Editing Business process modeling (section)

=== Business process optimization ===
Hermann J. Schmelzer and Wolfgang Sesselmann point out that the field of improvement of the three methods mentioned by them as examples for process optimization (control and reduction of total cycle time (TCT), [[Kaizen]] and [[Six Sigma]]) are processes: In the case of total cycle time (TCT), it is the business processes (end-to-end processes) and sub-processes, with Kaizen it is the process steps and activity and with Six Sigma it is the sub-processes, process steps and activity.<ref name="SCHMELZER"/> <sup>(Chapter 6.3.1 Total Cycle Time (TCT), KAIZEN and Six Sigma in comparison) ← automatic translation from German</sup>

For the '''total cycle time''' (TCT), Hermann J. Schmelzer and Wolfgang Sesselmann list the following key features:<ref name="SCHMELZER"/> <sup>(Chapter 6.3.2 Total Cycle Time (TCT)) ← automatic translation from German</sup>
* Identify barriers that hinder the process flow
* Eliminate barriers and substitute processes
* Measure the effects of barrier removal
* Comparison of the measured variables with the targets
Consequently, business process modeling for TCT must support adequate documentation of barriers, barrier handling, and measurement.

When examining Kaizen tools, initially, there is no direct connection to business processes or business process modeling. However, Kaizen and business process management can mutually enhance each other. In the realm of business process management, Kaizen's objectives are directly derived from the objectives for business processes and sub-processes. This linkage ensures that Kaizen measures effectively support the overarching business objectives."<ref name="SCHMELZER" /> <sup>(Chapter 6.3.3 KAIZEN) ← automatic translation from German</sup>

Six Sigma is designed to prevent errors and improve the [[Process capability index|process capability]] so that the proportion of process outcomes that meet the requirements is 6σ – or in other words, for every million process outcomes, only 3.4 errors occur. Hermann J. Schmelzer and Wolfgang Sesselmann explain: "Companies often encounter considerable resistance at a level of 4σ, which makes it necessary to redesign business processes in the sense of business process re-engineering (design for Six Sigma)."<ref name="SCHMELZER" /> <sup>(Chapter 6.3.4 Six Sigma) ← automatic translation from German</sup> For a reproducible measurement of process capability, precise knowledge of the business processes is required and business process modeling is a suitable tool for design for Six Sigma. Six Sigma, therefore, uses business process modeling according to [[SIPOC]] as an essential part of the methodology, and business process modeling using SIPOC has established itself as a standard tool for Six Sigma.