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Choose your approach according to organizational structure and goals
The following chart (Figure 1) summarizes popular process improvement approaches, defining them and giving a brief overview of their major
characteristics. The right approach for your organization will depend on the type of improvements needed (i.e., whether the improvement is for
a specific program or initiative; whether it will be a one‐time improvement or a continuous, repeatable improvement effort; whether the
improvement will be implemented on a large or small scale). Figure 2 provides a matrix that compares the primary characteristics of each
approach side‐by‐side.
Overview of Process Improvement Approaches
Approach Definition of approach Characteristics of approach
• Governance (roles, responsibilities, policies and procedures, etc.)
These are the practices an
• Centralized process group for cohesion
organization establishes to
• Driven by strategy and goals
structure and guide their process
Process management • Coordinates training and supports implementation
improvement efforts. These
and improvement • May blend multiple improvement approaches; the right tool for the
practices usually require the
practices right job
definition of a process
governance/hierarchy, tools and • Integrated into the overall management and improvement
templates, and measures. framework of the organization
• Commitment and consistency of leaders are key
• Governance (roles, responsibilities, policies and procedures, etc.)
• Process framework
BPM establishes a discipline for
• Alignment with organization’s strategy and goals
process definition, deployment,
• Prioritization of improvement initiatives based on how likely each
Business process measurement, and improvement.
improvement is to lead to the achievement of organizational goals
management (BPM) Improvement initiatives are
(based on risk/cost analysis)
identified and prioritized based
• Selected initiatives are managed as discrete projects
upon value to the organization.
• Specific approach is selected based on need (e.g., Six Sigma, Lean
executed within BPM)
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Overview of Process Improvement Approaches
Approach Definition of approach Characteristics of approach
Typically executed without an • Process owner or senior management as sponsor
overarching process practice, each • Follows project management practices
Project‐based process improvement initiative is • Planned, budgeted, and staffed
Improvement (ad hoc) managed as an individual project. • Strong teaming
These are often targeted at day‐to‐ • Oversight
day processes. • Clear finish
The organization embeds the
discipline and culture of improving
process based efforts into • Unless significant in size or duration, typically done without a
Continuous process everyday work. The focus is on discrete project
improvement (CPI) continually identifying issues, • No discrete budget or oversight outside local management
finding better ways to drive value, • Focuses on building process improvement focus of workers
and instituting improvements as
quickly as possible.
Lean focuses on improving process
• Managed as projects
speed by eliminating non‐value‐
• Focuses on:
added activities in an end‐to‐end
o Time variability
process. Lean is commonly
o Increased speed
Lean referred to as reducing waste
o Elimination of waste
within processes. The goal of lean
o Managing resources based on demand
is to increase process efficiency
o Avoid backlog buildup and obsolescence
and simplify the process flow that
• Quick fix solutions
drives value to the customer.
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Overview of Process Improvement Approaches
Approach Definition of approach Characteristics of approach
• Managed as projects, typically led by trained leaders (Black Belts,
Six Sigma focuses on improving Green Belts, etc.)
process quality by eliminating • Follows the DMAIC (define, measure, analyze, improve, control)
defects through in‐depth analysis methodology
of a problem’s root cause. Six • Focuses on:
Six Sigma (6σ)
Sigma’s goal is to reduce process o Process variability
variability, thus driving consistent o Improved quality
results and near perfect products o Increased yield
over the long‐term. o Fact/data‐based decisions
• Root cause solutions
LSS blends the best of both Lean
and Six Sigma, applying each
where appropriate. Lean ensures
the organization is employing the • Managed as projects
right activities. Six Sigma makes • Lean defines value flow
sure that those activities are • Six Sigma makes value flow smoothly
Lean Six Sigma (LSS)
accomplished correctly every time. • Specific value‐add activities flow within a controlled variation
The balance of Lean and Six Sigma • Minimal wasteful activities
applied within LSS is determined • Minimal defects
by the business—the type and mix
of products and services delivered
to customers.
Figure 1
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Figure 2 compares the major performance improvement approaches outlined in Figure 1 according to the conditions that usually accompany the
employment of each approach. This chart can help your organization determine which approach is best to pursue, given the nature of the project(s),
business goals, and available resources (human, financial, and technological).
Comparison of Process Improvement Approaches
Applicable approaches
Process
Project‐ Continuous
Conditions of management Business process Six
based process Lean Six
improvement and management Lean Sigma
Improvement improvement Sigma (LSS)
improvement (BPM) (6σ)
(ad hoc) (CPI)
practices
Long‐term/Continuous
X X X
improvement
Project‐focused
X X X X X
improvement/quick fixes
Organization‐wide
X X X X X X
improvement
Minimize waste/defects X X
Senior leadership buy‐in
X X X X X X
required
Budget and staff
X X X X X X
formally allocated
Formal governance
X X X
structure required
Development of
X X X X
measures
Figure 2
Look for articles and resources related to the improvement approach that best fits your organization's goals and present state on the internet, in
business publications, or from proven sources of reliable research like APQC.
For additional information, e‐mail apqcinfo@apqc.org.
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ABOUT APQC
For over 30 years, APQC has been on the leading edge of improving performance and fostering innovation around the world. APQC works with
organizations across all industries to find practical, cost‐effective solutions to drive productivity and quality improvement. We are a member‐
based nonprofit currently serving more than 500 organizations in all sectors of business, education, and government.
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e‐mail: apqcinfo@apqc.org
www.apqc.org
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