This project summarized the business process improvement of the cash processing department of a local telephone company. A team redesigned the dishonored checks process to streamline it from 50 to 24 steps, reducing expenses by $930,000 annually. They implemented 29 recommendations in 12 months, cutting processing time nearly in half and reducing manual payments and errors by over 40%. The project showed strong executive support and discipline are key to successful process redesign.
Pacific Bell initiated the Centrex Reengineering Project in 1991 to address the highly complex, labor intensive, and error-prone process of fulfilling Centrex orders. The initial reengineering team documented the existing 11-step process, then designed and tested a new 2-step process allowing single-person order fulfillment within 2 days for 80% of orders. Pilot programs in multiple regional business units demonstrated significant reductions in cost, time, and errors with improved customer satisfaction. Information technology applications and collocated teams supported the new streamlined Centrex order fulfillment process.
This chapter discusses process modeling, improvement, and ERP implementation. It describes tools for modeling business processes like flowcharts and event process chains. Process modeling helps identify areas for improvement. The chapter also covers evaluating processes for value added activities and using simulation to test improvements. ERP systems provide workflow tools to automate processes. Managing organizational change is key to a successful ERP implementation.
Chapter 7: Process Modeling, Process Improvement, and ERP ImplementationQuang Ngoc
This document discusses process modeling and improvement techniques for analyzing and improving business processes. It covers flowcharting, Event Process Chain (EPC) diagrams, and tools for evaluating processes and identifying areas for improvement. The key points are:
- Process modeling tools like flowcharting and EPC diagrams allow businesses to clearly define their processes to improve efficiency.
- EPC diagrams specifically represent processes through a series of events and functions with different connector types.
- Process improvement techniques evaluate the value added by each step and ask questions to identify unnecessary activities that could be streamlined.
Business process reengineering (BPR) is a fundamental rethinking and redesign of business processes to achieve dramatic improvements in critical performance measures such as cost, quality, service, and speed. FinTrak Software proposes a BPR solution for Aiteo Group that focuses on fast wins, dynamism, and unwavering support through all stages of the BPR lifecycle from selecting processes to execute and sustain improvements long-term. Common challenges to avoid include not truly reengineering but only simplifying, weak commitment to change, and failing to align BPR to business objectives.
This document outlines key concepts related to business process reengineering (BPR). It defines BPR as fundamentally rethinking and radically redesigning business processes to achieve dramatic improvements. The document describes the three dimensions of BPR - physical/technical, infrastructure, and value dimensions. It also lists objectives of BPR, warning signs that indicate the need for BPR, and situations where BPR can benefit an organization.
Agile business analysis the changing role of business analysts in agile sof...Nari Kannan
The document discusses the changing role of business analysts in agile software development. It outlines some of the key principles of agile development, including an iterative approach and valuing working software over documentation. Traditional business analysis can cause problems for agile projects, such as being out of date or acting as a communication barrier. Effective agile business analysis requires skills like collaboration and adapting to changing requirements.
Business Process-Reengineering BPR MoghimiBahman Moghimi
The document outlines a presentation on business process reengineering (BPR). It begins with an introduction to BPR and defines it as the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in performance metrics. It then discusses various levels of change an organization can undergo from automation to reengineering. The rest of the presentation covers key aspects of implementing a BPR strategy such as selecting processes and teams, understanding the current process, developing a vision for improved processes, identifying action plans, and addressing challenges and IT benefits.
Pacific Bell initiated the Centrex Reengineering Project in 1991 to address the highly complex, labor intensive, and error-prone process of fulfilling Centrex orders. The initial reengineering team documented the existing 11-step process, then designed and tested a new 2-step process allowing single-person order fulfillment within 2 days for 80% of orders. Pilot programs in multiple regional business units demonstrated significant reductions in cost, time, and errors with improved customer satisfaction. Information technology applications and collocated teams supported the new streamlined Centrex order fulfillment process.
This chapter discusses process modeling, improvement, and ERP implementation. It describes tools for modeling business processes like flowcharts and event process chains. Process modeling helps identify areas for improvement. The chapter also covers evaluating processes for value added activities and using simulation to test improvements. ERP systems provide workflow tools to automate processes. Managing organizational change is key to a successful ERP implementation.
Chapter 7: Process Modeling, Process Improvement, and ERP ImplementationQuang Ngoc
This document discusses process modeling and improvement techniques for analyzing and improving business processes. It covers flowcharting, Event Process Chain (EPC) diagrams, and tools for evaluating processes and identifying areas for improvement. The key points are:
- Process modeling tools like flowcharting and EPC diagrams allow businesses to clearly define their processes to improve efficiency.
- EPC diagrams specifically represent processes through a series of events and functions with different connector types.
- Process improvement techniques evaluate the value added by each step and ask questions to identify unnecessary activities that could be streamlined.
Business process reengineering (BPR) is a fundamental rethinking and redesign of business processes to achieve dramatic improvements in critical performance measures such as cost, quality, service, and speed. FinTrak Software proposes a BPR solution for Aiteo Group that focuses on fast wins, dynamism, and unwavering support through all stages of the BPR lifecycle from selecting processes to execute and sustain improvements long-term. Common challenges to avoid include not truly reengineering but only simplifying, weak commitment to change, and failing to align BPR to business objectives.
