The JSR Micro Story
Discuss how a growing organization leveraged BPM to scale its
operations effectively and efficiently:
Company, situation and strategic objectives
Key components of the BPM program
Three example processes
Summary of best practices
JSR Micro, Inc. Background
Established in 1990
Subsidiary of JSR Corporation
Facilities in US, Europe and Japan
Largest Photoresist supplier to
Recently added Energy & Life Sciences
requiring rapid growth
Removing Obstacles to Growth
1. New Product Lines
2. New Customers
3. New Employees
4. New Business
Maintain product & service quality
Keep admin overhead under control
Speed up adoption of new and
changed business processes
Continue to satisfy stringent customer,
legal and financial audit requirements
Goals for the BPM Program
For Key Business Processes:
Ensure consistent, structured process execution
Ensure complete, accurate audit documentation
Improve throughput time: eliminate processing delays
Minimize overhead: reduce manual effort, rework
Result: Improve Throughput Time
0 2 4 6 8 10
Automate or Remove Steps
Accuracy of Data Capture ( < rework)
No steps missed (< rework)
Visibility & Reminders (< delay)
Primary causes of process TPT reduction
45%throughput time improvement
Result: Audit & Structure
“I haven’t yet been asked a question by an
auditor that I couldn’t answer by
immediately pulling up the data in Intalio.”
- VP Global Quality
Pulling the program together
2. Iterative Execution
3. Process Focus and
Controlled, linear workflow
Dynamic case management
JSR Strategic Objectives
1. Clear, Actionable Program Goals
Scope of the program: all aspects of operations
Planning & Trade Compliance
Manufacturing, Engineering & QC (3)
MSDS Request, Specification Change,
Organization Support (4)
IT Request, Near Miss Report, Maintenance Request, Visitor Registration
Sales, Customer Service & Quality Assurance (5)
Issue Management, Price Quote, Customer Compensation, Engineering Support, Sample Request
Issue Management: Opportunity
1. Ensure all quality, environmental and safety issues are handled quickly, consistently
2. Provide issue handling history
to support a wide variety of
3. Provide “one click” status and
process improvement reporting
Stage due date and total
closure target date is
calculated using rules table (#
days from submission)
Issue Management: Business Rules
BAM reports pull data in real time, and are
highly customizable – allowing filter and drill-
throughs into more detailed data.
Reports can be exported to PowerPoint, Word
or Excel at the click of a button
Issue Management: Real-time visibility
Specification Change: Opportunity
Ensure that changes to material specifications:
Go through appropriate cross-functional reviews
Are reviewed and approved by the customer
Have all proper implementation steps completed
Have complete audit history and traceability in the event of
future changes or quality issues
Are processed quickly and without delays
Engineering Support Request
Ad-Hoc process where Sales team requests support from the
Engineering team (e.g. obtaining detailed data)
Excel Based – hard for Sales to access remotely, inconsistent
tracking and status reporting for Engineering.
Make it easier for Sales to request support from the engineering team
Allow Engineering to respond more quickly and assign the work
Allow business “Process Owner” to quickly adapt reporting and data
Lessons learned & best practices
Guided by Strategic Goals
Strong Partnership with Process Owners
Process modeling and simplification before
Re-usable templates & best practices
Continuously monitoring results and improving
Semiconductor materials – chemicals for lithography as well as consumables like pads for chemical mechanical polish, photoresist for LCDs
Energy – lithium ion capacitors – energy recovery in wind power, UPS etc …. Life sciences – chemicals for synthesizing drugs, special polymers and magnetic beads for medical devices
Audit - Regulatory – ISO 9000, 14000, OSHA 18000. Financial – signature levels; incredibly important for a publically traded company
When JSR brought me in to help with their program, they already had a very clear idea about what they wanted to achieve,
#1 - This focus and the resulting metrics are crucial in what we choose to do and how we do it. What processes will we automate? Which steps can we remove? Will this feature ultimately help help JSR grow it’s business? ------ This is paramount, but there were other key elements we feel have been crucial to our success., ---
#2 - an iterative project framework rather than a mega project. Enables us to deliver key processes with the most leverage, establish a baseline of metrics, monitor and improve.
