Category Archives: Process auditing

Process Improvement – Under the Hood

Posted on 2018/02/25 by kwkeirstead@civerex.com

Here’s the deal . . . You are in a corporation that 1) “thinks” BPM, 2) has mapped processes, 3) has a run-time workflow\workload Case platform, where Cases have declared objectives, 4) has non-subjective means of assessing progress toward meeting … Continue reading →

Posted in Adaptive Case Management, Business Process Improvement, Business Process Management, Case Management, Decision Making, FOMM, Process auditing, Risk Analysis | Leave a comment

Streamlining BPM Modeling – Reduce Initial BPM Process Rollout Time by 80%

Posted on 2014/10/28 by kwkeirstead@civerex.com

The objective of modelling a BPM process is to test process templates prior to rollout to a production environment. Process templates consist of steps, sometimes interconnected in complex ways, where each step requires an indicated level of performance skill and, … Continue reading →

Posted in Business Process Management, Process auditing, Process Mapping | Tagged , , | 1 Comment

A Lean Horse For The Race

Posted on 2014/02/19 by kwkeirstead@civerex.com

When you spend months justifying an initiative, it’s important to get a good start coming out of the gate. Projects are typically multi-dimensional. Each alternative can have different benefits, risks and uncertainties. When preparing an ROI, you owe it to … Continue reading →

Posted in Automated Resource Allocation, Business Process Improvement, Case Management, Compliance Control, Customer Centricity, Data Interoperability, Database Technology, Decision Making, Enterprise Content Management, Financial Planning, FIXING HEALTHCARE, MANAGEMENT, Manufacturing Operations, Operational Planning, Operations Management, Organizational Development, Planning, Process auditing, Process Management, Process Mapping, Productivity Improvement, Project Planning, Software Acquisition, Strategic Planning | Leave a comment

On Effectiveness and Efficiency

Posted on 2013/11/08 by kwkeirstead@civerex.com

Every organization wants to be effective and efficient. Both contribute to competitive advantage. Let’s take a look under the hood to see how effectiveness and efficiency can be increased. Effectiveness Effectiveness means doing the “right” things. In a large organization … Continue reading →

Posted in Adaptive Case Management, Business Process Management, Case Management, Enterprise Content Management, Operational Planning, Process auditing, Process Management, Process Mapping, Strategic Planning | Tagged , | 1 Comment

What is BPM? – When will they stop asking?

Posted on 2013/09/18 by kwkeirstead@civerex.com

I see under the group “BPM Guru” at LinkedIn that another “What is BPM?” discussion has started up. It would be interesting to know whether these postings are for the benefit of people who have just heard of BPM or for … Continue reading →

Posted in Adaptive Case Management, Automated Resource Allocation, Business Process Improvement, Business Process Management, Case Management, Compliance Control, Customer Centricity, Data Interoperability, Operational Planning, Operations Management, Process auditing, Process Management, Process Mapping, Productivity Improvement, R.A.L.B. | Leave a comment

Success with job shop operations (Part III) – How to put decision support in-line

Posted on 2013/07/27 by kwkeirstead@civerex.com

Welcome to Part III of a blog series on success with Job Shop Operations. We highlighted in Parts I and II of this blog mini-series the importance of auto-scheduling and orchestration (i.e. guideline) capabilities that come from background BPM (Part I) and … Continue reading →

Posted in Adaptive Case Management, Business Process Improvement, Business Process Management, Data Interoperability, Job Shop Operations, Manufacturing Operations, Process auditing, Process Management, Process Mapping, R.A.L.B., Scheduling | Tagged , , , , | Leave a comment

Fixing BPM –in praise of process fragments

Posted on 2013/03/24 by kwkeirstead@civerex.com

In the area of computer programming, “small” is a good thing. The major contribution of Object-Oriented Programming is to generate small pieces of code that are generic as opposed to being specific and that are capable of re-use and extension. … Continue reading →

Posted in Adaptive Case Management, Business Process Improvement, Business Process Management, Case Management, Process auditing, Process Management, Process Mapping, Productivity Improvement | Tagged , , , , , , , , , | 1 Comment

“Post-Its” versus “e-mapping” for Process Mapping Initiatives

Posted on 2013/01/09 by kwkeirstead@civerex.com

At a LinkedIn discussion group an overwhelming number of participants favored process mapping using whiteboards/Post-Its relative to using an e-mapping approach.  Pre-Amble Before we try to list advantages/disadvantage, it is important to define “process mapping”.  Process mapping means different things … Continue reading →

Posted in Business Process Improvement, Operational Planning, Process auditing, Process Mapping, Uncategorized | Tagged , , , , , , , | Leave a comment

Are healthcare cost increases inevitable?

Posted on 2012/12/28 by kwkeirstead@civerex.com

“Healthcare costs will continue to rise until the entire system collapses under its own weight”. This doomsday scenario is certainly one possibility, but it is a “do-nothing” option. How about an approach that reduces costs at the same time as … Continue reading →

Posted in Adaptive Case Management, Business Process Improvement, Business Process Management, Case Management, Compliance Control, Customer Centricity, Data Interoperability, Decision Making, Enterprise Content Management, FIXING HEALTHCARE, Interoperability, Operational Planning, Operations Management, Process auditing, Process Management, Process Mapping, Productivity Improvement, Strategic Planning, Telehealth | Tagged , , , , , , , , , , , , , , , , , , , , , , , , , | 6 Comments

Saying goodbye to CRM

Posted on 2012/12/06 by kwkeirstead@civerex.com

CRM has been more or less been replaced by ‘customer-centricity’ capabilities that are in BPM. The problem with CRM was lack of the ability to handle other than primitive workflows. CRM needed BPM but since BPM did not need CRM, I suspect … Continue reading →

Posted in Business Process Management, Case Management, Customer Centricity, Enterprise Content Management, Process auditing | Leave a comment