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  • Performance Measurement is a necessary but insufficient condition to enable change
  • Organisations should measure only what is critical to their stakeholder objectives
  • Process improvement measures should be based on a simple Six Sigma type structure: Categorisation of Causes & Effects and the 80/20 Rule
  • The Six Sigma methodology in its entirety is overly complex and insufficient when enabling improvements in the Service Industry
  • Six Sigma, first and foremost, is a way of thinking, communicating and acting:
    • Think at Cause vs. Living at Effect
    • Building cross-functional positive relationships to better understand, agree and successfully implement end-to-end process improvements
  • In back office operations, improvements should be enabled by the implementation of information systems based preventative controls, which would allow organisations to simultaneously achieve quality improvements, process cost reductions, and compliance objectives such as Sarbanes-Oxley (SOX) with one simple system control solution


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