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How do you integrate process re-engineering with other improvement methods such as lean, six sigma, or agile?

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Process re-engineering is a radical approach to redesign and improve the core business processes of an organization. It aims to achieve breakthrough results in terms of cost, quality, speed, and customer satisfaction. But how do you integrate process re-engineering with other improvement methods such as lean, six sigma, or agile? In this article, we will explore some of the benefits and challenges of combining different methodologies and provide some practical tips to help you succeed.

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David Peterson, PCC
Kyle Toppazzini

President @ Toppazzini & Lahti Mediation & Consulting | Lean Six Sigma Master Black Belt|Consultant|Author

1 Align the goals

The first step to integrate process re-engineering with other improvement methods is to align the goals and expectations of the stakeholders involved. You need to clarify the purpose, scope, and outcomes of each method and how they relate to the overall vision and strategy of the organization. You also need to ensure that the methods are compatible and complementary, not contradictory or redundant. For example, lean focuses on eliminating waste and increasing value, six sigma focuses on reducing variation and defects, and agile focuses on delivering value quickly and adapting to change. These methods can support process re-engineering by providing tools, techniques, and principles to optimize the redesigned processes.

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David Peterson, PCC
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Sometimes we look for tools to help us solve the problem, but there are many tools because different situations require different solutions. Every organization is unique as a fingerprint, they may be parts of the fingerprint that are similar to others, but at the end of the day, it's different. You can take parts of the various tools that match your organization's fingerprint to achieve the initiative's goals and expectations effectively. Organizations do not fit the tool, nor do tools fix the organization. Don't forget to use logic and a common sense approach to what would work best as it aligns with the organization. Expertise trumps tools; tools are used to guide people without the required expertise.

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2 Choose the right method

The next step is to choose the right method for the right problem and the right situation. You need to consider the nature, complexity, and urgency of the process issues you want to address and the resources, capabilities, and culture of your organization. You also need to balance the benefits and risks of each method and how they affect the stakeholders and customers. For example, process re-engineering can be a powerful way to achieve radical change, but it can also be costly, risky, and disruptive. Lean, six sigma, and agile can be more incremental, flexible, and collaborative, but they can also be less transformative, rigorous, and comprehensive.

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3 Integrate the phases

The third step is to integrate the phases and activities of each method in a coherent and consistent way. You need to plan and execute the process improvement project using a systematic and structured approach that covers the following phases: define, measure, analyze, improve, and control (DMAIC). You also need to align the roles, responsibilities, and communication of the project team and the stakeholders throughout the project. For example, you can use value stream mapping to define and measure the current state of the process, root cause analysis to identify and analyze the problems, process re-engineering to redesign and improve the future state of the process, and control charts to monitor and control the performance of the process.

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4 Learn and adapt

The final step is to learn and adapt from the results and feedback of the process improvement project. You need to evaluate and validate the effectiveness and efficiency of the redesigned process and the impact on the customers and the organization. You also need to identify and implement the lessons learned and the best practices from each method and apply them to other processes and projects. For example, you can use customer surveys to measure the satisfaction and loyalty of the customers, benchmarking to compare the performance of the process with other organizations, and continuous improvement to identify and address new opportunities and challenges.

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5 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

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Kyle Toppazzini

President @ Toppazzini & Lahti Mediation & Consulting | Lean Six Sigma Master Black Belt|Consultant|Author
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I am a lean expert and recently more involved with the Toyota kata approach. It’s a methodology for instilling a structured scientific approach to the way people work that results in a cultural change towards innovation, continuous improvement and learning. Many transformations fail on implementation because the end state is to vague and uncertain, the path to the end state is unknown and constantly changing. In order for improvement initiatives to succeed you need to instill changes in culture and the way people operate on a daily basis. You require a model that allows you to discover the path to the end state in a way that is responsive to a changing environment and allows for learning along the way.

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How do you integrate process re-engineering with other improvement methods such as lean, six sigma, or agile?

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1 Align the goals

2 Choose the right method

3 Integrate the phases

4 Learn and adapt

5 Here’s what else to consider

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