This document presents a process for creating business process success. It discusses the importance of measurement that is linked to culture, where process performance can be genuinely managed and improved. An example process for relocation management is shown, with identification of potential metrics such as the number of days to analyze the process and estimated cost savings. Measurement is highlighted as a key part of improving processes and achieving business goals.

1. Professor Michael Rosemann, PhD, MBA Roger Tregear, Leonardo Consulting
Business Process Management Group
Disciplina de Sistemas da Informação
Faculdade de Ciência e Tecnologa
Queensland University of Technology
Brisbane Australia
Criando
Processos de Negócio com Sucesso

2. Agenda
CREATING BUSINESS PROCESS SUCCESS
Visão
Urgência
Tribo
Modelar
Mensurar
Apurar
Responder
Nutrir
Incorporar
Engajar
Melhorar
Sustentar

3. Melhorar
Modelo
Usando abordagens de ponta na modelagem e
técnicas para nutrir e apoiar operações
centradas em processos

4. Você foi contratado para projetar uma ponte que
ligue Hong Kong a China.
O Prolema: na China as pessoas dirigem no lado
direito e em Hong Kong no esquerdo.
Rascunhe rapidamente uma
Possível solução.

5. Qual o desafio?
a – ter uma ideia?
b – articular uma ideia?
c – implementar a ideia?

7. Queensland University of Technology
Brisbane Australia

8. O que importa O que pretendemos
Apoio da Alta Gestão Modelagem de Processos
Cultura Governança de Processos
Liderança Arquitetura de Processos
Framework/ Governança/ Disciplina Arquitetura da Empresa
Atender expectativas/ Agregar valor Gestão da Mudança
Habilidades em BPM Medidas de Processos
Vontade/ Necessidade/Apetite de
mudança
Venda de BPM
Comunicação Pessoas em Processos
Alinhamento Estratégico Futuro do BPM
Pessoas Regras de Negócio
MELHORIA: MODELO
CREATING BUSINESS PROCESS SUCCESS

9. 9
Mark is going on a trip to Sydney. He decides to call a taxi
from home to the airport. The taxi arrives after 10 minutes,
and takes half an hour for the 20 kilometers to the airport. At
the airport, Mark uses the online check-in counter and
receives his boarding pass. Of course, he could have also
used the ticket counter. He does not have to check-in any
luggage, and so he proceeds straight to the security check,
which is 100 mtrs down the hall on the right. The queue here
is short and after 5 minutes he walks up to the level with the
departure gates. Mark decides not to go to the Frequent Flyer
lounge and instead walks up and down the shops for
15 minutes and buys a newspaper before he returns to the
gate. After ten minutes waiting, he boards the plane.

10. Examples for Semi-Formal
Process Models
10
Adhoc Legal
Support
completed
At various stages other than the
explicitly shown events/interfaces
Legal Support might jump back to that
process.
Legal Support
(post CC)
completed
Legal Support
received (post
judgment)
Determine type
of legal support
Refer claim to
Legal Services
Legal Support
required
File referred to
Legal Support
(post CC)
Legal
Assistant
Record date of
referral
completion
Legalbase
Legal Advice
from external
provider
Court Order
Court Order
Legal Advice
from external
provider
Standard 03
letter
Legal Brief
(CD07)
iDocs
Court
application
CC Review
Receipt file
Legalbase
Categorise file
iDocs
Legal Brief
(CD07)
Standard 03
letter
CC Review
File is Legal
Referral
File is allocated
Provide written
advice
Legal Services
Advice
Return file to
claims handler
Allocate file to
Legal Panel
Generate letter of
instruction
Send letter to
Legal Panel
iDocs
Record litigation
drivers
Letter of
Instruction
All functions in this process are carried
out by a Solicitor if not shown otherwise.
Determine if
research is
required
Research is
required
Undertake legal
research
External
Assistance is
required
Engage External
Provider
Receive legal
advice from
external provider
Court attendance
not required
Liase with
claimant/agent
Confirm outcome
in writing
Generate letter to
claimant/agent
iDocs
Standard 03
letter
Attend court
Receive court
decision
Allocate file
Liasion with
Claimant / Agent
not required
Complete
compulsory
conferencing
review
CC Review
QMS
MSR
Compulsory
Conference
Procedure
Contact
claimant/agent
Resolution
without court
application
possible
Generate letter
confirming
agreement
Receive court
application from
claimant
Attend court
Record
compulsory
conference
drivers
Send file and
letter to Legal
Panel
Receive CC
review from
Legal Panel
Check quality of
legal advice
Quality is
appropriate
Record return of
file
Telephone Legal
Provider to
discuss
Quality of
Legal advice
50% no...
Allocate file
Legalbase
Generate
Allocation FormAllocation
Form
QMS
MS Outlook
Review file
Legal Services
File Review
Additional
Information not
required
Gather
Information
Complete SETT
Action Plan
SETT Action
Plan
Legalbase
Perform other
actions if
required
Legal Support
File is Litigation
Research is not
required
External
Assistance is not
required
Court attendance
required
Liasion with
Claimant / Agent
required
Resolution
requires court
application
Receive court
decision
Quality is not
appropriate
Additional
Information
required
Legalbase
Engage External
Provider
Receive legal
advice from
external provider
Legalbase
External
Assistance is
required
Legalbase
External
Assistance is not
required
Legalbase
Legalbase
Allocate file to
Legal Panel
Generate letter of
instruction
iDocs
Letter of
Instruction
Legalbase
Legalbase
Legalbase
Agree to meeting
details with
internal
participants
Investigate injury
Investigate
liability
Investigate injury Investigate liability
File is Limitation
Review
File is
Compulsory
Conference
Review
File is SETT
Standard 03
letter
Agree on SETT
Action Plan in
meeting
Last change: 2004-05-13 17:06:13
Referral
Files to
Legal
Services
Procedure is relevant
for the whole process
Comes back to where it was initiated
Legal
Assistant
Legal
Assistant
Legal
Assistant
Legal
Assistant
Legal
Assistant
Legal
Assistant
Legal
Assistant
Legal
Assistant
Legal
Assistant
Legal
Assistant
Legal Support
(Liability)
completed
Legal Support
(Injury)
completed
Legal Support is a service process that can
be triggered by more than one other process.
When jumping to Legal Support keep in mind where
you came from. After you went through
Legal Support you have to jump back to that process.
CTP Claims
Supervisor
Claims Handler
Senior
Manager
CTP Claims
Team Leader
Lawyer
Provide verbal
advice to Claims
Handler
Legal Access
required
Discuss issue
Issue does not
require legal
referral
Legal Referral
required
Record
consultation
Legalbase
Legal Access
Record
Legal Access
completed
Claims Handler
Legal
Assistant
Adhoc Legal
Support required
At various stages other than
the explicitly shown
events/interfaces Legal Support
might be required.
Legal Support
(post Litigation)
completed
Legal Support is a service process that can
be triggered by more than one other process.
When jumping to Legal Support keep in mind where
you came from. After you went through
Legal Support you have to jump back to that process.
Go back to Claims Management
File referred to
Legal Support
(post judgement)
Claim not settled
/ Litigation
commenced
Coming from Claims Management
Quality of legal
advice from
the Pane...
File referred to
Legal Support
prior to CC
Legal Support
prior to CC
completed
CoffeeLoverCoffeeShop
BarristaCashier
Make coffee
Store
open
Collect
payment
Take order
Insufficient
payment
Discard coffeeOrder
cancelled
Coffee is
ready
Thirsty
Pay for coffee
Go to coffee
shop
Order coffee
> 5 min wait
Leave coffee
shop
Hand coffee
to customer
Coffee is
ready
Take coffee
Done
Coffee
order

11. 11
The Nescafé ProcessCoffeelover
Boil water
Put coffee in
cup
Put boiling
water in cup
Thirsty Coffee is
ready

12. 12
The Espresso Machine Process
Boil water
Put boiling
water in cup
Thirsty Coffee is
ready
Cup
dirty?
Clean cup
yes
Put coffee in
cup
Kettle
empty?
Fill kettle
yes
no
Coffeeloverhousehold
CoffeeloverDishwasher

13. 13
The Starbucks ProcessCoffeeLoverCoffeeShop
BarristaCashier
Make coffee
Store
open
Collect
payment
Take order
Insufficient
payment
Discard coffeeOrder
cancelled
Coffee is
ready
Thirsty
Pay for coffee
Go to coffee
shop
Order coffee
> 5 min wait
Leave coffee
shop
Hand coffee
to customer
Coffee is
ready
Take coffee
Done
Coffee
order

14. • Questão de um novo CIO para um grupo de
Arquitetos Empresariais:
• Qual é o valor de todos estes modelos?
– Silêncio….
• Se eu não receber uma
resposta até sexta-feira, vamos
eliminá-los…
ENGAJAR : VISÃO
CREATING BUSINESS PROCESS SUCCESS

15. Como você pode participar
do negócio nesta situação?

16. O que realmente importa?
MELHORIA: MODELO
CREATING BUSINESS PROCESS SUCCESS

17. a university for the worldreal
R

18. O padrão BPMN 2.0
18
Voelzer (2009)
Uma figura fala mais do que 1.000 palavras.
Preciso de 1.000 palavras para explicar 1 figura?

