We help clients establish high-performing processes that grow with the company.
What is Business Process Improvement (BPI)?
BPI leads to quality improvements, service enhancements, cost reductions, and productivity increases of a business activity or process. Many companies embark on a BPI program in an effort to improve their operational performance and drive competitive advantage in the marketplace.
Our approach to Business Process Improvement delivers business value by creating a sustainable framework for improvement while establishing momentum for process excellence across the enterprise. While often associated exclusively with Six Sigma, Centric leverages DMAIC (Define, Measure, Analyze, Improve, Control) as the underlying business process improvement methodology. DMAIC is a proven, data-driven methodology. It can be scaled according to the scope and depth of your process improvement program. While each discipline (Lean, Six Sigma, Rapid Improvement) can stand alone, they can also work well together. Along with DMAIC, we’ll employ the BPI discipline or a combination of disciplines that will work best for you.
Centric Consulting BPI - Lean is fundamentally about increasing customer value in an organization with proper respect for people, and is a philosophy for managing a business. It is more than just a collection of tools, techniques and projects; Lean thinking should become what you do and not just something else you do.
Lean is a customer-centric methodology that is used to continuously improve processes through the elimination of waste. It maximizes customer value while minimizing waste and non-value added activities.
Six Sigma (6σ) is a set of techniques and tools for process improvement. It was introduced by engineers Bill Smith &Mikel J Harry while working at Motorola in 1986. Jack Welch made it central to his business strategy at General Electric in 1995.
It seeks to improve the quality of the output of a process by identifying and removing the causes of defects and minimizing variability in manufacturing and business processes. It uses a set of quality management methods, mainly empirical, statistical methods, and creates a special infrastructure of people within the organization who are experts in these methods. Each Six Sigma project carried out within an organization follows a defined sequence of steps and has specific value targets, for example: reduce process cycle time, reduce pollution, reduce costs, increase customer satisfaction, and increase profits.
The term Six Sigma (capitalized because it was written that way when registered as a Motorola trademark on December 28, 1993) originated from terminology associated with statistical modeling of manufacturing processes. The maturity of a manufacturing process can be described by a sigma rating indicating its yield or the percentage of defect-free products it creates. A six sigma process is one in which 99.99966% of all opportunities to produce some feature of a part are statistically expected to be free of defects (3.4 defective features per million opportunities). Motorola set a goal of "six sigma" for all of its manufacturing operations, and this goal became a by-word for the management and engineering practices used to achieve it.