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Business Process Management (BPM) The low cost alternative to ... Business Process Management (BPM) The low cost alternative to ... Presentation Transcript

  • Business Process Management (BPM) The low cost alternative to leverage your SSA Baan investment
  • Agenda
    • Total Process Management for SSA Baan/non-Baan users
    • Case Study #1: Solar Turbines / Caterpillar
      • Corporate-wide Process Management to bridge Baan users to the rest of the company
      • Merging the ISO work instructions to the graphical business processes
    • Case Study #2: Herman Miller & Fujitsu
      • Extending DEM/BPM processes to the Extranet
      • Bridging DEM/BPM and e-learning assets
      • Leveraging BPM to facilitate Sarbanes-Oxley compliance & certification
    • Case Study #3: Fujitsu, MD Robotics & Comcast Cable
      • Workflow Automation of Baan & non-Baan processes
  • Why Process Management? There are two key reasons why Process Management has now become unavoidable: • Enterprises can no longer rely on the acquired wisdom and informal knowledge of "how things are done around here" — such knowledge is not always available as organizations restructure to maintain a competitive cost-base, and such approaches are typically too slow to adapt to accelerating change pressures from external forces. • As enterprises participate increasingly in e-business and e-commerce activities, their processes become exposed as never before and the need to be explicit in managing these external interactions becomes paramount. Gartner – Strategic Analysis Report “ Examining Process Management Future”
  • Knowledge Management “ The principles of Knowledge Management – that is, the concept of discovering the tacit knowledge within employees’ minds that has proven to be successful, making that knowledge accessible through others throughout the organization, and using advanced technology to accomplish this – will remain a sound and successful business practice” Kanter – Ten Hot IT Issues and what makes them hot
  • Business Knowledge Supply-Chain Modelers
    • Process Owners
    • Process Councils
    • Functional Teams
    • Subject Expert
    Publishers Know . Consumers Process Model Definition Content Assembly & Distribution Know. Leveraging & Team Collaboration
    • Quality Mgrs
    • ISO Sponsors
    • Intranet Admin.
    • Process Docum.
    • Product Docum.
    • End-Users
    • Business Associates
    • Customers
    • Suppliers
    Workflow Executors
  • Baan Users Extranet Users Intranet Users User-Roles Processes Document/Controls C o n s u m e r s DEM / Visio / etc From Knowledge “Isolation” … (1000) (200)
  • Baan Users Extranet Users Intranet Users User-Roles Processes Document/Controls C o n s u m e r s EZ-Process Web-based Integration Framework DEM / Visio / etc (1000) (200) … to Knowledge “Integration”
  • Total Process Management Disciplines 5. Process Certification 6. Process Automation 4. Process Optimization 3. Process Publication 2. Process Documentation 1. Process Definition
  • Extending Enterprise Modeling to Total Process Management
  • Customer Case #1 Solar Turbines / Caterpillar Business Modeling, Corporate-wide Process Mgmt & ISO Certification
  • Case 1: Solar Turbines / Caterpillar Corporate-wide Process Management
    • Customer / Project Profile : Solar Turbines
      • Leading producer of mid-range industrial gas turbines for use in power generation, natural gas compression, and pumping systems.
