Patrick Dowdle is a Process Architect with Process Strategy Group, which focuses on helping organizations become process-based, as well improve the services they provide their customers by improving processes. His clients include distribution, transportation, financial services, and service firms.
Co-authored by: Jerry Stevens, Process Strategist, Process Strategy Group
Most organizations are improving processes in some shape or form.. Many companies employ some type of improvement method, whether it is Lean, Six Sigma, TQM, BPM or some iteration of an improvement technique. They realize that the most effective way to improve how an organization provides products and services to their customers is through the review and improvement of customer facing processes.
One of the end goals of any process-based effort (BPM, LSS, CPI, PBM, etc) should be instilling process thinking throughout the organization – But how do you do it? A key to developing a process-based organization is identifying and implementing a management structure that promotes and supports your process efforts.
At each BrainStorm BPM Conference, there is constant discussion around how organizations can improve their processes and move to a process focus. This is not new. A focus on the process dimension of work and process-centered improvement approaches has been on most organization’s radar screens since the 1993 release of Reengineering the Corporation by Michael Hammer and James Champy.
Patrick Dowdle is the Program Director of the ATI/CAM-I Process Based Management (PBM) Program, which is conducting leading edge research in Process Based Management, including the recently published CAM-I book, “Process Based Management: A Foundation Of Business Excellence.” He is also the President and a Process Architect with Process Advantage, which focuses on helping organizations improve customers services.
Pat Dowdle’s main message is about Process Based Management (PBM), which is different from BPM. PBM is about how businesses supply services and products to customers. The problem, according to Dowdle, is that most organizations do not understand or manage their processes, or they do so in isolation so they don’t really manage their products and services. Dowdle maintains that it isn’t enough to have a BPM initiative. If you don’t understand process-based management, your BPM effort will probably fail.
You're looking for a way to improve your process improvement skills, but you're not sure where to start.
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