This document outlines key concepts related to business process reengineering (BPR). It defines BPR as fundamentally rethinking and radically redesigning business processes to achieve dramatic improvements. The document describes the three dimensions of BPR - physical/technical, infrastructure, and value dimensions. It also lists objectives of BPR, warning signs that indicate the need for BPR, and situations where BPR can benefit an organization.
Agile business analysis the changing role of business analysts in agile sof...Nari Kannan
The document discusses the changing role of business analysts in agile software development. It outlines some of the key principles of agile development, including an iterative approach and valuing working software over documentation. Traditional business analysis can cause problems for agile projects, such as being out of date or acting as a communication barrier. Effective agile business analysis requires skills like collaboration and adapting to changing requirements.
Business Process-Reengineering BPR MoghimiBahman Moghimi
The document outlines a presentation on business process reengineering (BPR). It begins with an introduction to BPR and defines it as the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in performance metrics. It then discusses various levels of change an organization can undergo from automation to reengineering. The rest of the presentation covers key aspects of implementing a BPR strategy such as selecting processes and teams, understanding the current process, developing a vision for improved processes, identifying action plans, and addressing challenges and IT benefits.
Xerox was spending $4.3 billion annually on non-production procurement (NPP). To reduce costs, Xerox used business process reengineering to analyze and redesign the NPP process. A cross-functional team mapped the existing process and identified inefficiencies. The as-is process had multiple groups procuring different materials, hundreds of redundant activities, numerous supplier contracts, and a specialist group for emergencies. The redesigned process streamlined activities under three sub-processes, reduced suppliers to four major ones, and gave department managers credit cards for emergencies. An information systems team automated the entire process and connected it to American Express for reporting, removing paperwork.
BPR, or Business Process Reengineering, is the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical performance measures like cost, quality, service, and speed. It involves analyzing and redesigning workflows and processes within and between organizations. BPR is necessary because customer demands and competition are increasing while existing 19th century processes are struggling to keep up with 21st century needs. BPR follows a process of understanding current processes, inventing new improved processes, constructing the new processes, and managing change to implement the new way of working. When done correctly, BPR can significantly improve organizational performance and efficiency.
The document outlines the steps for conducting practical business process reengineering (BPR). It begins with pre-project preparation and project kick-off. Next are steps to design the current ("as-is") and future ("to-be") business models, study legal impacts, conduct a gap analysis, develop HR manuals and policies/procedures. The final steps are to plan and implement the future processes, and manage organizational change. Key activities include documenting processes, developing process maps, and analyzing gaps between current and future states to drive improvements.
The document discusses Business Process Reengineering (BPR). It defines BPR as the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical measures like cost, quality, service and speed. The document outlines that BPR advocates going back to basics and reexamining processes rather than making small incremental improvements. It also discusses that BPR focuses on processes rather than tasks, jobs or people. The document provides examples of successful BPR case studies and discusses the key principles and steps to conducting a successful BPR project.
The document discusses business process reengineering (BPR). It defines BPR as the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements. The key is to focus on processes, not tasks or jobs. It outlines the 5 main activities of BPR: 1) Prepare for reengineering 2) Map and analyze the existing ("as-is") process 3) Design the new ("to-be") process 4) Implement the new process and 5) Continuously improve the process. It provides an example of how BPR was used to dramatically improve an insurance application approval process.
Business Process Re-engineering/ JIT/ERPVikram Dey
Business processes management involves reengineering processes for improved efficiency. This includes organizing around outcomes rather than tasks, identifying and prioritizing processes for redesign, integrating information processing into real work, treating dispersed resources as centralized, linking parallel activities, putting decision points where work is done, and capturing information at the source. Just-in-time inventory management receives goods when needed through demand forecasting. Enterprise resource planning software integrates functions like finance, inventory, sales, production, and HR into a single system, standardizing processes and information across the organization. This evolution has led to advantages like integrated financials and orders, standardized operations, reduced inventory, and a common database.
Business process reengineering (BPR) involves fundamentally rethinking and radically redesigning business processes to achieve dramatic improvements in critical performance measures such as cost, quality, service and speed. It aims to help companies fundamentally restructure their organizations by focusing on the work and redesigning the work in order to better support the organizational mission and take advantage of technological changes. BPR seeks to achieve breakthrough improvements rather than incremental changes. Common causes of BPR include changes in customer demands, competition and technology. While BPR can dramatically improve performance, it also carries risks if not implemented properly.
The document discusses business process reengineering (BPR). It provides definitions and examples of key concepts related to BPR including automation, rationalization of procedures, and paradigm shifts. It also outlines the main steps to implement a BPR strategy, including selecting processes and teams, understanding the current process, developing a vision for improved processes, identifying action plans, and executing the plans. Key goals of BPR are improving cost, quality, service, and speed.
1. Business process reengineering is the fundamental rethinking and radical redesign of core business processes to achieve dramatic improvements in critical performance measures such as quality, cost, and cycle time.
2. It involves fundamentally rethinking processes, disregarding existing structures and procedures, and empowering employees as process teams to achieve end-to-end process alignment rather than departmental focus.
