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Explicit Knowledge is Procedural, systematic and is out of the practices that are followed. The other is Tacit Knowledge, which is difficult to articulate and which are the outcome of individual's direct experience towards a situation along with his intellectual capability. Knowledge management involves the capture of organization's information and experience so that it becomes part of the organization's know-how and expertise, which can be pooled, disseminated and used by the skilled staff in doing and winning profitable business. The advancement in the field of computers and its applications gave a momentum to Knowledge management where Organizations started realizing it as a competitive advantage. Marvin Wurtzel is a Faculty Member of BPMInstitute.org, Certified Business Process Management Professional and the Principal Consultant of Marvin M. Total votes: 0Creating a Customer focused – Process Enabled Enterprise requires a business process framework, established enterprise architecture, creating "real-time" business intelligence, and a link between continuous improvement projects and key business processes. Business Process Management builds the framework to create strategic alignment, measure business processes using metrics aligned with business goals, and identify performance gaps that have a major impact on the customer experience and on achieving desired business results.
Business Process Management is an enterprise-wide, structured approach to providing the products and services your customer’s value most.
Business Process Management transforms reactive organizations into innovative leaders - with the speed and agility to anticipate change before the market demands change. It is little wonder that many Six Sigma practitioners complain of the difficulty in identifying the best opportunities to apply Six Sigma techniques, and of the fact that there are frequently overlapping and redundant Six Sigma projects.
Business Process Management is the methodology that links improvement and process design efforts directly to the management system and to organizational strategy.
Business Process Management includes a set of tools to document, measure, monitor, and control processes.
Six Sigma provides a set of tools to make and sustain dramatic improvements to business processes. Organizations are undergoing major transformations – to shift to digital business, become more customer-centric, and keep pace with regulatory changes. Download this whitepaper to see how you can reduce the complexity of your process models to increase participant understanding and ensure consistent, optimal execution.
BPMInstitute.org provides training courses online and in person for individuals and groups.


Organizations today are bound to face immense competition from the market players both domestic and global. It can be easily articulated, captured, recorded and distributed as procedures in different formats. These are not shared through formal procedures but by informal ways like storytelling, conversations and shared experience. Thus, Knowledge management caters to the critical issues of organizational adaptation, survival, and competence in face of increasingly discontinuous environmental change. And now, Knowledge Management is considered to be beyond the Data Warehouses and Data Marts.
Wurtzel & Associates, Inc., a consulting and training firm that specializes in quality, process and productivity improvement.
Most businesses need to evolve from a bottoms-up Six Sigma (DMAIC) approach, to a strategic framework that will set the foundation for growth, accountability, and performance management. Six Sigma will implement the methodology to prioritize the critical projects and close the gaps. By understanding the key business processes your company uses to meet these needs, the gap between customer expectations and your ability to perform begins to emerge. This is clearly articulated in the book The Six Sigma Way, which is arguably one of the most articulate texts on Six Sigma.
Many Six Sigma programs only generate "pockets of excellence." Typical Six Sigma - DMAIC and DMADV - projects by themselves will not create sustainable organizational change.
It allows organizations to complete a difficult transformation to one in which the entire organization is continuously focused on ensuring the customers' needs for effective process performance and the business' need for efficiency and profitability. It establishes ongoing accountability for managing entire cross-functional processes to satisfy customer Critical to Quality (CTQ's) and process goals, and explicitly ties the results of the Key Process Indicators (Y's) to the strategy of the organization.
When Business Process Management and Six Sigma are used together they provide the basis for improved performance and growth, as well as a truly Customer Focus enterprise.
The twin effect of Globalization and the growth of Information Technology (especially Internet) have really put them in a situation to manage their resources effectively to serve their customers in a better way.
Organizations adapt various methods that reflects the Explicit knowledge gained out of past experiences and learning.


It is not only the application of those technologies like OLTP, Data Mining and OLAP but beyond which speaks on collaboration, Expertise Location, Learning and Business Intelligence etc. Processes that are inefficient or ineffective in delivering what customers require are clearly identified and targeted for improvement. Yet, Six Sigma is frequently implemented in a traditional, departmental paradigm without much reliance on business process thinking. By structuring the entire improvement initiative according to business processes there would be fewer overlapping initiatives and more cross-departmental collaboration.
With the state of art technology in Information Systems like Expert Systems, Artificial Intelligence Organizations can really pool out the Knowledge base existing in the organization (Internally and Externally) in order to make the quick response to the demand and the change. As the entire organization begins to measure performance in terms of critical, customer-driven requirements, employees no longer think of themselves as functional managers responsible for functional outputs. Because this would create a big picture view, leadership could decide, based on the size of the performance gap to deploy the Six Sigma methodology and its rigor for the application of measurements, statistical analysis and the disciplined approach to resolving the problems.
Instead, they see their roles in the context of a greater, more important goal - satisfying and creating loyal customers. As process thinkers, they consider the potential impact of their actions and decisions upstream and downstream and ultimately on the company's ability to deliver what it promises its customers. Additional Black Belts and Green Belts are trained in each of these departments and then the race is on to identify areas where Six Sigma can be deployed to realize cost savings using the traditional DMAIC (define, measure, analyze, improve, control) methodology. What's even worse is that in many firms, one of the key measures of Six Sigma program success is the number of projects completed.
That's reminiscent of the old Human Resources paradigm where the number of participants trained assesses the success of a training program.



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