      • About 7000 employees
      • 30 worldwide locations
      • One of the 50 largest exporters in the USA
      • Baan ERP-5 user
  • Case 1: Solar Turbines / Caterpillar Corporate-wide Process Management
    • Key Business Issues :
      • Desire to leverage DEM asset to facilitate & support ISO certification
      • Lack of integration between DEM and related process documentation, forcing the maintenance of dual-systems
      • DEM native does not provide a true end-user “support interface” including learning components
      • Cannot use DEM to document processes in non-Baan areas (other division and/or external associates)
      • How to extend usage of process flows beyond Baan (i.e. Visio, PPT, Metis, MEGA, ARIS)
  • Case 1: Solar Turbines / Caterpillar Corporate-wide Process Management Power Generation Division Oil & Gaz Division ? DEM X
  • Case 1: Solar Turbines / Caterpillar Corporate-wide Process Management Power Generation Div. Oil & Gaz ? DEM X
  • Case 1: Solar Turbines / Caterpillar Corporate-wide Process Management Power Generation Oil & Gaz Modeling Merged & Published DEM Shared In sync X
  • EZ-Process at Solar Turbines Implemented at customer Click for Online demo
  • Case 1: Solar Turbines / Caterpillar Corporate-wide Process Management
    • Key Benefits & ROI :
      • Seamless integration between internal/ISO documentation and the processes they support
      • Standardized operations made possible by readily available business process for all employees
      • Reduction of non-value activities such as document search and duplication (estimated to 18% by Gartner)
      • Full learning support for new & existing employees
      • Ability to share process information with supply-chain associates
  • Customer Case #2 Herman Miller & Fujitsu Intranet/Extranet Process Publishing Knowledge Mgmt with BPM & e-Learning Sarbanes-Oxley compliance & certification
  • Case #2: Herman Miller & Fujitsu Process Knowledge Publishing & SOX Certification
    • Customer / Project Profile : Herman Miller
      • Market leader in design, manufacturing and distribution of furnishings, office furniture systems and related services
      • 3000 employees (HQ in Zeeland, MI)
      • Distributors in 40 countries worldwide
      • Baan IVc user
  • Case #2: Herman Miller & Fujitsu Process Knowledge Publishing & SOX Certification
    • Customer / Project Profile : Fujitsu
      • Fujitsu Transactions Processing Division, wholly owned subsidiary of Fujitsu Limited
      • Leading provider of customer-focused IT and communications solutions for the global marketplace.
      • Provider of hardware/software solutions and services for retail point of sale (POS), specialized mobile computing and Web-enabled ATM applications.
      • 1000+ employees
      • User of Baan ERP-5 (200 users)
    • Key Business Issues :
      • Business Know-how existing but not easily accessible
      • Business Know-how is lost when employees leave
      • Lack of unified procedures, defined around user-roles
      • Limitation of DEM processes to Baan users only
      • Lack of modeling support to non-Baan departments
      • Need for greater user/process/application integration
      • Need for BPM to extend to the supply-chain
      • How to address the Sarbanes-Oxley regulations
    Case #2: Herman Miller & Fujitsu Process Knowledge Publishing & SOX Certification
  • Case #2: Herman Miller & Fujitsu Process Knowledge Publishing & SOX Certification
    • Key Business Requirements :
      • Fully browser-based navigation (zero Client)
      • Intranet / Extranet compliant
      • Process-Documentation integration & publishing
      • Baan IV and ERP DEM Interface
      • Security
      • Scalability
      • Central repository, worldwide publishing
  • Case #2: Herman Miller Process Knowledge Publishing & SOX Certification Web-based Corporate Training Environment Lotus Notes based Document Management System for Quality Documentation Non-Baan application called “Maximo” for managing the ‘tool crib’ (for the handling and issuing of tools to certified personnel) ‘ Self service’ procurement solution Integrations Microsoft Visio Flowcharting Tools Windshield Document Management
  • Case #2: Herman Miller Process Knowledge Publishing & SOX Certification
  • Case #2: Herman Miller Process Knowledge Publishing & SOX Certification
  • Case #2: Herman Miller Process Knowledge Publishing & SOX Certification
  • Case #2: Herman Miller Process Knowledge Publishing & SOX Certification
  • Case #2: Herman Miller Process Knowledge Publishing & SOX Certification Supplier X Supplier Y Extranet B2B Process Publishing
  • Case #2: Herman Miller Process Knowledge Publishing & SOX Certification Supplier X Supplier Y Extranet B2B Process Publishing
  • Case #2: Herman Miller Process Knowledge Publishing & SOX Certification
  • EZ-Process at Herman Miller Implemented at customer Click for Online demo
  • EZ-Process at Fujitsu Implemented at customer Click for Online demo
  • Case #2: Herman Miller & Fujitsu Process Knowledge Publishing & SOX Certification
    • Key Benefits & ROI :
      • Processes now available to all HMI employees and selected Extranet associates
      • Catering Baan-related and non-Baan departments/ users
      • Maintenance free zero-client browser-based interface
      • Explicit, retainable and reproducible knowledge
      • Better learning support for new employees
      • Standardized processes across the organization
      • Enhanced applications integration
      • Key facilitator to ISO & SOX certification
  • Customer Case #3 Fujitsu, MD Robotics, Comcast Cable Workflow Management
  • Case #3: Fujitsu / MD Robotics / Comcast Workflow Management
    • Customer / Project Profile : Fujitsu
      • Fujitsu Transactions Processing Division, wholly owned subsidiary of Fujitsu Limited
      • Leading provider of customer-focused IT and communications solutions for the global marketplace.