19. Nosso problema
19
Usuários devem aprender como modelar
quando modeladores deveriam aprender
como os usuários pensam

20. Eficiência
IntegraçãoConformidade
Interno
Qualidade
Networking Agilidade
Externo
Os valores de BPM
Transparência

21. Teeuw & van den Berg (1997)
Diferentes Percepções em
Modelos

22. MELHORIA: MODELO
CREATING BUSINESS PROCESS SUCCESS

23. CREATING BUSINESS PROCESS SUCCESS
MELHORIA: MEDIÇÃO
Criar uma mensuração ligada a cultura em
que o desempenho dos processos possa ser
genuinamente gerenciado e melhorado
.

24. 4 Itinerary
M anagem ent
& Entitlem ents
3 Data
Entry
5 Ownership
transfer
6 Reloc ation
confirm ation
2 Reloc ation
Follow up
1 Reloc ation
Reques t
12 M anage Am endem ents
7 M anage
Reim burs em ents
8 As sess
Requirem ents
& Entitlem ents
10 Arrange
Oc cupation
11 M anage
Vacation
9 Find
Housing solution
Exemplo: O que você mensuraria?
“Olá, sou sua gerente de
caso e gostaria de me
apresentar…”

26. Resultado do Desenho de Processos
• Realocação do processo
• 15 dias de análise do processo
• Economias identificadas
approx. $ 2.6 mio.

27. Extrato de Registro do Problema
Issu
e
No.
Summary
Description
Issue Explanation Broad Consequence Constrai
nt
Assumptions[1] Qualitative/
Quantitative
Impact
2 Information
regarding
units does
not match
Units in Relocation system do
not match information
provided by DoD or stored
within CLARIFY, different
stored entities.
Wrong calculated entitlements
cause manual calculation/
CLARIFY case goes to wrong
workflow queue
IT 5% of cases go to the wrong
queue, 5 minutes to sort queue
and redirect.
5% recalculating on average 10
minutes per calculation.
28,000x0.05x15
= 21,000 minutes
350 hours/7.5
47 hrs
9.5 working days
5 Protected/
Mandatory
data entry
fields
Not all fields in AFR data entry
are relevant but mandatory. So
"fuzzy" information is entered
eg. RA
Resource intensive, incorrect
data. Cases in Clarify need to
physically be closed.
IT 5% of cases taking 2 minutes to
locate and close.
5% of relocations requiring entry
that is not needed taking 30
minutes each.
28,000x0.05x32
=
44,800 minutes
477 hours/7.5
99.5 hrs
20 working days
11 Information
on
posting
orders
Time consuming to sort
through posting orders to
identify relocations. Eg. Same
locality move not always
identified on posting order.
Sometimes only name, LL and
GL received.
MBR does not get AFR pack
therefore cannot process
move. More information could
be provided which could be
used later in process and
avoids the request from MBR.
Org Only 1/3 rd of postings and CIPC’s
are entitled to relocation.
28,000 relocations then sorting
through 84,000 postings/CIPC.
3 to 4 minutes on average to sort
through each.
84,000x3.5 =
294,000
min/60/7.5 = 653
days /250
working days in
year.
2.61 FTE
8 AFR pack
receipt by
Mbr
Pack is sent to work address,
addressing to private address
causes problems re privacy,
20% return to sender + x
thrown + double issue of packs
Packs are often not received
in time, high costs involved
(45$ per pack) - 200000$ per
year wasted.
Org/Polic
y
Total packs produced 42,000.
20% returned to sender
2% double issued.
5% disappear
$45 per pack to produce
does not include postage,
covering letter or envelope.
42,000x0.27x45
= $510,300
wastage
[1] All Calculations are based on 28,000 physical relocations being conducted in a posting cycle and 42,000 records created in the relocations system.

28. MELHORIA
Entenda
Lidar com o buraco negro entre AS IS e
TO BE para criar uma verdadeira melhoria
contínua

29. Como melhorar um processo?

31. Melhoria de Processos
Orientada por Problemas
• Foco na solução de problemas atuais
• Necessidade de um registro de problemas
• Desejar uma modelagem AS IS
• Análise de processos/ Six Sigma
• Abordagem reativa

32. Análise dos Processos Selecionados
Técnica Objetivo
Identificação interativa de problemas Rápida identificação de problemas na
cadeia de valor para sensibiliação
quanto aos problemas
SWOT / Pontos de vista/ Cenários/
Análise de Interação com o cliente
Investigação seletiva de problemas
Análise de Pareto Abordagem 80/20 para identificar
importantes subconjuntos de processos
Análise de Gargalo Identificação de significativas restrições
de processos
Tempo/ Qualidade/ Custo de Análise do
Processo
Simulação de Processos
Qualificações dos problemas
Análise de Causa Raiz Maior exploração dos assuntos
selecionados após sua consolidação

33. Melhorias de Processos
Orientadas por Oportunidades
• Foco no desenho de novas formas de
trabalho
• Modelagem de processos TO BE
• Inovação em processos
• Abordagem pró-ativa
• Exemplo: como o Ipad pode mudar
nosso desempenho de processos?

