Relationships Among Business Systems and Processes: A Comprehensive Guide for Six Sigma Black Belt Exams

Relationships Among Business Systems and Processes

Why This Topic Is Important

Understanding the relationships among business systems and processes is critical for Six Sigma Black Belt professionals because it enables you to:

• Map organizational interdependencies and identify how process improvements in one area affect others
• Implement holistic improvement strategies that consider the entire value chain
• Avoid unintended consequences when optimizing isolated processes
• Align process improvements with organizational strategy and business objectives
• Ensure sustainable improvements by understanding system dynamics
• Enhance cross-functional collaboration and communication

What Are Relationships Among Business Systems and Processes?

Business systems and processes refer to the interconnected networks of activities, decisions, and resource flows that enable organizations to function. Relationships among these systems describe how:

• Processes depend on one another – output from one process becomes input to another
• Systems interact – changes in one system ripple through connected systems
• Data and information flows – across departments and functional areas
• Resources are allocated – shared among multiple processes and systems
• Performance metrics interconnect – improvements in one area may affect metrics in another

Key Examples of Business Systems Include:

• Financial systems (accounting, budgeting, billing)
• Human Resources systems (recruitment, payroll, performance management)
• Supply Chain systems (procurement, inventory, logistics)
• Production/Operations systems (manufacturing, service delivery)
• Customer Relationship Management (CRM) systems
• Quality Management systems
• Information Technology systems

How These Relationships Work

1. Process-to-Process Relationships

Processes are linked through input-output dependencies:

• Sequential relationships: Process B cannot start until Process A completes and delivers its output
• Parallel relationships: Multiple processes run simultaneously with occasional handoffs
• Conditional relationships: Process execution depends on the outcome or quality of another process

Example: In a manufacturing environment, the sales process depends on production capacity information from the production system. The production system depends on procurement to deliver raw materials. Quality inspection depends on production output.

2. System-to-System Interactions

Larger business systems interact through multiple touchpoints:

• Supply Chain System ↔ Financial System (cost tracking, payment processing)
• HR System ↔ Production System (workforce scheduling, capacity planning)
• CRM System ↔ Operations System (order fulfillment, delivery tracking)
• Quality System ↔ All other systems (compliance, standards enforcement)

3. Information and Data Flows

Systems depend on accurate, timely information:

• Customer data flows from CRM → Operations → Finance
• Production schedules flow from Operations → Finance → HR
• Quality metrics flow from Quality System → All departments
• Financial performance flows from Finance → Strategy → Operations

4. Resource Dependencies

Processes compete for shared resources:

• Budget allocation across departments
• Equipment utilization schedules
• Skilled personnel availability
• IT infrastructure and system capacity

5. Performance Metric Connections

Optimizing one metric may negatively impact another:

• Reducing cycle time might increase defects if not managed carefully
• Increasing output might strain quality control or HR systems
• Cost reduction in procurement might affect product quality
• Faster delivery might require higher inventory levels

Framework for Understanding Relationships: The SIPOC Model Extended

The standard SIPOC model can be extended to show relationships:

• Suppliers: Who provides inputs to your process or system?
• Inputs: What does your process require from other systems?
• Process: What is your core activity?
• Outputs: What does your process produce for other systems?
• Customers: Who depends on your outputs?
• Relationships: How do changes in this process affect upstream/downstream systems?

Mapping Process Relationships: Key Techniques

1. Process Flow Mapping

Create visual representations showing how processes connect, including:

• Sequential steps with handoff points
• Decision gates and conditional paths
• Parallel processes and integration points
• External system interfaces

2. Cross-Functional Process Maps

Show which departments/functions are involved in each step and identify:

• Functional silos and their impact
• Rework loops and failure points
• Redundancy in different systems
• Opportunities for better integration

3. Dependency Diagrams

Create network maps showing:

• Which systems must complete before others start
• Critical path through multiple systems
• Potential bottlenecks and constraints
• Feedback loops and reinforcing cycles

4. Data Flow Diagrams (DFD)

Map information movement between systems:

• Where data originates
• How it flows through the organization
• Where it's stored (databases, files)
• Points of data integration or consolidation

Common Problems When Relationships Are Not Understood

• Silo mentality: Departments optimize locally without considering system-wide impact
• Unintended consequences: Improvements in one process create problems elsewhere
• Information delays: Lack of real-time data flow causes poor decisions
• Resource conflicts: Competing processes strain shared resources without coordination
• Quality issues: Poor handoffs between processes cause defects and rework
• Customer dissatisfaction: Disconnected systems fail to provide seamless customer experience

How to Answer Exam Questions on Business Systems and Process Relationships

Question Type 1: Identifying Process Dependencies

Question Example: "Which of the following best describes the relationship between the procurement process and the production scheduling process?"

How to Approach:

• Think about what inputs one process needs from another
• Consider the sequence – which must happen first?
• Identify constraints – what limits the downstream process?
• Look for feedback loops – how does output inform the other process?
• Answer approach: "Procurement provides materials as input to production scheduling, which depends on accurate material availability information. Production scheduling, in turn, provides demand forecasts to procurement."

Question Type 2: Impact Analysis Questions

Question Example: "A Six Sigma improvement reduces order processing time by 50%. Which system would MOST LIKELY experience unintended consequences?"

How to Approach:

• Trace the output of the improved process through downstream systems
• Consider resource capacity in connected systems
• Think about information or data requirements of other processes
• Identify where your system's output becomes another system's input
• Answer approach: Work backward – faster orders might overload production scheduling or create inventory issues if not coordinated. The IT system handling order data might need more processing capacity.

Question Type 3: Cross-Functional Relationship Questions

Question Example: "Why is it important for the quality system to have visibility across procurement, production, and delivery processes?"

How to Approach:

• Consider where quality issues originate (suppliers, production, handling)
• Think about feedback loops needed for improvement
• Recognize that quality depends on all upstream processes
• Understand that quality affects customer satisfaction and downstream processes
• Answer approach: "Quality issues can originate in any system. Without visibility across all processes, the quality system cannot identify root causes, track metrics accurately, or implement preventive controls. Poor supplier quality affects production, and damaged products in transit affect customer satisfaction."

Question Type 4: System Integration Questions

Question Example: "Your DMAIC project improves manufacturing cycle time. Which business systems must be updated to maintain system-wide effectiveness?"

How to Approach:

• Map the improved process outputs to dependent systems
• Consider data/information changes needed
• Think about resource and scheduling implications
• Identify reporting and performance metrics that change
• Answer approach: "The improved cycle time requires updating: Production scheduling systems (adjust batch sizes), Financial systems (revise cost allocations based on new cycle time), HR systems (workforce scheduling may change), CRM systems (delivery promises), and Quality systems (adjust inspection timing and sample sizes)."

Question Type 5: Constraint and Bottleneck Questions

Question Example: "After improving the order entry process, orders are being generated 40% faster, but fulfillment time hasn't improved. What is the likely issue?"

How to Approach:

• Recognize the constraint theory – improving one process just moves the bottleneck
• Look for downstream limitations
• Consider resource constraints in dependent processes
• Answer approach: "The improvement revealed the true constraint is in the fulfillment process (production, picking, packing, or shipping), not order entry. Resources in fulfillment are now the limiting factor. Overall improvement requires addressing the fulfillment constraint."

Exam Tips: Answering Questions on Relationships Among Business Systems and Processes

Tip 1: Use Systems Thinking

• Never evaluate a process in isolation
• Always ask: "What upstream systems feed this process?" and "What downstream systems depend on this process?"
• Look for feedback loops and reinforcing cycles
• Consider both intended and unintended consequences

Tip 2: Create Mental Maps

• When reading a scenario, quickly sketch the major systems and their connections
• Mark input-output relationships with arrows
• Identify shared resources or constraints
• This visual thinking helps you see relationships clearly

Tip 3: Apply the Ripple Effect Principle

• Improvements always create ripples through connected systems
• When answering impact questions, trace the ripple: Original process → Immediate downstream process → Next level downstream → Final customer impact
• Example: Faster production → Smaller batches needed → Different equipment setup → Different labor scheduling → Inventory changes → Financial impact

Tip 4: Remember the Theory of Constraints

• Every system has constraints and bottlenecks
• Improving a non-constraint process doesn't improve system output
• When a scenario shows improvements in one area without system-wide impact, the constraint has likely moved
• Look for answers mentioning "the constraint has shifted" or "the bottleneck is now in..."

