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Overview of BPS Work Systems and the DMAIC Model. October 21, 2008. Presented by: Robert Seemer, President & COO. www.etsfl.com. Work Systems. BPS has 5 Work Systems: Student Learning and Progression (Core) Leadership & Governance Community & Partner Engagement

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Overview of BPS Work Systems and the DMAIC Model

October 21, 2008

Presented by:

Robert Seemer, President & COO


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Work Systems

BPS has 5 Work Systems:

  • Student Learning and Progression (Core)

  • Leadership & Governance

  • Community & Partner Engagement

  • Workforce & Volunteer Engagement

  • Support



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Work Systems

Why is “Student Learning and Progression” the “Core” process?

  • It is central to BPS’ purpose, or mission.

  • It represents an organizational flow; the conversion of an unknown opportunity into a successful student, eventually ready for life.

  • Its success is measured by KPIs.

  • The bulk of BPS’ resources are dedicated to this macro process.

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Work Systems

Do you see the flow?

The Conversion Process

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Work Systems

  • All must be measured.

  • All must be improved and refined using a systematic method: DMAIC.

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  • An analytical method.

  • A communication tool.

  • Logically connects an opportunity with a solution through the use of facts.

  • Demonstrates your understanding of an issue.

  • Provides a convincing argument for resource allocation.

  • DMAIC Lite was designed to restructure your thought process.

  • DMAIC “For Real” will become a way of life as each process evolves to the “refined” status.

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Common weaknesses in DMAIC applications:


  • Poor or no linkage to KPIs or strategy.

  • A concise, measurable theme is not developed.


  • The theme is not stratified into problems.

  • A single, measurable problem is not selected. Incorrectly, many problems, or even the theme, are the focus.

  • A problem statement is not provided that states what, when, the gap, and the pain.


  • Root causes of the single problem (from the Measure step) are not listed. Incorrectly, the same list of problems is re-stated.

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7. Root causes are not verified in any way. Incorrectly, they are supposed to be real because of team member experience.


8. There is poor linkage between the root causes and the countermeasures. Incorrectly, a shotgun approach is typical.


9. There is no “before” and “after” comparison for root causes, the problem, and the theme measure.

10. There is no mention of how the gains will be sustained.

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  • Consider these 10 common issues as you review each of the following presenters.

  • Review your own DMAIC Storyboards and address any of these weaknesses.

  • Commit yourself to become an advocate of the DMAIC model.


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Robert H. Seemer, President & COO

Electronic Training Solutions, Inc. (ets)

501 Delannoy Avenue

Cocoa, FL 32922

Phone: (321) 636-2212

Fax: (321) 636-2217

[email protected]


ets Contact Information