#3 –a process focus. What do we mean by this? A) we start with a big picture of all of JSRs business processes and how they interact together – this helped us determine gaps, scope, and where they should integrate. B) every process has a single business owner who understands it end-to-end, is empowered to make decisions on design and improvement and is held accountable for its performance. And c), we always focus on understanding, modeling and simplifying our processes before we automate them.
Lastly there is #4 the technology aspect… Intalio BPMS first and allowed rapid development of controlled process applications focused on compliance and rapid adaptation. Create just launched this year for the more ad-hoc and collaborative processes.
Let’s talk a little bit about some of these processes and where they are deployed.
Here is the big picture we mentioned earlier – showing where all the processes fit and how they interact. As you can see, the scope of the program touches all aspects of our operations. There are 15 key processes at the moment, owned by some core functions you can see on the slide – but the processes enable collaboration and integration between them all.
Many different types of issues that have to be tracked and resolved, oversight under different rules - ISO 9000, ISO 14000 (env), OSHA 18000 (safety) as well as supplier – complaints, internal audits, etc
Tracked on a variety of excels inconsistently – hard to keep on top of it to make sure issues get resolved, very hard to generate indicators to improve.
Basic common input form to define the issue and provide attachments. Links to basic DM server. There are different issue sources and types – e.g. customer complaint, customer audit, internal audit, and so on. If the EH&S group needs to be involved, it can also be designated as EH&S impacting. There are definition buttons that can be clicked to help the submitter determine this as well as the priority.
The request must flow through the key stages outlined here in this sequence – if there is a customer impact, it must be contained first, then a root cause analysis must be done, resolution put in place and verified, and so on. The Intalio process guides the request through these stages in the correct order
Depending on the source, type and priority, a business rule is used to calculate a target date for different stages to be completed. These targets are refined as the process is improved, they narrow.
Many automated indicators, just a sampling here because the data is confidential. Can break out complaints by product type, by manufacturing line, by customer, by type, to do a pareto analysis and see where the most problems are. Can also do trends to see how this is changing over time. Detailed log in BAM where you can drill into the details and see the approval history.
What is a specification change? Alters the specification for the material – allowed tolerances, composition etc of a product. There is also a similar process for altering the manufacturing process itself. Customer might make a request or there might be an internal source for the change. Opportunity…
The results have been very positive, having dropped from just under 60 days to 22 days on average- thanks to automation, visibility and process analysis.
Issuance by the QC team; storage on file, distribution to customers and manufacturing team.
Technically – a relatively simple process.
Input basic information to categorize your request for processing. Depending on categories and request type, different approvals and processing steps are needed later. Attachment for your specification.
Internal changes are tracked as they are made and depends on the spec category and type. The datestamping on each of these steps is used to identify bottlenecks or issues and work on them to get the throughput time down.
Just launched this year
iPhone/iPad requests in the field vs. Laptop, VPN and Excel.
Automated notification and workload reporting vs. weekly meetings and email scramble.
Easy for sales to input status in the field without signing in via vpn, check status of request in the field using mobile device
Engineering can respond and manage the work through a simple status process and call up a diagram to show in context where the request is
Business process owner or sales can edit reports and forms on the fly as needs change – ability to add or change a field very quickly as needs change.
Strategic Goals – we didn’t implement BPM just to make things run faster – after all, you could be going very quickly in the wrong direction. The strategic goals we discussed earlier were guidelines in every phase of the program: from selecting what to do, to making requirement and design decisions, prioritizing test cases, and so on.
Process owners – a strong partnership with business managers - responsible for the whole process end-to-end, accountable for its performance, accountable for process and system design. Helped us to ensure the processes and systems we were designing were optimized across functional lines to deliver the business results. Having one ultimate decision maker for the business greatly simplified the design, and that owner can also drive improvement.
Templates – developed and tested solid technical approach to many different scenarios (different types of approvals, request processing, system integration) and use those as building blocks when doing requirements and design. Consistency, speed from our end, but also the customer appreciates not having to start from a blank slate when designing processes.
Continuously Improving – continuous improvement is a core part of JSRs culture as well as the BPM program - that there is periodic review of process performance (business process, as well as technical) . The toolset allows changes to be made very quickly.