3. Successful reengineering at IBM Credit Corporation reduced credit application turnaround time from a typical 7 days to just 4 hours through radical process changes that streamlined roles and empowered a data structurer to complete applications end-to-end.
Business process reengineering (BPR) involves analyzing and redesigning workflows within and between organizations to optimize end-to-end processes and automate non-value added tasks. The key steps of BPR include mapping the current "as-is" process, designing an improved "to-be" process, implementing changes, and continuously improving. BPR aims to dramatically improve processes in terms of cost, quality, service and speed. Case studies show BPR can significantly reduce costs and processing times as demonstrated by Hewlett Packard reducing server assembly from one day to under 4 minutes.
The document provides an overview of the 4 steps to perform business process mapping (BPM): 1) Process Identification, 2) Information Gathering, 3) Interviewing and Mapping, and 4) Analysis. It describes each step in detail, explaining how to identify processes, gather relevant information through interviews and documentation, map the detailed process steps, and analyze the processes for improvements using techniques like the 7Rs framework. The goal of BPM is to improve organizational efficiency, effectiveness, and customer satisfaction by analyzing existing processes.
Business Process Management and Information TechnologyAshish Desai
1. The document provides an overview of business processes and business process management. It defines key terms like process, business process, and discusses concepts like process orientation and classification of business processes.
2. It also covers principles of business process management around continuous improvement, measurement and management of processes. Various practices of BPM like process-oriented structures, appointing process owners and using IT are explained.
3. Theories and approaches to process management like Six Sigma, Total Quality Management and Business Process Reengineering are summarized with their key steps and goals to improve processes.
There are 5 phases to the business process reengineering (BPR) process. Phase 1 involves identifying a performance problem, competitive threat, or supply chain issue that triggers the need for BPR. In Phase 2, a project leader and core team are selected to do a preliminary assessment. Phase 3 involves redesigning the process and benchmarking performance. Phase 4 is the implementation phase involving organizational changes, training, and addressing political and human issues. Phase 5 is continuous monitoring and modification of the new process as needed.
Business Process Reengineering - The Way To Business SuccessSagar Mandal
This document discusses business process reengineering (BPR). BPR involves fundamentally rethinking and redesigning business processes to achieve dramatic improvements in areas like cost, quality, service, and speed. It summarizes why organizations reengineer processes due to demanding customers, competition, and changing needs. However, complacency, political resistance, and fear of failure can prevent reengineering. BPR seeks to improve cost, service, quality, and speed using a systems perspective focused on end customers and radical process improvement through integrated change. Key steps involve selecting processes, understanding the current process, developing a vision for improvement, and executing the plan.
Business process management (BPM) is the discipline of improving a business process from end to end by analyzing it, modelling how it works in different scenarios, executing improvements, monitoring the improved process and continually optimizing it.
Michael hammer and james champy on Business process re-engineering video anal...Surbhi Jindal
Michael Hammer and James Champy wrote the influential book "Reengineering the Corporation" which brought attention to the concept of business process reengineering (BPR). The book sold over 2.5 million copies and remained on the New York Times bestseller list for over a year. BPR is defined as the radical redesign of core business processes to achieve significant improvements in critical performance measures like cost, quality, and speed. Hammer proposed looking at processes holistically rather than as separate elements and using technology to redesign processes rather than just automate existing ones. He gave the example of Ford redesigning its accounts payable process from paper-based to electronic to dramatically reduce costs and processing time.
BPM (Business Process Management) IntroductionIntegrify
An introduction to BPM for teams looking to improve business processes through business process management (BPM). This is an abridged version of the full BPM guide.
Recorded webinar: http://bit.ly/1uVqMJC
Subscribe: http://www.ksmartin.com/subscribe
Purchase the book: http://www.bit.ly/VSM
These are slides from a webinar done with APICS Heartland on the topic of Value Stream Mapping.
This webinar covers:
• How to use value stream mapping as an organizational transformation & leadership alignment tool
• How to plan for a value stream mapping activity
• The mechanics of mapping, including key metrics
for office/service/knowledge work
• How to create an actionable Value Stream Transformation Plan
Optimizing Outcome-Driven Change: It's About the Process, Not the TechnologyCognizant
IT enablement, digitization and automation are crucial for supporting processes that are cost-effective and value-rich. Nonetheless, technology can only deliver these benefits if businesses understand the flaws in their processes and take steps to rectify them. Using a structured, comprehensive approach, companies can clearly define and deconstruct inefficient processes and reconstruct them to achieve the desired outcomes, a clear and quantifiable return on investment.
This document provides an overview of a project to address issues with cost data integrity. It includes a project charter, problem statement, metrics, impacts, business case, roles and timeline. It outlines the Define, Measure, Analyze, Improve, and Control phases. Baseline data on costs and defects is presented along with goals. Measurement results show the project achieved its targets and realized annual savings of $98,328 by reducing invoice payment cycle time.
