However, process improvement is an extensive system where the middle and finishing steps are as important as the initial one. So, here stress will be provided on the middle stage that will carry forward the good work that an organization performed at the initial stage of process improvement.

1. Process Redesign

The Process Redesign method was developed in the early 1980s by H. James Harrington. The main purpose of this method is removing the waste of current business process and streamlining the necessary activities. Once the streamlining is done, then it uses the IT infrastructure to maintain the regularity of activities involved. Process redesign is effective for cost controlling, reducing the time for product development cycle and quality improvement. There are generally five different phases that constitute the overall process redesign The Process Redesign methodology consists of five phases, namely:

• Planning (Organizing for Improvement)
• Analyzing (Understanding the Process)
• Streamlining the Process
• Implementation (Measurements and Controls)
• Continuous Improvement

2. Goal-Question-Metric (GQM)

GQM (Goal-Question-Metric) was initiated and promoted by Victor Basili of the University of Maryland. It targets the software metrics that an organization uses to monitor and control its overall production. GQM is absolutely essential for keeping a track over the production measurement of an organization.

In order to deliver the desired results, GQM takes into account three different levels of production, namely:

• Conceptual level (goal): Defining goal for an object depends on various factors, reasons and quality variants for different models. The difference in production environment may also have important roles to play in defining the goal.
• Operational level (question): In this stage, GQM focuses on a series of queries to define study models, especially the objects that are supposed to be studied. In the course of finding the right answers, it, then assesses the object and attempt achieving the goal.
• Quantitative level (metric): GQM, in the final stage, helps with developing a set of model based metrics that can be associated with each question that helps in defining the goal. Finally, the metrics help with answering the questions in a measurable way.

3. HoshinKanri

Hoshinkanri, a Japanese term that means management compass, is a methodology created to encapsulate strategic achievements and traits of futuristic goal in one place. The encompassing attribute of the term is realized better as it also takes into account the possibilities of materializing the goals into reality.

There are other terms that are also used for referring Hoshimkanri, such as, policy deployment, hoshin planning, or simply hoshin (as in “FY12 Hoshin”). For the first time in the 1950s, this method received popularity in Japan under the supervision of Professor Kaoru Ishikawa, who elaborated it as, – “Each person is the expert in his or her own job, and Japanese TQC (Total Quality Control) is designed to use the collective thinking power of all employees to make their organization the best in its field.” Many consider this saying as the core principle of Hoshinkanri.

Professor Ishikawa, in his book, What Is Total Quality Control, has future reflected: “Top managers and middle managers must be bold enough to delegate as much authority as possible. That is the way to establish respect for humanity as your management philosophy. It is a management system in which all employees participate, from the top down and from the bottom up, and humanity is fully respected.” After Professor Ishikawa several other scholar have adapted the concept. Dr. YojiAkao is one of the most renowned figures of them all. He has successfully fused Hoshinkanri with a Shewhart cycle (Plan-Do-Check-Act) for goal creation, choosing the points of control and linking daily objectives with the overall strategy of an organization. The output is aimed at keeping daily controls and performance measures in a single place.

Hoshinkanri, as a leading management methodology, is intended complement an organization in the following ways:

• Focusing on shared objectives
• Providing the details of the goal to all leaders
• Involving all leaders in the objective to attain the goal
• Holding participants responsible in case the goal is not achieved

4. Capability Maturity Model Integration/Capability Maturity Model

One of the most effective process improvement approach is Capability Maturity Model Integration (CMMI). Thus system is widely popular for process improvement not only for a particular project or a division in an organization but functionality of the entire organization can be brought under its purview. According to the level of maturity, processes are various, such as – Initial, Repeatable, Defined, Quantitatively Managed, Optimizing. Currently, maturity of each of these stages is supported under CMMI Version 1.3. The U.S. Patent and Trademark Office by Carnegie Mellon University has takes CMMI within its scope.

CMMI MODEL FRAMEWORK

The process areas for functioning may vary, depending on the main CMMI areas of interest. The term ‘Process areas’ refers the domains that functioning of an organization will cover. In the following table, you will find the list of core process areas that are of much interest for the CMMI professionals: