ABSTRACT
The interest in Lean in the United States was initiated by the 1990 publication of The Machine That Changed the World: The Story of Lean Production, by Jim Womack, Dan Jones, and Daniel Roos. Leaving Lean and process maturity for a moment, let’s consider an alternative approach—business process management (BPM). BPM has always been a part of process change initiatives, of course, but it has received much greater attention. The chapter provides an overview of the approach that some leading BPM process practitioners take when defining the processes in an organization. It shows how an organization can be conceptualized, from the top down, in terms of value chains, stakeholders, and value streams. Different organizations use different approaches, but one common approach is a scorecard system that monitors a mix of measures to ensure that an organization is serving all of its key stakeholders.