Xerox was spending $4.3 billion annually on non-production procurement (NPP). To reduce costs, Xerox used business process reengineering to analyze and redesign the NPP process. A cross-functional team mapped the existing process and identified inefficiencies. The as-is process had multiple groups procuring different materials, hundreds of redundant activities, numerous supplier contracts, and a specialist group for emergencies. The redesigned process streamlined activities under three sub-processes, reduced suppliers to four major ones, and gave department managers credit cards for emergencies. An information systems team automated the entire process and connected it to American Express for reporting, removing paperwork.
BPR, or Business Process Reengineering, is the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical performance measures like cost, quality, service, and speed. It involves analyzing and redesigning workflows and processes within and between organizations. BPR is necessary because customer demands and competition are increasing while existing 19th century processes are struggling to keep up with 21st century needs. BPR follows a process of understanding current processes, inventing new improved processes, constructing the new processes, and managing change to implement the new way of working. When done correctly, BPR can significantly improve organizational performance and efficiency.
The document outlines the steps for conducting practical business process reengineering (BPR). It begins with pre-project preparation and project kick-off. Next are steps to design the current ("as-is") and future ("to-be") business models, study legal impacts, conduct a gap analysis, develop HR manuals and policies/procedures. The final steps are to plan and implement the future processes, and manage organizational change. Key activities include documenting processes, developing process maps, and analyzing gaps between current and future states to drive improvements.
The document discusses Business Process Reengineering (BPR). It defines BPR as the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical measures like cost, quality, service and speed. The document outlines that BPR advocates going back to basics and reexamining processes rather than making small incremental improvements. It also discusses that BPR focuses on processes rather than tasks, jobs or people. The document provides examples of successful BPR case studies and discusses the key principles and steps to conducting a successful BPR project.
The document discusses business process reengineering (BPR). It defines BPR as the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements. The key is to focus on processes, not tasks or jobs. It outlines the 5 main activities of BPR: 1) Prepare for reengineering 2) Map and analyze the existing ("as-is") process 3) Design the new ("to-be") process 4) Implement the new process and 5) Continuously improve the process. It provides an example of how BPR was used to dramatically improve an insurance application approval process.
Business Process Re-engineering/ JIT/ERPVikram Dey
Business processes management involves reengineering processes for improved efficiency. This includes organizing around outcomes rather than tasks, identifying and prioritizing processes for redesign, integrating information processing into real work, treating dispersed resources as centralized, linking parallel activities, putting decision points where work is done, and capturing information at the source. Just-in-time inventory management receives goods when needed through demand forecasting. Enterprise resource planning software integrates functions like finance, inventory, sales, production, and HR into a single system, standardizing processes and information across the organization. This evolution has led to advantages like integrated financials and orders, standardized operations, reduced inventory, and a common database.
Business process reengineering (BPR) involves fundamentally rethinking and radically redesigning business processes to achieve dramatic improvements in critical performance measures such as cost, quality, service and speed. It aims to help companies fundamentally restructure their organizations by focusing on the work and redesigning the work in order to better support the organizational mission and take advantage of technological changes. BPR seeks to achieve breakthrough improvements rather than incremental changes. Common causes of BPR include changes in customer demands, competition and technology. While BPR can dramatically improve performance, it also carries risks if not implemented properly.
The document discusses business process reengineering (BPR). It provides definitions and examples of key concepts related to BPR including automation, rationalization of procedures, and paradigm shifts. It also outlines the main steps to implement a BPR strategy, including selecting processes and teams, understanding the current process, developing a vision for improved processes, identifying action plans, and executing the plans. Key goals of BPR are improving cost, quality, service, and speed.
1. Business process reengineering is the fundamental rethinking and radical redesign of core business processes to achieve dramatic improvements in critical performance measures such as quality, cost, and cycle time.
2. It involves fundamentally rethinking processes, disregarding existing structures and procedures, and empowering employees as process teams to achieve end-to-end process alignment rather than departmental focus.
3. Successful reengineering at IBM Credit Corporation reduced credit application turnaround time from a typical 7 days to just 4 hours through radical process changes that streamlined roles and empowered a data structurer to complete applications end-to-end.
Business process reengineering (BPR) involves analyzing and redesigning workflows within and between organizations to optimize end-to-end processes and automate non-value added tasks. The key steps of BPR include mapping the current "as-is" process, designing an improved "to-be" process, implementing changes, and continuously improving. BPR aims to dramatically improve processes in terms of cost, quality, service and speed. Case studies show BPR can significantly reduce costs and processing times as demonstrated by Hewlett Packard reducing server assembly from one day to under 4 minutes.
The document provides an overview of the 4 steps to perform business process mapping (BPM): 1) Process Identification, 2) Information Gathering, 3) Interviewing and Mapping, and 4) Analysis. It describes each step in detail, explaining how to identify processes, gather relevant information through interviews and documentation, map the detailed process steps, and analyze the processes for improvements using techniques like the 7Rs framework. The goal of BPM is to improve organizational efficiency, effectiveness, and customer satisfaction by analyzing existing processes.
Business Process Management and Information TechnologyAshish Desai
1. The document provides an overview of business processes and business process management. It defines key terms like process, business process, and discusses concepts like process orientation and classification of business processes.
2. It also covers principles of business process management around continuous improvement, measurement and management of processes. Various practices of BPM like process-oriented structures, appointing process owners and using IT are explained.
