace
• Kaizen - Continuous Improvement Model
• Business Process Automation
• Agile Methodology in Project Management
Understand the Basic Input/output Business Process Model
Strive for Top-Down Process Alignment
Document Your Input-Output Process
Outline Key Business Functions
Outline Your Process Map
Adopt Business Process Maturity Model for Excellence
Complex Process Flow Chart Symbols
Be Clear About Your Business Model
Process Improvement Methodologies for Process Excellence
Table of
Contents

3. Understand the Basic Input/Output Business Process Model
3
Operations management transforms inputs (labor, capital, equipment, land, buildings, materials and information) into outputs (goods and services) that provide added value to customers.
All organizations must strive to maximize the quality of their transformation processes to meet customer needs.
Customers Suppliers Competitors Regulation Economy Technology
Environment
Monitoring and Control
Action
Data
Action Data Data
Capital Labor
Materials Suppliers
Equipment Knowledge
Facilities Time
Inputs Outputs
Facilitating Goods
Services
Text Here
Text Here
Alteration
Transportation
Storage
Inspection
Transformation System
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4. Strive for Top-Down Process Alignment
4
VALUECHAIN
Support Activities
Primary Activities
Inbound Logistics
• Real-time inbound
inventory data
• Location of distribution
facilities
• Trucks
• Material Handling
• Warehouse
Operations
• Standardized model
• Access to real-time sales
& inventory system
Outbound
Logistics
• Order processing
• Full delivery trucks
Marketing & Sales
• Pricing
• Communication
• Promotion
• Product based on
community needs
• Low prices
After Sales
Service
• Delivery
• Installation
• Repair
• Greeters
• Customer service
focus
Firm Infrastructure Management, Finance, Legal, Planning
Human Resource Management
Professional development, Employee relations, Performance appraisals,
Recruiting, Competitive wages, Training programs
Technology Development Integrated supply chain system, Real-time sales information
Procurement
Real-time inventory, Communication with suppliers, Purchase
supplies and materials
Top Management
Team Members
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5. Be Clear About Your Business Model
5
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What is your
Business Mission
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audience's attention.
Who is Your
Target Customer
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it to your needs and capture your
audience's attention.
What Product/
Service You Offer?
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audience's attention.
What is Your Go-To
-Market Strategy?
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it to your needs and capture your
audience's attention.
What are Your
Functional Processes
01
02
03
04
05

