Business Process Improvement

Six Sigma
"How will your organization achieve process excellence?"

Business Process Reengineering (BPR) and Business Process Management (BPM) are management models that analyze and redesign the workflow within and between enterprises. While both terms share similar meanings, BPR can be thought of as an initial step towards achieving process excellence, while BPM is the ongoing application of continuous improvement concepts to increase a process’s performance. Both models are required for true process excellence which results in cost reductions and productivity gains.

The Six Sigma experts at NexGen Advisors were trained by Mikel J. Harry, Ph.D, President and COB of the Six Sigma Management Institute. Dr. Harry is widely recognized as the principal architect of Six Sigma and the world’s leading authority within this field, and NexGen strictly applies his methodology. Together with NexGen, your organization can achieve process excellence and implement a continuous improvement program to continually monitor, control and optimize your company’s operations.

BPR emerged in 1990 through the work of Michael Hammer and others 1. A critical condition for BPR’s success is for organizations to look at their processes from a “clean slate” perspective, and design these processes from scratch to satisfy the needs of the business while minimizing the amount of non-value added work 2. BPR was heavily adopted by companies, and by 1993, 65% of the Fortune 500 companies claimed to have process reengineering efforts planned or initiated. Whereas BPR focuses on substantial one-time changes to business processes, BPM calls for continuous analysis, measurement and improvement as a means to achieving process excellence.

Industry statistics state that there is approximately 25% waste (as a percent of revenue) within business processes 3. Reducing this waste is the key mechanism through which NexGen Advisors can help your organization achieve process excellence, by utilizing Six Sigma methodology and process mapping to identify high risk areas where more detailed analysis is performed. The analysis helps your organization to understand root cause issues and allows for long-lasting improvements to be made. NexGen Advisors will also help your organization to benchmark its processes against best-in-class competitors, both internal and external, identify performance gaps, learn best practices, and implement efficiency-driving changes within your organization.


1 In 1990, Thomas H. Davenport and J. Short published an article in the Sloan Management Review that was consistent with Hammer’s work.
2 Hammer, Michael (1990), Reengineering Work: Don’t automate, obliterate, Harvard Business Review, Jul/Aug 1990, pp 104-112.
3 Six Continuous Improvement: A Breakthrough Strategy, Quality Progress, May 1998.