3. Theories and approaches to process management like Six Sigma, Total Quality Management and Business Process Reengineering are summarized with their key steps and goals to improve processes.
There are 5 phases to the business process reengineering (BPR) process. Phase 1 involves identifying a performance problem, competitive threat, or supply chain issue that triggers the need for BPR. In Phase 2, a project leader and core team are selected to do a preliminary assessment. Phase 3 involves redesigning the process and benchmarking performance. Phase 4 is the implementation phase involving organizational changes, training, and addressing political and human issues. Phase 5 is continuous monitoring and modification of the new process as needed.
Business Process Reengineering - The Way To Business SuccessSagar Mandal
This document discusses business process reengineering (BPR). BPR involves fundamentally rethinking and redesigning business processes to achieve dramatic improvements in areas like cost, quality, service, and speed. It summarizes why organizations reengineer processes due to demanding customers, competition, and changing needs. However, complacency, political resistance, and fear of failure can prevent reengineering. BPR seeks to improve cost, service, quality, and speed using a systems perspective focused on end customers and radical process improvement through integrated change. Key steps involve selecting processes, understanding the current process, developing a vision for improvement, and executing the plan.
Business process management (BPM) is the discipline of improving a business process from end to end by analyzing it, modelling how it works in different scenarios, executing improvements, monitoring the improved process and continually optimizing it.
Michael hammer and james champy on Business process re-engineering video anal...Surbhi Jindal
Michael Hammer and James Champy wrote the influential book "Reengineering the Corporation" which brought attention to the concept of business process reengineering (BPR). The book sold over 2.5 million copies and remained on the New York Times bestseller list for over a year. BPR is defined as the radical redesign of core business processes to achieve significant improvements in critical performance measures like cost, quality, and speed. Hammer proposed looking at processes holistically rather than as separate elements and using technology to redesign processes rather than just automate existing ones. He gave the example of Ford redesigning its accounts payable process from paper-based to electronic to dramatically reduce costs and processing time.
BPM (Business Process Management) IntroductionIntegrify
An introduction to BPM for teams looking to improve business processes through business process management (BPM). This is an abridged version of the full BPM guide.
Recorded webinar: http://bit.ly/1uVqMJC
Subscribe: http://www.ksmartin.com/subscribe
Purchase the book: http://www.bit.ly/VSM
These are slides from a webinar done with APICS Heartland on the topic of Value Stream Mapping.
This webinar covers:
• How to use value stream mapping as an organizational transformation & leadership alignment tool
• How to plan for a value stream mapping activity
• The mechanics of mapping, including key metrics
for office/service/knowledge work
• How to create an actionable Value Stream Transformation Plan
Optimizing Outcome-Driven Change: It's About the Process, Not the TechnologyCognizant
IT enablement, digitization and automation are crucial for supporting processes that are cost-effective and value-rich. Nonetheless, technology can only deliver these benefits if businesses understand the flaws in their processes and take steps to rectify them. Using a structured, comprehensive approach, companies can clearly define and deconstruct inefficient processes and reconstruct them to achieve the desired outcomes, a clear and quantifiable return on investment.
This document provides an overview of a project to address issues with cost data integrity. It includes a project charter, problem statement, metrics, impacts, business case, roles and timeline. It outlines the Define, Measure, Analyze, Improve, and Control phases. Baseline data on costs and defects is presented along with goals. Measurement results show the project achieved its targets and realized annual savings of $98,328 by reducing invoice payment cycle time.
Cuna mutual ins. fin controls case_studyArvind Rajan
The client required a cost-effective solution to reconcile transactions between its PeopleSoft general ledger and a partner system with manual reconciliation. Astute proposed a sub-ledger interface that allowed account reconciliation, provided a reporting source, and gave financial control. Astute developed two interfaces and the sub-ledger database for under $100,000 in less than 3 months. The solution gave the client auditable controls, reduced operations costs, and repeatable reporting previously done in spreadsheets.
Jayshree Narayanan has over 8 years of experience in accounts payable. She has led teams of up to 40 employees and processed monthly invoices ranging from 60,000 to 80,000. She is proficient in JDE and BlackLine systems and has experience training offshore teams. Her career includes positions with Thiess, BP, and GE Capital, where she performed accounts payable functions like invoice processing, supplier setup, and reconciliations.
Jayshree Narayanan has over 8 years of experience in accounts payable. She has led teams of up to 40 employees and processed invoices volumes up to 80,000 per month. She is proficient in JDE and BlackLine systems and has experience training offshore teams. Narayanan seeks a role utilizing her experience in accounts payable, customer service, cash management and team leadership.
[Webinar] Unveiling the Benefits of Accounts Payable with The Institute of Fi...Anybill
The document discusses the benefits of automating accounts payable processes within an organization. It outlines major benefits such as improved visibility of invoices and payments, increased productivity through faster processing, and better management of working capital. Additional benefits include enhanced supplier relationships, improved audit and compliance, and opportunities to analyze spending patterns which can reduce costs. The conclusion emphasizes that automating accounts payable delivers efficiencies while also allowing staff to focus on more strategic tasks.