Tip 5: Focus on Data and Information Flow

• Modern business systems increasingly depend on information integration
• When processes don't connect well, it's often an information/data issue
• Look for answers mentioning: data synchronization, real-time visibility, integrated systems, or shared databases
• Consider IT system dependencies alongside operational ones

Tip 6: Identify Handoff Points

• Handoffs between systems/departments are high-risk areas
• When asked about problems or improvement opportunities, consider handoff quality
• Look for answers mentioning: communication, clarity of specifications, timely delivery, quality of handoff, or integration points

Tip 7: Consider the Customer Perspective

• All internal system relationships ultimately must support customer value
• When evaluating relationships, ask: "How does this affect the customer experience?"
• Answers mentioning end-to-end customer view, seamless experience, or integrated solutions are often correct

Tip 8: Watch for Optimization Traps

• Local optimization (improving one process) can harm system performance
• Answers emphasizing local only improvements are usually wrong
• Look for answers that mention: "must consider downstream impact," "coordinate with related processes," or "align with overall strategy"

Tip 9: Know Key Business System Relationships

Common relationships to memorize:

• Sales ↔ Operations: Sales forecasts drive production planning
• Procurement ↔ Production: Material availability constrains scheduling
• Quality ↔ All Systems: Quality requirements flow into all processes
• HR ↔ Operations: Workforce availability affects capacity
• Finance ↔ All Systems: Budget constraints affect all processes
• IT ↔ All Systems: System reliability affects all processes

Tip 10: Practice with Real Scenarios

• Work through case studies showing system-wide improvements
• Practice tracing impact across multiple systems
• Study real examples of unintended consequences from process changes
• Develop comfort identifying where constraints will shift after improvements

Sample Exam Questions and Answers

Question 1: "A manufacturing company improves its production scheduling process, reducing scheduling time by 60%. However, six months later, the company notices increased inventory levels and higher carrying costs. What is the most likely explanation?"

Correct Answer: The improvement in scheduling revealed a constraint in another part of the system. The faster scheduling now produces work orders faster than the production system can execute them, causing inventory to accumulate. This demonstrates that improving a non-constraint process shifts the constraint elsewhere.

Why this works: It applies systems thinking and the Theory of Constraints, recognizing that process relationships mean improvements have cascading effects.

Question 2: "Which of the following is the BEST approach to ensure a Six Sigma project in the order-to-cash process doesn't create negative impacts in related systems?"

A) Complete the project independently and document results
B) Map process relationships and conduct impact analysis on dependent systems
C) Focus only on reducing cycle time
D) Improve metrics within your department only

Correct Answer: B – This directly addresses understanding relationships among systems and includes impact analysis before implementation.

Question 3: "A supplier quality improvement project reduces incoming defects by 70%. The company later discovers that quality inspectors now have excess capacity and are being reassigned. How does this illustrate system relationships?"

Correct Answer: The supplier quality improvement is upstream in the supply chain system. Fewer defects from suppliers reduced the burden on the receiving quality system. This shows how improvements in one system (supplier) affect resource requirements in dependent systems (receiving quality). The company must adjust HR and workforce planning accordingly.

Key Takeaways for Exam Success

• Never evaluate processes in isolation – always consider their relationships with other systems
• Trace inputs and outputs: what does this process depend on? What depends on it?
• Use systems thinking to anticipate ripple effects and unintended consequences
• Remember that local optimization can harm system performance
• Data and information integration are critical for effective system relationships
• The Theory of Constraints explains why improvements in one area don't always improve overall performance
• Focus on end-to-end value delivery to customers, not just individual process metrics
• When answering questions, explicitly identify the systems involved and their interdependencies