6. Outline Key Business Functions
6
• Find new talents (engineers,
scientists)
• Monitor local labour regulations
• Watch specialized schools &
universities to find out what they
are up to
• Monitor competition career pages
to understand their recruitment
strategy
HR
• Provide your sales force with
counter arguments
• Detect new sales opportunities
• Nurture your sales pitch
• Anticipate customer needs
identify growth areas
Business
Development
• Image and e-reputation, PR
• Crises Management
• KOLs (influencers), topics,
discussion identification
Marketing /
Communication
• Capture market latest
advancements in the
technologies (patents evolution,
scientific research)
• Protect your intangible assets (i:e
patents expiration)
• Identify new technology start-ups
to offer new services
R & D
• Follow news on specialized blogs
related to IT threats
IT
• Identify suppliers’ economic
stability
• Monitor suppliers’ websites
(newsroom, pressroom financial
reports and updates)
• Anticipate costs’ variations
• Improve inventory management
Purchasing
• Optimize manufacturing
(processes, machines, etc)
Manufacturing
• Capture market latest
technologies advancements
(patents evolution, scientific
research)
• Identify market opportunities and
threats
• Anticipate new market trends
• Accelerate decision making
Innovation /
Strategy
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7. Adopt Business Process Maturity Model for Excellence
7
Maturitylevel
05
04
03
02
01
• Planned innovations
• Change management
• Capable processes
Implement continuous proactive
improvements to achieve
business goals
Innovating
• Stable processes
• Reuse / knowledge management
• Predictable results
Manage process and results
quantitatively and exploit
benefits of standardization
Predictable
• Productivity growth
• Effective Automation
• Economy of scale
Develop standard processes,
measures, and training for
product & service offerings
Standardized
• Repeatable practices
• Reduced rework
• Satisfied commitments
Build disciplined work unit
management to stabilize work
and control commitments
Managed
• Productivity growth
• Effective Automation
• Economy of scale
Motivate people to overcome
problems and just “get the job done”Initial
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8. Document Your Input-
Output Process
8
Input
Materials, components, labour,
research and development
Output
End product, customer satisfaction and
employee satisfaction
Processing
Production lines, assembly lines,
management and skills
Feedback
Information, new ideas, expertise and customer
feedback
Check-outAccommodationCheck-inReceptionReservation
• Suppliers of
materials
• Suppliers of services
• Materials
• Services
• Customer-focused
• Supporting operations
• Hotel guests
• Events
• Other internal and
external customers
• Customer-focused
• Other hotel internal and
external products and
services
Supplier Input Process CustomerOutput
The Basic
Process
Model
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9. Outline your Process Map
9
Yes
No
Yes
No
Investigate vendors
Request quotes from
vendors for the item
needed
Do you have enough
quotes?
Select a vendor
Submit
payment
Issue purchase
order to vendor
Receive invoice
from vendor
Receive goods /
completed service
Review
Order
Review reason for
denial
Submit request to purchasing
department
Submit purchase
requisition for
approval
Was the purchase
order approved?
Procurement
Department
Finance
Department
Department
Receiving Goods
Employee
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10. Complex Process Flowchart Symbols
10
Terminator
Process
Decision
Preparation
Data
Subroutine
Multiple Documents
Connector
Merge
Display
Stored Data
Manual Input
Documents
Delay
Manual Loop
Loop Limit
Collate
Sort
Database
Off-page Connector
Internal Storage
Summing Junction
Logical and
Off-page Connector
Off-page Connector
Off-page Connector
Or Logical OR
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11. 11
Process Improvement Methodologies
for Process Excellence
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your audience’s attention.

12. Define
Define the problem
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need and capture your audience’s attention.
Measure
Quantify the problem
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need and capture your audience’s attention.
Analyze
Identify the cause of the problem
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need and capture your audience’s attention.
Improve
Implement and verify the solution
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need and capture your audience’s attention.
Control
Maintain the solution
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need and capture your audience’s attention.
Six Sigma: DMAIC
12
The goal of six sigma is to improve processes by eliminating statistical variance and waste within a process, including the inputs, processing, and
outputs. At the heart of the six sigma methodology is DMAIC, which stands for Define, Measure, Analyze, Improve, and Control.

