Therefore I follow a different approach, a Lean one.įirst I try to understand the entire workflow from beginning to end, both value-producing steps and information management ones. However, summing up the extra work for all the processes turns to an obstacle for performing the work well and quickly. In fact, this is one of the main reasons for loading processes with too much extra work.Īdding some extra work to a single process is not a problem. Although this is not too bad, it is a local, partial improvement that not necessarily has to demonstrate a positive improvement of the entire workflow. Implement the changes and stepping to the next process. Lots of process improvement consultants will tell you that implementing or improving CMMI, SPICE or ISO should be done process by process, namely focussing on a particular group of practices (activities, procedures) and deciding how they should look like. I would be happy to hear your experience. How do you resolve the dilemma of having processes that comply with a particular model or standard, and at the same time keep them fit? Therefore we create all the paper work before the audits”,ĭoes any of these phrases sound familiar? “Following the defined process is like having a parallel life of the daily work. “We copy the same information in several systems because it goes to different reports”, “Our processes are too heavy, too bureaucratic”,
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