This document outlines a 5-step methodology for implementing business process reengineering (BPR). The steps are: 1) Developing a process vision and objectives, 2) Defining the processes to reengineer, 3) Understanding and measuring existing processes, 4) Identifying IT levers, and 5) Designing and building a prototype. The methodology focuses on understanding current processes, creating a vision for improved processes, identifying how IT can help, and testing changes through prototypes before full implementation.
Modernizing Your Finance Team With TechnologyWorkiva
This slideshow explores what modern finance is and what it takes to get your team there. To find out more, visit workiva.com/solutions/financial-reporting
PROJECT STORYBOARD: Project Storyboard: Reducing Underwriting Resubmits by Ov...GoLeanSixSigma.com
The document summarizes a project to reduce underwriting resubmits at a bank. Key points:
1) Resubmits were found to be high at 55% due to unfavorable scores and lack of communication on expectations. A new process was implemented where underwriters call bankers after submission to discuss loans.
2) This led to a reduction in resubmits to 20% and cut cycle time by 13 hours and 4 hours per avoided resubmit. Bankers thanked the team for the helpful calls.
3) Further analysis showed many resubmits were due to unfavorable results at the end of the process that could have been caught earlier. Recategorizing data found a high percentage
Thrive in the World of Change (Joshua May and Richard Revis, Blackline and EY)Executive Leaders Network
Delivered at ELN's Finance Leaders Event on Thursday 10th November 2022.
"Change is the only constant. No words have rung truer over the past few years.
As the world faces continuing disruption, companies can expect an accelerating pace of change and will need to build greater organisational resilience to better respond and adapt to a changing landscape.
Finance automation solutions are helping accounting and finance teams embrace change to not only improve accuracy, execute tighter controls, and decrease risk, but also focus on complex and judgemental areas to help drive strategic business decisions.
This is what modern accounting looks like: processes are automated, data is connected, and the role of auditor and accountant is elevated. The overall accounting team’s role evolves beyond executing checklists and historical reporting to include proactive analytics and a seat at the decision-making table.
After this session, attendees will be able to:
• Employ best practices, resulting in a better utilised, more efficient organisation that focuses on risk management, compliance, and data analytics
• Transform the way accounting and audit departments work by reducing manual tasks, resulting in better attraction and engagement of top talent
• Understand the power of automation and how it strengthens accounting organisations"
Rick LaBerge has over 24 years of experience in project management, leadership, and development management. He has worked in healthcare, finance, banking, and insurance. Some of his skills include project planning, analysis, communication, and developing relationships. He has experience leading teams and completing projects on time and under budget, including building applications, migrating systems, and implementing new processes.
The document discusses business process reengineering (BPR). It provides a brief history of BPR, noting it was introduced in 1990 and promoted the redesign of workflows to optimize processes. The document defines BPR and its objectives, including fundamental rethinking to radically redesign processes around outcomes rather than tasks. It outlines the five steps of the BPR process and discusses benefits like reduced costs and improved quality. Examples of successful BPR implementations at companies like Ford and various types of organizations where BPR can be applied are also provided.
Business process reengineering (BPR) involves analyzing and redesigning workflows within an organization to better support its mission and vision. It aims to fundamentally rethink how work is done to improve customer service, cut costs, and increase competitiveness by leveraging technology and empowering employees. BPR requires top management commitment and involves radical changes to processes across departmental boundaries rather than incremental improvements. The goals are to eliminate unnecessary tasks, reduce costs significantly, and improve product/service quality.
[Webinar] Unveiling the Benefits of AP with the Institute of Financial Operat...Anybill
What You'll Learn:
The benefits of incorporating automation technology into the accounts payable process include more than efficient receipt of supplier invoices, improved visibility, enhanced audit processes, and lower costs. There is another level of benefits that the accounts payable process can add to the organization.
The Institute of Financial Operations joins Anybill in discussing the major benefits of invoice automation and will focus on the best practices that can be incorporated into the people, processes, and additional technology outside of the invoice automation process, and will discuss how they add value to an organization.
Don’t know where to start when setting up your admin roles in BlackLine? Wondering how to save hours every year when reviewing your profiles and roles? Want to know what auditors really need when they inquire on user permissions and roles? Then you’ll need to view our slides and understand the key tools and techniques to ease yourself into BlackLine implementation. We’ll cover the key aspects and give you 5 proven best practices that you can use immediately.
Rick LaBerge has over 24 years of experience in project management, leadership, and development management. He has experience managing projects from $15,000 to $8 million related to software migration, data migration, POS systems, and vendor systems. He is skilled in project planning, requirement gathering, software selection, testing, and post-implementation support using methodologies like Agile, Scrum, and Waterfall. Some of his project experiences include developing repetitive payment and annuity administration applications, and consolidating commission systems.
Ashok Kumar Thatikonda is an Assistant Manager with 7 years of experience in accounts payable. He has worked for Anthelio Business Technologies, Infor Global Solutions, and WNS Global Services. At his current role at Anthelio, he manages a team of 6 AP specialists. His responsibilities include processing invoices, vendor management, and monthly reporting. He has experience transitioning AP processes between countries and configurations contract management systems. Ashok holds an MBA in Finance and is proficient in English, Telugu, and Hindi.
