Business Processes


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Vadim Kotelnikov

By: Vadim Kotelnikov


Ten3 Business e-Coach



Author of
Smart & Fast mini-course



Business Process Business Process Creating Customer Value Enterprise-wide Business Process Management (EBPM)

Process-managed Enterprise

Enterprise-wide Business Process Management (EBPM)

8 Principles of EBPM

Cross-functional Management (CFM)

Enterprise Process Management (EPM)

Business Process Thinking

Milestone-based Thinking

Business Process Thinking Check List: 13 Questions

Process Innovation

Using Best Practice: The Trotter Scorecard

Extended Enterprise

Virtual Integration


IT/Business Alignment: The 4 Phases

Continuous Improvement Firm (CIF)

Efficiency Improvement

10 Commandments of Improvement

Japanese-style Suggestion System

Productivity Improvement


Kaizen Mindset

Kaizen Strategy: 7 Conditions for Successful Implementation

Quick and Easy Kaizen



Lean Production

7 Principles of Toyota Production System (TPS)

The Toyota Way: 14 Principles

Toyota's 10 Management Principles

13 Tips for Transitioning Your Company To a Lean Enterprise

5 Elements of Enabling a Lean Approach

10 Kaikaku Commandments

Just-in-Time (JIT)

Quality Management

Total Quality Management (TQM)



Deming's 14 Point Plan for Total Quality Management (TQM)

Kaizen and Total Quality Management (TQM)

Six Sigma

Customer's Perspective of Quality

STRIDES a Model for Solving Complex Problems

Corporate Leader

Management Function vs. Process Focus

Business Architect

Creating Customer Value

Value Chain Management

Supply Chain Management

Case Studies

Lean Manufacturing: Toyota Production System (TPS)

Canon Production System (CPS)

Six Sigma and Quality Revolution at GE (USA)

Lean Manufacturing at Gold Seal Engineering Ltd. (India)

Lean Manufacturing at Three Small- and Medium-sized Firms (USA)


Process Defined

Process is "an organized group of related activities that together create a result of value to customers."1

Each word in this definition is important:

  • A process is a group of activities, not just one. Value is created not by single activities, but by the entire process in which all these tasks merge in a systematic way for a clear purpose.

  • Activities are related and organized. They present a stream of relevant, interconnected activities that must be performed in sequence the right things in the right way to produce the desired outcome.

  • All the activities in the process work together toward a common goal. "People performing different steps of a process must all be aligned around a single purpose, instead of focusing on their individual tasks in isolation."1

  • Process are not ends in themselves. They have a purpose, they create and deliver  results that customers care about.


"A business process is the complete and dynamically coordinated set of collaborative and transactional activities that deliver value to customers."4

Value Innovation: Yin-Yang Strategies

Business Process (BP): Functional View

"A process is a specific ordering of work activities across time and place, with a beginning, and end, and clearly identified inputs and outputs: a structure for action."3

This definition is easy to apply in the context of the work activities and tasks within a single department or functional group.2 If the employees of different functional groups lack a common purpose and direction, each one will inevitably work at cross-purpose with the others.

Enterprise Business Process (EBP): Systems View

Enterprise business process (EBP) is "the end-to-end (cross-departmental, and often, cross-company) coordination of work activities that create and deliver ultimate value to customers."2

6Ws of Corporate Growth

Cross-functional Management

Cross-functional management (CFM) manages business processes across the traditional boundaries of the functional areas.

CFM relates to coordinating and synergizing the activities of different units for realizing the superordinate cross-functional goals and policy deployment. It is concerned with building a better system for achieving such cross-functional goals as innovation, quality, cost, and delivery... More

Integrating E-business

Business processes must not only incorporate timely company information for improved customer relationship management, supply chain management, and beyond, they must also be kept up-to-date with fast-changing business needs. E-business facilitating these processes is the way most business soon will be transacted. Whether or not you ever plan to sell products or services over the Web, your most important customer or supplier may one day insist upon using Web for all transaction... More



Synergizing Business Processes (Ten3 Mini-course)

Recommended Books:

  1. Agenda, Michael Hammer

  2. Business Process Management (BPM) is a Team Sport: Play it to Win!, Andrew Spanyi

  3. Putting the Enterprise into the Enterprise System, Thomas H. Davenport

  4. Business Process Management: The Third Wave, Howard Smith and Peter Fingar