      • Provider of hardware/software solutions and services for retail point of sale (POS), specialized mobile computing and Web-enabled ATM applications.
      • 1000+ employees
      • User of Baan ERP-5 (200 users)
  • Case #3: Fujitsu / MD Robotics / Comcast Workflow Management
    • Customer / Project Profile : MD Robotics
      • Developers of advanced robotics systems for space and terrestrial applications
      • Best known for the CanadArm, or Space Shuttle Remote Manipulator, developed and built under contract for the NASA’s space shuttle program
      • Wholly owned subsidiary of MacDonald, Dettwiler and Associates (MDA)
      • User of Baan ERP-5
  • Case #3: Fujitsu / MD Robotics / Comcast Workflow Management
    • Customer / Project Profile : Comcast Cable
      • Largest US broadband cable provider
      • 55,000 employees (Comcast Corporation)
      • 3.7 million customers (Atlantic Division only)
      • Not a user of Baan
  • Case #3: Fujitsu / MD Robotics / Comcast Workflow Management
    • Key Business Issues :
      • Human-intensive manual approval of Purchase Requisitions / Capital Expenditure / etc..
      • Lack of tracking capability with the paper-driven approval
      • Long approval cycle time, mainly non value-added (wait time)
      • Complex approval routing based on multiple criteria
      • Approval involving multiple offices/divisions
      • Approval related notes are not easily included in audit trail / history
  • Case: Fujitsu Purchase Requisition Approval WF Engine S t e p 2 E n d S t e p 1 Budget Approval John (Buyer) QC Approval Notify Purchase Requisition (Baan, xls, etc) Workflow Routes
    • WF Users/Teams
      • Managers
      • Executors
      • Auditors
    Event History & Monitoring WF Management Approved Steve Mary Resolved Rejected Peter Business Applications …
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  • EZ-Process at MD Robotics & Comcast Implemented at customer Click for Online demo
  • EZ-Process at Fujitsu Implemented at customer Click for Online demo
  • Case #3: Fujitsu / MD Robotics / Comcast Workflow Management
    • Key Benefits & ROI :
      • Improved visibility & real-time monitoring of transactions through the business process
      • Detailed audit trail of transaction execution
      • Significant reduction of transaction cycle time , thus savings and better customer responsiveness
      • Dynamic transaction routing performed by rules-based engine
      • Standardized execution of process steps, including external application integration
      • Extended user support to execute the task correctly the first time around
  • EZ-Workflow Benefits Summary Chart Manual approval With EZ-Workflow Benefits Benefits : Q uality / S peed / C ost X X X X X X X X X X X X Hours to 1-2 days Automatic / based on workflow routes Detailed / Online Automated Electronic Online tracking / real-time monitoring Absent Online Manual Approval Signature X Paper-driven Purchase Requisition flow X Poor to none / time consuming Approval Monitoring / Expediting X On paper / difficult Approval history/auditing X 2-3 weeks Average process cycle time Manual / based on implicit knowledge Task notification to approvers X Manual Dispatch per dept / Req. type / amount X Medium Probability of lost C S Q
  • Total Process Management Areas 5. Process Certification 6. Process Automation 4. Process Optimization 3. Process Publication 2. Process Documentation 1. Process Definition
  • Total Process Management Components Baan DEM , Visio, MEGA, ARIS, … Process Certification Process Automation Process Optimization Process Publication Process Documentation Process Definition
  • Extending Enterprise Modeling to Total Process Management
  • Questions Period ? ? ? Presentation available on complementary CD and at www.BaanWorkflow.com