Too many bank processes rely on manual labor, but some banks are experimenting with rapid automation approaches to reduce costs. By reworking IT architecture, banks can automate complex tasks and activities requiring human intervention. To succeed, banks must prioritize processes for simplification and automation, use multiple integration technologies in IT solutions, and prepare IT departments for agile development methods. Successful large-scale automation requires understanding value drivers, carefully designing operating models and IT architecture, and sequencing initiatives with a business case.
This project is working to improve the processes for capturing and reporting actual costs within a Project Management System. The project aims to solve the problem of unreliable cost data due to current deficient processes. The scope includes IT projects that use Earned Value Management and report results. Key deliverables in the Define phase included a thought process map, stakeholder analysis, SIPOC diagram, and definitions of critical quality aspects. The project is on schedule but slightly behind in the Define phase due to data collection. It remains on budget with $69,300 spent so far out of a $522,000 budget.
Similar to Man op tugas 1 ex business process reengineering (20)
1. Example of
Business Process
Improvement
By Martin Smith
Contact Martin Smith at mesmithjr@aol.com.
Abstract: This project is an example of business process
improvement, or re-engineering as it is sometimes called. The
corporation was not radically re-structured; instead, one
department achieved significant gains in efficiency and
quality of service by re-designing several processes. A small
team of front-line supervisors and managers did the design
work and then carried out the implementation of the new
process design. Two internal consultants supported the team.
The project was characterized by a disciplined approach,
strong executive support and quantified results.
2. Situation: The setting was the Accounting Department of a local telephone company.
The department had about 500 employees. Most were assigned to two work centers. 3.5
million bills were issued each month to business and residence customers.
Critical Business Issue: Reduce expenses by 8-10% in each of the next five years.
Intervention: Re-design the CASH PROCESS. This process involves receipt of the
customer’s payment, crediting the customer’s account and depositing the amount in the
company’s account.
Exhibit 1. Relationship Map Specific to Cash Process
Revenue
Accounting
Office
Customers
Payment
Agents
Bank
Corporate
Data
Center
Information
Systems
Support
Group
Public
Communi-
cations
Customer
Service
Centers
Central
Cash Unit
Corporate
books
Treasury
Regional Telephone Company
Local Telephone Company
Accounting Department
Refunds
Refund DataBalance
Sheet Data
Coin Collections
Dishonored Checks
Unidentified
Payments
Investigation
Requests
Investigation
Requests
Investigation Requests
Inquiries
Payments
Payments
Dishonored Checks
Unidentified
Payments
Dishonored
Checks
Inquiries
Data
Corrections
Cash
Summary
Error
Reports
Notify of Out
of Balance
Proof for
Cash
Summary
3. Exhibit 2. Schedule for Design Phase
Project Activity
1. Train the Team
2. Plan the Project
3. Prepare
Relationship Map
4. Build ISMap
5. Identify
Disconnects
6. Patch or Re-
design?
7. Define Attributes
8. Build SHOULD
Map
9. Specify
Measures
10. Stakeholder
Review
12. Revise
13. Formulate
Recommendations
14. Decide What to
Implement
Week
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
Start: Sept 17
End: Dec15
17
NOTE:TheProjectTeamworkedfull timefor 4weeksandparttimefor10weeks.
4. Exhibit 3. Flowchart for Sub-Process, Dishonored Checks, BEFORE the Re-design
NOTE. Do not try to read the content of the process steps but rather understand the diagramming conventions.
Rows represent work groups or computer systems. Boxes indicate steps where work is performed. Diamonds are
decision points. Lines crossing the boundaries between rows represent hand-offs from one function to another.
Compare Exhibit 7 to Exhibit 3. The old design had 50 steps compared to the 24 steps in the new design.
Bank
Central
Cash Unit
Cash
Ope ration
Data Entry
Group
Com puter
Room
Customer
service
Center
Systems
Dishonored Check
Received from
Customer's Bank
1
End
3 Bank Files
Updated
24
Correct
32 Process
Payment
47
Our
Customer
?
2
Resident
of XYZ
State?
4
Prepare
Formto
Re-bill
Customer
6 Prepare
Formto
Adjust
Customer's
Account
7
Enter
Adjustment
into Business
Office Support
System
12
System
Correctly
Updated?
14
Correct
Error
16 Alert
Service
Rep
17
Daily Cash
Sheets (Form
508)Prepared
toReflect
Dishonored
Checks
19
MailCopy
20 File
dishonored
Checks
21 Balance
Daily
Bank
Statement
30
Balance
?
31
End
33
Pull
Check and
CallBank
41
Funds
Available
?
43
EnterNote in
Business
Office Support
System
44
EnterNote
in BOSS
and
Prepare
Memo
Card
45
Mail
Check to
Customer
46
Prepare
Transaction
Form 770
5
Re-balance
Form 508's
26
Batch
508's
27 Verify
Printout
29
Printout
Correct?
34
Correct
Errors
35
Key Data
8
Data
Keyed
28
Transmit
Batch
Listing
36
Execute
9
Execute
Run 1
37
Contact
Customer
18
Re-
deposit?
38
Check
Returned
?