34. Insatisfeito
Entusiasmado
Expectativas
superadas
Expectativas
Frustadas

35. Derivar
melhores práticas
Inovar
novas práticas
Utilizar
práticas
potenciais
Aprimorar
atuais práticas
Melhorar

37. Esperar Pagar Esperar Subir Curtir Sair
Enhance Exemplo

38. Wait Pay Wait Go Up Enjoy Leave
Enhance – ELIMINATION (1)

39. Wait Pay Wait Go Up Enjoy Leave
Enhance – REPLACE (2)
Use
Voucher

40. Wait Pay Wait Go Up Enjoy Leave
Enhance – INSERT (3)
Buy
Drink

41. Wait Pay Wait Go Up Enjoy Leave
Enhance – IMPROVE (4)
Pay

42. Wait Pay Wait Go Up Enjoy Leave
Enhance – PULL NOT PUSH (6)

43. Wait Pay Wait Go Up Enjoy Leave
Enhance – RESEQUENCE (7)

44. Wait Pay Wait Go Up Enjoy Leave
Enhance – DECOUPLE (10)
Get
Ticket
Pay for
Ticket

45. Wait Pay Wait Go Up Enjoy Leave
Enhance – INTEGRATION (12)
Enjoy
& Leave

46. Wait Pay Wait Go Up Enjoy Leave
Enhance – SPECIALISE (13)
Pay
($19)
Pay
($42)

47. Wait Pay Wait Go Up Enjoy Leave
Enhance – Natural Order (14)

48. Wait Pay Wait Go Up Enjoy Leave
Enhance – OPTIONAL (15)

50. Planilha de Insights para
Melhoria de Processos
50

51. 51
Pessoas Informações Sistemas
Melhor Faça melhor uso da
experiência e expertise dos
empregados, clientes e
fornecedores. [ex. equipes
de processos]
Best Buy, Toyota
Faça melhor uso da
informações. [preferências
de compra, histórico de
navegação, histórico de
suprimentos, data mining}
Patriots, Borders Books
Maximize o retorno nos
sistemas existentes. [5S,
capacidade ociosa,
audtorias de desempenho,
gestão visual]
Molson Coors,
Getloaded.com
Diferente Use pessoas em diferentes
papéis; envolva as pessoas
de forma diferente. [ex.
Realinhar papéis
responsabilidades, troca de
trabalho, treinamento]
Sprint, Geek Squad
Use as informações
existentes de forma
diferente; Crie novas
informação a partir das
informações existentes.
[ex. Previsão. agregação]
Honda, Marriott, EHR
Use sistemas existentes em
diferentes formas para
melhorar a performance.
[SMS, nn]
Harrah's, UPS Logistics
Novo Envolva novas pessoas na
análise, redesenho e
execução dos processos.
[ex. Opiniões extrenas,
novas contratações]
IDEO, Kraft/Safeway
Obtenha novas
informações relacionadas à
performance de processos.
[benchmarking, estudos,
simulação]
BudNet, Google Analytics
Introduza novos sistemas
para melhorar a
performance e extensão
dos produtos/serviços.
[RFID, BPMS, data mining]
CEMEX, VisViva Golf Inc
Matriz de utilização de processos

52. KLM Surprise

53. Utilisation (Assets)
Example – parkatmyhouse.com

54. Derivação - Big W

55. 55

56. 56
Utilisation (Assets)
Example – Walmart Overnight Parking

57. Utilisation (Assets)
Example - Coles Click and Collect

58. 58
Utilisation (People)
Example – Hollywood Stock Exchange

59. Utilização de Inovação Usando
Vídeos

60. Comparação
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materials
reacting
doing
planning
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materials
reacting
doing
planning
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02:00
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materials
reacting
doing
planning

61. • Brainstorming
• 5 Por quês
• 5W + H
• 5W + H + Else
• Desafiando Pressupostos
• Técnicas de criatividade
Inovação de Processos
- Ferramentas para Inovação de Processos

62. Avaliação da Melhoria de Processos
Seis Chapéus de De Bono

63. Como você pode inovar
o processo de conserto
de carros?
Inovação de Processos

64. Sumário de Técnicas em Melhorias de
Processos
Dimensão da Melhoria Técnicas selecionadas
Aprimoramento de Processos 15 Padrões de Melhoria dos Processos
Inovação de Processos Seis Chapéus, Brainstorming,
Crowdsourcing, Técnicas criativas
Utilização de Processos Utilizar dados, sistemar, pessoas,
melhor, nova ou diferentemente,
derivações positivas
Derivação de Processos Referência de Modelos, benchmarking,
estudos de caso

65. CREATING BUSINESS PROCESS SUCCESS
MELHORIA: ENTENDER