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ensures continuous improvement in operational performance across the organization unit and outside parties
- background at BWC West - 1984
before LSS - Six Sigma existed, in 1984 BWC West, defined the CIP process - the ERP implementation team had designed many business process improvements while implementing MANMAN ERP
- after the system was running successfully in production, the team of mid-level operations staff continued to meet every 2 weeks to focus on the next items they could improve as a business or operations priority based on their own assessments of impact, value, risk as well as top management goals
- when significant funding or business approvals were required for a change, they submitted the business decision to senior management
- the business results from the BWC West CIP were clear and we took that process and starting using it in other business units
much later came the branding of CIP with Six Sigma and LSS - LSS can reduce your costs and help you retain and even gain more customers. LSS prescribes an improvement process known as DMAIC (Define—Measure—Analyze—Improve—Control). For new processes - see DMADV ( Define - Measure - Analyze - Design - Verify ) – see POT, POC, POV
- BWI: Barry Wright BEP - Business Excellence Program
- i Project Mgt#LeanSixSigma-ProcessImprovement,WasteReduction-DMAIC
- i Project Mgt#LeanSixSigma-ProcessImprovement%2CWasteReduction
- https://www.purdue.edu/leansixsigmaonline/blog/dmaic-vs-dmadv/
- PDCA is another approach to CIP
- PDCA refers to a repetitive model that includes four stages – Plan, Do, Check, and Act. It is used to achieve continuous improvement in business process management. The concept was introduced by Dr. Edward Deming in 1950
- PDCA is normally for smaller changes in process or systems in scope - today the MAKER / CHECKER pattern is used for independent verification that proposed changes actually solve a problem without side effects
- CIP overview
- CIP - Continuous Improvement Process - a business operations model focused on continuous improvement on business goals and operating plan was the driver for the best run company I was part of. It was always driving operations excellence while driving improvement in services, operations across all departments ( an integrated version of Agile iterative improvement ). With its focus on metrics, it was always looking to find the right data and improve data quality. With its focus on process integration across departments, clients and vendors it was a prototype for todays blockchain consortiums that re-engineer and optimize business processes across communities and roles. It fit well in the "goals down, plans up" model driving operation change from the operations level. With both corporate strategic and tactical planning cycles driving goals down, it delivered consistently good results.
EOS - enterprise open-source
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- adaptable, automated, auditable, asynchronous
- secure, standards, supportable, serviceable, simple, smart, subscribeable, solid design principles
- cost-effective, configurable, collaborative
- reliable, reusable, recoverable, risk-efficient, resource-efficient, reactive, resilient, replays
- usable, useful
- modular, maintainable, manageable, monitorable, migrateable
NFR Definitions best practices
Solution criticality, usage, risks, threats will drive NFR engineering depth
Architecture Design Concepts for Solution Engineering
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