39
End
40
Contact
Customer
to Resolve
50
Service
Order
System
10
Business
Office Support
System
15
Business
Office
Support
System
48
Business
Office
Support
System
49
Cash
System
51
No
Check
Yes
No
Yes
Form
Transaction Ticket
Electroni c Transmission
Electroni c Transmission
Account
Debi t
No
Yes
Correction
UpdatedCustomer
Account Data
Form 508
Batched
Forms
Daily Bank Statement
No
Yes
No
Yes
Printout
Corrections
No
Yes
No
MemoCard
No
Yes
Yes
Electronic
Message
Notificationto Return Customer Check
5. Exhibit 7. Flowchart for Sub-Process, Dishonored Checks, AFTER the Re-design
Cycle Time
Ba nk,
Payment
Proce ssing
Agent, or
Ele ctronic
Funds
Transfe r
Cash
Operation
Data Entry
Group
Computer
Room
Treasury
Systems
Dishonored
Check
Received
1 Check
Presented
Second Time
for Payment
2
Returned
Again?
3
Can
Check Be
Auto-
debited?
4
Debits
Listed
5 Checks &
Listing
Forwarded
6
End
7
Customer
Account
Debited
9
Total
Entered on
Daily
Worksheet
12
Data Entered
into Business
Office Support
System
13
Daily
Bank
Statement
Balanced
17
Statements
Filed
18 Resident
of XYZ
State?
19
$5 Charge
Debited to
Customer's
Account
20
End
21
Run 1
Executed
10
Batch Listing
Transmitted
22
Run AB01
Executed
23
Balance
Posted to
Treasury
Daily
Report
14
End
15
Cash
System
11 Business
Office
Support
System
16
Customer
Record
Info
System
24
No
Yes
No
Yes
Check
Electronic
Transaction
Data
List
List and
Check s
Work sheet
Data
No
Yes
List
Batch
(7 Days) (1 Day) (1 Day)
6. Exhibit 4. Categories of Disconnects (total of 62)
• Duplication of effort
• Steps that should be performed by other departments
• Discrepancies between the two processing centers
• Unnecessary steps
• Cycle time delays
• Opportunities for automation.
Exhibit 5. Categories of Recommendations (total of 32)
• Automation of manual activities
• Work elimination
• Transfer of responsibilities and personnel from one department to another
• Job redesign
• Measurement plan for tracking process performance
• Documentation of work procedures
• Training to cover the new procedures
• Re-arrangement of the work force
Exhibit 6. Design Attributes for “Dishonored Checks” Sub-process
Element Attributes
Inputs • Automatic check debiting
• All checks processed twice by the bank
• Non-company check volume reduced
Processing • No re-depositing of checks
• Fewer hand-offs
• Manual forms eliminated
Outputs • Debit reflected ASAP
• “Uncollectables” reduced
7. Implementation: 29 of the 32 recommendations were implemented within 12
months of the executive decision to proceed. A year-to-year comparison yielded
the following results.
Exhibit 8. Results
Measure Result
Process Steps • 44% Reduction from 422 to
237 steps
Manually Processed Payments • 90% reduction from 42,000 to
4,000 per month
Unplaced cash (payment cannot
be credited to an account)
• 43% reduction
Customer Queries about
processing of payment
• 44% reduction
Force • 45% fewer employees assigned
to Cash process
Operating Expense • $930,000 reduction in annual
expense
Postscript: the General Manager commissioned another project at the time this
project entered the implementation phase. Over the next two years, two additional
projects were undertaken. Together, these projects encompassed about 75% of the
department’s work activity.
8. Exhibit 9. Lessons According to the Project Team
• Start with a small process, something that can be done in a short timeframe.
• Set clear time lines. Keep them firm. Keep short intervals between target dates.
This policy reinforces accountabilities and maintains momentum of the project.
• Don’t dissipate resources over too many projects. Limit the organization to
two projects at one time, one in design and the other in implementation.
• Include key stakeholders on the project team. Work units responsible for the
process must be represented on the team. The staff who maintain the supporting
computer systems should also be represented.
• Focus on short term pay-offs. Pay-offs should be quantified in terms of
financial, cycle time and customer service results.
• Use a PC for all flowcharting and documentation. Capture entries on the PC
while the team is working out the design on the easel. Edit the draft off-line.
• Manage the on-going process immediately. Don’t wait for all the changes to
be implemented. Collect measurement data as soon as practical. Schedule
process reviews as part of the GM’s staff meeting at least once a month.
Exhibit 10. Lessons According to the Author
• The support of the General Manager and the senior management team was
essential. They enforced strict adherence to the project schedule. They attended
the same training as the team. They met at decision points with the project
team. The GM initiated quarterly sessions with all management and
representative non-management personnel to review the status of each of
several processes. Measurement trends and improvement plans were reviewed
for each process.
• Any given change effort requires coordination with other change efforts to
ensure adequate resources.
• Another alignment issue was the coordination of the process change with
departmental strategy on one hand, and job-level design on the other hand.
Further Information:
Bisson, B., Folk, V. and Smith, M.E. (2000). Case study: How to do a business
process improvement. Quality and Participation, 23 (1), pp. 58-63.
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