The growth in organizations adopting business process modeling techniques has grown considerably in recent years as business managers, process architects and process analysts seek to better understand, streamline and automate their business processes and communicate their needs to across the enterprise. Every day, kayzed helps organizations worldwide improve their core, operational business processes. Our leading, innovative solutions coupled with our modeling and collaboration platform enable organizations to capture, analyze, publish and improve their current business processes, and as a result increase levels efficiency and quality of service. With a profound reputation for delivering Business Process Modeling, we offer a highly effective
Business Process Modelling is a method for improving organizational efficiency and quality. Its beginnings were in capital/profit-led business, but the methodology is applicable to any organized activity. The increasing transparency and accountability of all organizations, including public service and government, together with the modern complexity, penetration and importance of ITC (information and communications technology), for even very small organizations nowadays, has tended to heighten demand for process improvement everywhere
Business Process Modelling is a business transformation technique. This provides fast growing businesses and public sector organizations with the ability to better organize their business and IT systems. Large enterprises can make huge savings and improve efficiency by having bottlenecks identified. The ideal organization for the Business Process Modelling service is one that needs to roll out consistent processes. Another consideration is a focus on product quality or on quality of service delivery, where Business Process Modelling output helps improve the bottom line for businesses, or efficiency for public sector organizations What is it? The business process model shows in diagrammatic form all of the processes under consideration. It shows the trigger that initiates the process; the sequence of steps to complete the process; which business units/teams are responsible; handoffs between teams; business rules.
A typical process model will have several levels of detail with the highest level showing, for example, the lifecycle of a customer from the point of becoming a customer through to the point their relationship ends. The detail processes will show specific interactions or transactions the customer has with the business. It can be used to represent the current state of the business (i.e. 'As is') or the target state (i.e. 'To Be'). There are many different forms for representing the business process but they tend to convey the same information, just with different representations. Some well-known approaches include UML (Unified Modelling Language) use of 'swim lanes' or activity diagrams; Business Process Modelling Notation (BPMN); and IDEF0 .
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Total Quality Management features centrally the customer-supplier interfaces, (external and internal customers and suppliers). A number of processes sit at each interface. Central also is an organizational commitment to quality, and the importance of communicating this quality commitment, together with the acknowledgement that the right organizational culture is essential for effective Total Quality Management....
Kaizen is a very significant concept within quality management and deserves specific explanation: Kaizen (usually pronounced 'kyzan' or 'kyzen' in the western world) is a Japanese word, commonly translated to mean 'continuous improvement'. Kaizen is a core principle of quality management generally, and specifically within the methods of Total Quality Management and 'Lean Manufacturing'. Originally developed and applied by Japanese industry and manufacturing in the 1950s and 60s, Kaizen continues to be a successful philosophical and practical aspect of some of the best known Japanese corporations, and has for many years since been interpreted and adopted by 'western' organizations all over the world. Kaizen is a way of thinking, working and behaving, embedded in the philosophy and values of the organization. Kaizen should be 'lived' rather than imposed or tolerated, at all levels. The aims of a Kaizen organization are typically defined as: " To be profitable, stable, sustainable and innovative. " To eliminate waste of time, money, materials, resources and effort and increase productivity. " To make incremental improvements to systems, processes and activities before problems arise rather than correcting them after the event. " To create a harmonious and dynamic organization where every employee participates and is valued.
Six Sigma is now according to many business development and quality improvement experts, the most popular management methodology in history. Six Sigma is certainly a very big industry in its own right, and Six Sigma is now an enormous 'brand' in the world of corporate development.
'Quality Tools' refers to tools and techniques used in support of Kaizen and other quality improvement or quality management programmes and philosophies. Based mainly on statistical and manufacturing process tools, Quality Tools are used at all levels of an organization - typically in 'quality circles' or Kaizen work teams to analyse and review activities and uncover inefficiencies.
Business Process Improvement
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We provide leadership, facilitation and support in managing business improvement projects. Whether it’s large organizational improvements, focused analysis, or a specific issue, you receive the appropriate, cost-effective assistance.