Posted by: Adam Deane | 16/01/2012

BPM: Catch 22

BPM Catch 22Yossarian: We need the process improved.

Doc: There’s nothing wrong with it.

Yossarian: Do me a favor Doc, look at it once, will you?

Doc: Yossarian, the process is OK.

Yossarian: Please, don’t say that. We need it improved.

Doc: Don’t start that again.

Yossarian: Start what?

Doc: You can only improve a process that can be improved.

Yossarian: How do I know if it can be improved?

Doc: You can’t

Yossarian: I can’t?

Doc: Only after improving a process, can you know for certain that it could have been improved.

Yossarian: What about simulation? I could use simulation.

Doc: Simulation is useless unless you know what you’re looking for.

Yossarian: What am I looking for?

Doc: A process to improve.

Yossarian: That’s all I gotta do?

Doc: Yes.

Yossarian: And then you I can improve it?

Doc: No. Then you cannot improve it.

Yossarian: Why not?

Doc: There’s a catch.

Yossarian: A catch?

Doc: You can’t improve a process that can’t be improved.

Yossarian: Let me see if I got this straight. In order to improve a process, it’s got to need improving, and I can’t know it needs improving, unless I improve it.

Doc: You’ve got it! That’s the catch.

Yossarian: That’s some catch, that catch.

Doc: It’s the best there is!


Responses

  1. :) Like the way you put it. In most cases process improvement programs come with key drivers – like cost reduction, reduce cycle time, enhance notifications etc.
    An ambition to just “improve” something never works – because you can’t measure it.


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