Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.
Growing Your Business with BPM
The JSR Micro Story
2
The JSR Micro Story
Discuss how a growing organization leveraged BPM to scale its
operations effectively and efficiently...
JSR Micro, Inc. Background
3
 Established in 1990
 Subsidiary of JSR Corporation
 Facilities in US, Europe and Japan
 ...
4
Removing Obstacles to Growth
1. New Product Lines
2. New Customers
3. New Employees
4. New Business
Processes
Situation ...
5
Goals for the BPM Program
For Key Business Processes:
 Ensure consistent, structured process execution
 Ensure complet...
6
Result: Improve Throughput Time
0 2 4 6 8 10
Automate or Remove Steps
Accuracy of Data Capture ( < rework)
No steps miss...
7
Result: Minimize Overhead
0
2
4
6
8
10
12
14
16
18
2009 2010 2011 2012 2013 2014
JSR IT Dev Headcount vs. Deployed Proce...
8
Result: Audit & Structure
“I haven’t yet been asked a question by an
auditor that I couldn’t answer by
immediately pulli...
Pulling the program together
9
2. Iterative Execution
Framework
3. Process Focus and
Process Ownership
4. Flexible
Technol...
Scope of the program: all aspects of operations
10
Research &
Development
Purchasing &
Logistics (3)
Purchase
Requisition,...
11
Real-World Examples
Let’s drill down into three key processes:
issue management, specification change,
and engineering ...
12
Issue Management: Initial State
13
Issue Management: Opportunity
1. Ensure all quality, environmental and safety issues are handled quickly, consistently
...
Issue Management: Process
14
Stage due date and total
closure target date is
calculated using rules table (#
days from submission)
Issue Management: Bu...
BAM reports pull data in real time, and are
highly customizable – allowing filter and drill-
throughs into more detailed d...
0
100
200
300
400
500
600
2011 2012 2013 2014
Max # Days Open, Valid Customer Complaints
Issue Management: Continuous Impr...
Specification Change: Opportunity
18
Ensure that changes to material specifications:
 Go through appropriate cross-functi...
New Request
SCB Review
Intercompany
Review
Customer
Approval
Corrective Action
Internal Changes
Issuance
Closed-Issued
Spe...
New Request
SCB Review
Intercompany
Review
Customer
Approval
Corrective Action
Internal Changes
Issuance
Closed-Issued
Spe...
21
0
10
20
30
40
50
60
70
FY-10 FY-11 FY-12 FY-13
Avg Days Open
Median
Avg # of Open Specs
Specification Change: Continuou...
Engineering Support Request
22
Situation:
 Ad-Hoc process where Sales team requests support from the
Engineering team (e....
Engineering Support: easy to make requests
23
Engineering Support: easy to track/manage
24
Engineering Support: easy to modify
25
26
Effort Time
Requirement gathering 2 hours
Development & QA 3 hours
User testing 5 hours
TOTAL time to finished applicat...
27
Lessons learned & best practices
 Guided by Strategic Goals
 Strong Partnership with Process Owners
 Process modelin...
Upcoming SlideShare
Loading in …5
×

Growing your business with BPM

986 views

Published on

Case study on InnoVelocity's BPM implementation with JSR Micro, Inc. - a leading materials manufacturer. Delivered in conjunction with Nathaniel Palmer and featured on BPM.com

Published in: Business
  • Be the first to comment

  • Be the first to like this

Growing your business with BPM

  1. 1. Growing Your Business with BPM The JSR Micro Story
  2. 2. 2 The JSR Micro Story Discuss how a growing organization leveraged BPM to scale its operations effectively and efficiently:  Company, situation and strategic objectives  Key results  Key components of the BPM program  Three example processes  Summary of best practices
  3. 3. JSR Micro, Inc. Background 3  Established in 1990  Subsidiary of JSR Corporation  Facilities in US, Europe and Japan  Largest Photoresist supplier to semiconductor manufacturers  Recently added Energy & Life Sciences requiring rapid growth
  4. 4. 4 Removing Obstacles to Growth 1. New Product Lines 2. New Customers 3. New Employees 4. New Business Processes Situation Objective  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
  5. 5. 5 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
  6. 6. 6 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
  7. 7. 7 Result: Minimize Overhead 0 2 4 6 8 10 12 14 16 18 2009 2010 2011 2012 2013 2014 JSR IT Dev Headcount vs. Deployed Processes Headcount Processes 0additional IT headcount
  8. 8. 8 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 0audit issues
  9. 9. Pulling the program together 9 2. Iterative Execution Framework 3. Process Focus and Process Ownership 4. Flexible Technology  Controlled, linear workflow  Compliance Focused  Dynamic case management  Collaboration Focused JSR Strategic Objectives 1. Clear, Actionable Program Goals
  10. 10. Scope of the program: all aspects of operations 10 Research & Development Purchasing & Logistics (3) Purchase Requisition, SKU Request, Material Transfer Planning & Trade Compliance Manufacturing, Engineering & QC (3) MSDS Request, Specification Change, Process 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 Customers Finished Product Product Reqts. Delivered Product, Returns 3a 5a 1a 2a Product Reqts. 8a Suppliers 6b Vendors3rdPartyMfg 9b 6a 9a 10a 7a Demand Forecast 2b 3b 4.a 4b 5b
  11. 11. 11 Real-World Examples Let’s drill down into three key processes: issue management, specification change, and engineering support…
  12. 12. 12 Issue Management: Initial State
  13. 13. 13 Issue Management: Opportunity 1. Ensure all quality, environmental and safety issues are handled quickly, consistently and compliantly. 2. Provide issue handling history to support a wide variety of audits. 3. Provide “one click” status and process improvement reporting capabilities.
  14. 14. Issue Management: Process 14
  15. 15. Stage due date and total closure target date is calculated using rules table (# days from submission) Issue Management: Business Rules 15
  16. 16. 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 16
  17. 17. 0 100 200 300 400 500 600 2011 2012 2013 2014 Max # Days Open, Valid Customer Complaints Issue Management: Continuous Improvement 17
  18. 18. Specification Change: Opportunity 18 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
  19. 19. New Request SCB Review Intercompany Review Customer Approval Corrective Action Internal Changes Issuance Closed-Issued Specification Change: Process 19
  20. 20. New Request SCB Review Intercompany Review Customer Approval Corrective Action Internal Changes Issuance Closed-Issued Specification Change: Tracking 20
  21. 21. 21 0 10 20 30 40 50 60 70 FY-10 FY-11 FY-12 FY-13 Avg Days Open Median Avg # of Open Specs Specification Change: Continuous Improvement Spec Processing Improvement Trend
  22. 22. Engineering Support Request 22 Situation:  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. Opportunity:  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 collection “on-the-fly”
  23. 23. Engineering Support: easy to make requests 23
  24. 24. Engineering Support: easy to track/manage 24
  25. 25. Engineering Support: easy to modify 25
  26. 26. 26 Effort Time Requirement gathering 2 hours Development & QA 3 hours User testing 5 hours TOTAL time to finished application 10 hours Engineering Support: rapid development
  27. 27. 27 Lessons learned & best practices  Guided by Strategic Goals  Strong Partnership with Process Owners  Process modeling and simplification before automation  Re-usable templates & best practices  Continuously monitoring results and improving 27

×