Authors: Mildred Golden Pryor, Leslie A. Toombs, Jack Cooke, John H. Humphreys
Addresses: College of Business and Technology, Texas A&M University-Commerce, P.O. Box 3011, Commerce, Texas 75429-3011, USA. ' The University of Texas of the Permian Basin, 4901 E. University, Odessa, TX 79762-0001, USA. ' College of Business and Technology, L-3 Communications, Texas A&M University-Commerce, P.O. Box 3011, Commerce, Texas 75429-3011, USA. ' College of Business and Technology, Texas A&M University-Commerce, P.O. Box 3011, Commerce, Texas 75429-3011, USA
Abstract: This article discusses process management concepts that are essential to improvement initiatives such as strategic quality management, total quality management, Six Sigma, and lean manufacturing. One critical element to understand is |process| because processes must be documented, and process owners must be identified before processes can be validated, managed and improved. A key concept is the role that process stakeholders play in the improvement of processes. Another vital concept is the relevance of empowerment to process ownership and improvement. The concept of value and its importance to customers is also discussed. The question is asked (and answered): ||What must people do in order to improve processes?|| Finally, measurement and baselines are discussed, and examples of processes, process owners, measurements and suggestions for improvement are provided.
Keywords: process ownership; process management; process improvement; process stakeholders; key performance indicators; strategic quality management; competitive advantage; total quality management; Six Sigma; lean manufacturing; TQM; empowerment; value; specific measurements; baselines; business excellence.
International Journal of Business Excellence, 2011 Vol.4 No.4, pp.420 - 439
Available online: 30 Jun 2011 *Full-text access for editors Access for subscribers Purchase this article Comment on this article