Australian Business Excellence Framework The Australian Business Excellence Framework (ABEF) is an integrated leadership and management system that describes the elements essential to organisations sustaining high levels of performance. It can be used to assess and improve any aspect of an organisation, including leadership, strategy and planning, people, information and knowledge, safety, service delivery, product quality and bottom-line results. The ABEF provides organisations with assurance of their sustainable performance and is Australia’s preferred framework for leadership and governance. The ABEF is proven to bring about powerful changes in organisational performance and culture. Additionally, the ABEF provides an umbrella under which a number of business initiatives can be integrated to form one coherent, cohesive organisational systems model. The ABEF is the only Australian model to be recognised internationally through the exclusive Global Excellence Models Council. Put simply, the ABEF:
DIN EN-European standards Standardisation has contributed significantly to the completion of the Internal Market in the context of ' New Approach' legislation, which refers to European standards developed by the European standards organisations. Furthermore, European standardisation supports European policies in the areas of competitiveness, Information and Communication Technologies (ICT), innovation, interoperability, environment, transport, energy, consumer protection, etc. Standardisation is an excellent tool to facilitate international trade, competition and the acceptance of innovations by markets. A key challenge for European standardisation is to strengthen its contribution to the competitiveness of Small and Medium-sized Enterprises (SMEs). Less
BPMN Method and Style: An Example - Business Process Watch I’m always prattling on about “method and style” in BPMN modeling, and most folks probably don’t know what I’m talking about. My goal is maximizing shared understanding of the BPMN diagram, so it is clear and complete to anyone looking at it, even if the reader is unfamiliar with the process or the modeler’s terminology. That requires going beyond the requirements spelled out in the BPMN spec to a set of modeling conventions aimed at reducing the need for prior familiarity with the process in order to understand the diagram. “Completeness” also implies (to me) understanding at a glance how the process starts, what the instance represents, the possible end states of the process, and the interactions between the process and external entities, such as the requester, service providers, and other internal processes. Not a lot to ask. One of the basic principles is that how the process starts and its possible end states should be obvious from the diagram itself. How does the process end?
Using ARIS Express to develop BPMN 2.0 Process Maps | Biz Performance BLOG Home > Business Performance, Business Process Modeling > Using ARIS Express to develop BPMN 2.0 Process Maps It’s been a few days since my last posting, for which I apologise. This has been due to starting work on a new project, which entails mapping the To-Be processes for a Maltese Government Department project. The original As-Is Processes were previously mapped in Visio, as part the early stages of the project. ARIS Express is a simple tool to use and I find sufficient for documenting processes. Like this: Like Loading...
Enterprise_Value_Map_2_0.pdf The principles of quality Quality is everybody's business, but cannot be left to just anyone. To get the best out of quality approaches and tools, organisations must make an investment to develop or employ the expertise of a quality professional. Quality - the fundamentals Customer focus Delivering customer value while anticipating future needs and potential markets Leadership and business results Providing vision and direction, gaining commitment and achieving collective results People and organisational culture Delivering maximum value through development and involvement of individuals working in a productive organisational culture Systems thinking Managing interrelated processes with an integrated approach Business process management Delivering results through business processes to increase efficiency Fact-based decision making Ensuring good decision making by using accurate data and facts Continual improvement Making performance improvement a perpetual objective Suppliers and partners The approaches to managing for quality
Plan-Do-Check-Act Cycle (PDCA Cycle) Looking for more on the PDCA model? Try Plan-Do-Study-Act (PDSA) Plus QTools™ Training: Also called: PDCA, plan–do–study–act (PDSA) cycle, Deming cycle, Shewhart cycle The plan–do–check–act cycle (Figure 1) is a four–step model for carrying out change. Figure 1: Plan-do-check-act cycle When to Use Plan–Do–Check–Act As a model for continuous improvement. Plan–Do–Check–Act Procedure Plan. Plan–Do–Check–Act Example The Pearl River, NY School District, a 2001 recipient of the Malcolm Baldrige National Quality Award, uses the PDCA cycle as a model for defining most of their work processes, from the boardroom to the classroom. PDCA is the basic structure for the district’s overall strategic planning, needs–analysis, curriculum design and delivery, staff goal-setting and evaluation, provision of student services and support services, and classroom instruction. Figure 2 shows their “A+ Approach to Classroom Success.” Figure 2: Plan–do–check–act example Plan. Figure 3: Pearl River: analysis process Do.
Casewise Modeler Enterprise Architecture and Business Process Analysis solution This leading enterprise modeling solution enables teams to document, visualize, analyze, and optimize your organization's business processes, applications and systems. Able to capture a true picture of processes and operations of even the most complex organizations, businesses and IT professionals can ‘see’ the business like never before. Plus the collaborative nature of this package allows all stakeholders to contribute to, and learn from, easy to digest, amazingly informative models. Better decision making means better business. A complete solution, the Casewise Modeler links together business and IT modeling within one multi-user environment for Business Process Analysis and Improvement, Business Process Management, and Enterprise Architecture as well as Governance, Risk & Compliance efforts. Capture the ‘As-Is’ situation Test out 'What-if?' Casewise Modeler is highly configurable and customizable.
What is Kaizen | Definition of KAIZEN | Kaizen Meaning Kaizen is the practice of continuous improvement. Kaizen was originally introduced to the West by Masaaki Imai in his book Kaizen: The Key to Japan’s Competitive Success in 1986. Today Kaizen is recognized worldwide as an important pillar of an organization’s long-term competitive strategy. Good processes bring good resultsGo see for yourself to grasp the current situationSpeak with data, manage by factsTake action to contain and correct root causes of problemsWork as a teamKaizen is everybody’s businessAnd much more! One of the most notable features of kaizen is that big results come from many small changes accumulated over time. Kaizen = Continuous Improvement ...by Everybody!