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Better Business Process Optimization

By: C. Richard Panico
Posted: October 24, 2006, from the October 2006 issue of GCI Magazine.

page 4 of 4

Process change control is another key that ensures continued alignment with an organization’s strategic goals. As documented in the Certified Six Sigma Black Belt Primer (2002), a classical model for managing the change process has three phases: unfreezing, movement and refreezing. Once a process change is identified and ready for deployment, the “unfreezing” of existing behavior patterns must be addressed. Typically, most work groups are resistant to change, and this must be dealt with. People or practices must then be moved to the process change either through training or technology. When process resources have acquired the necessary skills and technology is in place, the process is then “refrozen” to ensure the process or department is aligned for organizational effectiveness.

Organizations are able to achieve sustainable and effective process improvement by combining project management best practices with certain Six Sigma methodologies. The ability to combine these proven methodologies provides the structure and discipline required to identify process improvement opportunities, develop sustainable solutions and lead the organization through the strategic change process. Use of these integrated techniques allows business processes to be efficient, agile and to meet the organization’s customer demands—ultimately allowing the company to achieve a level of competitive advantage in the marketplace.


C. Richard Panico gratefully acknowledges the co-authoring of this article by his colleagues Larry Meyer, PMP, CSSBB, manager, project planning and execution at IPM; and Tony Scrima, MBA, PMP, senior project manager at IPM.