The document discusses various methodologies for process improvement, including Six Sigma, Total Quality Management (TQM), Business Process Reengineering (BPR), and Benchmarking. It highlights the shift from traditional organizational structures to more empowered team-based approaches, emphasizing the importance of customer value and effective performance measures. Additionally, it touches on Sociotechnical Systems, which focus on the interaction between people and technology in the workplace.

1. Process Interventions

2. Prepared By
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Manu Melwin Joy
Assistant Professor
Ilahia School of Management Studies
Kerala, India.
Phone – 9744551114
Mail – manu_melwinjoy@yahoo.com

4. Sig Sigma
• Six Sigma is a disciplined,
data-driven approach and
methodology for
eliminating defects (driving
toward six standard
deviations between the
mean and the nearest
specification limit) in any
process – from
manufacturing to
transactional and from
product to service.

5. TQM / Continuous process
improvement
• Total Quality Management
(TQM) is a management
approach that originated in
the 1950s and has steadily
become more popular since
the early 1980s.
• Total quality is a description
of the culture, attitude and
organization of a company
that strives to provide
customers with products and
services that satisfy their
needs.

6. Process Re engineering
• Business Process
Reengineering involves the
radical redesign of core
business processes to achieve
dramatic improvements in
productivity, cycle times and
quality.
• In Business Process
Reengineering, companies
start with a blank sheet of
paper and rethink existing
processes to deliver more
value to the customer.

7. Cummings & Worley, 7e (c) 2001 South-
Western College Publishing
14-7
• Prepare the organization
• Specify the organization’s strategy and
objectives
• Fundamentally rethink the way work gets
done
– Identify and analyze core business processes
– Define performance objectives
– Design new processes
• Restructure the organization around the
new business processes.
Process Re engineering

8. Cummings & Worley, 7e (c) 2001 South-
Western College Publishing
14-8
 Work units change from functional departments to
process teams
 Jobs change from simple tasks to multidimensional work
 People’s roles change from controlled to empowered
 The focus of performance measures and compensation
shifts from activities to results.
 Organization structures change from hierarchical to flat
 Managers change from supervisors to coaches;
executives change from scorekeepers to leaders
Characteristics of
Reengineered Organizations

9. Bench Marking
• Benchmarking is the process of
comparing one's business
processes and performance
matrics to industry bests or best
practices from other companies.
• Dimensions typically measured
are quality, time and cost. In the
process of best practice
benchmarking, management
identifies the best firms in their
industry, or in another industry
where similar processes exist,
and compares the results and
processes of those studied (the
"targets") to one's own results
and processes.

10. Socio technical systems
• Sociotechnical systems (STS)
in organizational
development is an approach
to complex organizational
work design that recognizes
the interaction between
people and technology in
workplaces.
• The term also refers to the
interaction between society's
complex infrastructures and
human behaviour.