13. Lean Six Sigma Framework
13
Voice of the
Customer, Voice
of the Business
Process
Map
Project
Charter
Summary
Statistics
Critical to
Quality Tree
MSA
Pareto
Chart
Run
Chart
Cause and
Effect Diagram
Sustainability &
Benefits
Statistical
Process Control
Project
Handoff
Solution Analysis
and Selection
Solution
Implementation
Risk
Assessment
Define
Describe the problem
• Problem Selection
• Project Charter
• VOC,VOB
• Problem Statement
• Process Map / SIPOC
Measure
Collect baseline data
• CTQ Metrics
• Meas.Sys. Analysis
• Summary Statistics
• Process Capability
• Control Chart
Analyze
Identify the root cause
• Pareto Chart
• Run Chart
• Cause and Effect
• Scatter Diagram
• Value Analysis
Control
Sustain the gains
• Statistical Process
Control
• Control Plan
• Cost-Benefit Analysis
• Mistake Proofing
Improve
Select the best solution
• Brainstorming
• Benchmarking
• Force Field Analysis
• Criteria Test
• FMEA
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14. Lean Process
14
Action Initiated only by demand “Pull”
Pull
Elimination of waste as an ongoing process
in pursuit of Perfection
Perfection
Correctly specify Value of product / service
to a customer
Value
01
05
04
03
02
Lean
Principles
Identify value stream and remove waste (Muda)
Value Stream
Make product Flow unimpeded and eliminate
non-value added
Flow
Lean process emphasizes getting the right things to the right place at the right time in the right quantity to
achieve perfect, sustainable workflow while minimizing waste and being readily adaptable to change.
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15. Lean Methods
15
Continuous
Improvement Kaizen
3P (Pre-Production Planning)
Just-intime
/ Kanban
Cellular Layout
/ Flow
Total Production
Maintenance
Quality
at Source
Point of
Use Storage
Quick
Changeover
Standardized
work
Batch
Reduction
Teams
Visual
Controls
5S (or 6S) Plant Layout
1 Total Productive Maintenance
2 Point of Use Storage
Value Stream
Mapping
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16. Efforts caused by rework, scrap,
and incorrect information
Defects
Production that is more than
needed or before it is needed
Overproduction
Wasted time waiting for
the next step in a process
Waiting
Underutilizing people’s
talents, skills, & knowledge
Non Utilized Talent
More work or higher quality than
is required by the customer
Extra-Processing
Unnecessary movements by
people (e.g walking)
Motion
Excess products and
materials not being processed
Inventory
Unnecessary movements of
products & materials
Transportation
16
8 Wastes
The 8 Wastes are eight types of process
obstacles that get in the way of providing
value to the customer
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17. 5S Lean Workplace
17
5S is a five-step organization technique to create and
maintain an intuitive workspace
01
Sort
Organization – keeping only
what is necessary and
discard everything else –
when in doubt, throw it out
02
Set in Order
Orderliness – arranging
and label only necessary
items for easy use and
return by anyone
03
Shine
Cleanliness – keeping
everything swept and clean for
inspection – for safety and
preventative maintenance
04
Standardize
Standardized cleanup- the
state that exists when the
first three pillars or “S”s” are
properly maintained
05
Sustain
Sustaining the discipline –
making a habit of properly
maintaining correct
procedures
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18. Kaizen – Continuous Improvement Model
18
Kaizen is a Japanese philosophy that believes “change is good”. “Kai” means change and “zen” means good. In business settings, Kaizen is also
a strategic tool that brings about continuous improvement, in terms of increased productivity, superior quality, lower costs, efficient processes,
increased safety and better customer experience.
Kaizen
• Map process / Process Flow Chart
• Data Collection
• Pareto
• Check Sheets
• Fishbone Diagram
• Affinity Diagram
• Is / Is not
• Document Success
• Communicate Improvement
• Generate more interest in Kaizen
• 5 S
• SPC
• Cost of Quality
• Actions
• DOE
• Comparative Analysis
• FMEA (no new problems)
• SPC
• Cost of Quality
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19. Business Process Automation
19
Cloud & Mobility
Email
Integration
Design Tools
Workflows
Forms
01
02
03
04
05
Business Operations Automation enable companies to replace repetitive-based work by deploying Automated process to
reduce waste and increase efficiency.
Intelligently Automate / Efficiency Operate
On-
Cloud
Hybrid
On-
Premise
Content
Management
Chat/Voice Bot
ML/Cognitive
Analytics
Identity
Model / Blueprint
Execute
Integrate
Manage
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20. Agile Methodology in
Project Management
Agile
Development
1. Requirements
An approach that takes inspiration from Agile
software development - breaking the project up into
several stages, cross-functional collaboration, and
continuous improvement and iteration at every stage.
Continuous Cycles
Small, high-functioning, collaborative teams
Multiple methodologies
Flexible / continuous evolution
Customer involvement
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21. How to Align All Business Functions for Maximum
ROI Icons Slide
21

22. 22
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Value
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26. Our Goal
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Designation
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LOGO
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28. 28
Comparison
Montana
Texas
70%
40%
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Population
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Montana Population
Adults
Children
15%
25%
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Texas Population
Adults
Children
30%
40%

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31. Dashboard
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