Independence Award
- First Rank - Second Rank - Third Rank
Labour Award
- First Rank - Second Rank -Third Rank
National Award
- Study on food stuff for animal(2005)
- Study on rice breeding for export and domestic consumption(2005)
VIFOTEC Award
- Hybrid Maize by Single Cross V2002 (2003)
- Tomato Grafting to Manage Ralstonia Disease(2005)
- Cassava variety KM140(2010)
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What does process improvement look like for CGIAR crop breeding programs?
Thursday, 2025/03/13 | 08:10:57
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CGIAR Feb 17 2025
A review of Accelerated Breeding’s ReOganize Work Packages achievements, 2022-2024
By Sarah Hearne, Chief Scientist and Innovation Officer, CIMMYT, and former Lead of Accelerated Breeding’s ReOrganize Work Package
In agricultural science, success isn’t solely determined by technical prowess—it’s also reliant on effective organizational processes and strategies. Through ReOrganize, a Work Package of CGIAR Accelerated Breeding, process management working groups delved into how breeders do things. They didn’t focus on the technical intricacies but on the organization of breeding itself, monitoring of performance of breeding and the empowerment of CGIAR breeders and scientists in their mission to deliver the crop varieties that the world urgently needs. ReOrganize did this by leveraging business process management tools to do so.
Process management in crop breeding
No matter how groundbreaking scientific advancements may be, crop breeding, like any other process, lacks efficiency without a robust structure and streamlined processes. Accelerated Breeding recognizes the need for a common understanding of processes and terms across CGIAR Centers, breeding programs and partners, including National Agricultural Research and Extension Systems (NARES), and funders.
Accelerated Breeding’s Work Package ReOrganize used techniques drawing from the industry sector, such as SIPOCs (for Supplier, Input, Process, Output, Customer) to document which breeding activities are covered by cohesive groups of processes. SIPOCs detail the interdependencies, interactions, and handovers between these groups, enabling a clearer understanding of responsibilities and linkages. Ultimately, this contributes to guiding breeding programs towards more efficient and optimized operations, to deliver faster, better and at lower cost.
In 2023, Breeding Resources Initiative launched three Process Teams – Lab Services, Trialling & Nursery, and Breeding Analytics – tasked to develop SIPOCs for their group of processes. A fourth team, Product Development, was established by Accelerated Breeding.
For each SIPOCs, a unified stage-plan has been developed. A stage-plan serves as a roadmap, elucidating inputs, outputs, and handover points between processes. Stage-gates, enabling users to move from one stage of the stage-plan to another, is also ready.
To better understand how these elements articulate, let’s take an analogy.
In a garage, there are distinct groups of services that can be performed by specialized mechanics, such as tire replacement, car body repair, or brake maintenance. These groups of services all require a set of processes – which can be described by a SIPOC.
Now, let’s take a specific group, like tire replacement. Changing a tire is a process that involves multiple steps, such as lifting your car with a jack, removing the nuts, and eventually replacing the tire. These steps represent the different stages of a stage-plan.
Next, the challenge lies in determining when and how to move from one step to another, such as knowing when it’s safe to lift the car with the jack once it’s positioned on the tool. And, when the vehicle is elevated, how can you be certain that it’s secure and convenient to begin removing the nuts?
This is where a stage-gate comes into play; it provides a checklist, or gates, that separate stages and determine whether a product or knowledge is ready to progress from one stage to another. These gates ensure transparency and informed decision-making, making it easier to document who made the decision, based on which factors.
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