I've often been charged with business process review and creation, so over time I've developed checklist that highlights the main areas that I want to assess when working on a process analysis project.
With the release of my ebook "Managing Business Process Improvement available on Amazon (Link provided in presentation) I wanted to update this file.
Everyone involved with running a business, functional group, or project looks for ways to do things better. This usually means doing things faster, with better quality, or at lower cost. At its core, doing things better is the essence of Business Process Improvement (BPI).
This presentation is excerpted from Managing Business Process Improvement: Navigate the Turbulence and Get to Your Destination (published September 2017) and can be traced to a white paper I wrote in 2002 while working on a process to improve an order management system. As I developed insights from my experience, as well as from other people’s work, I would periodically update the white paper. As I surveyed the available literature on business process improvement, I realized that, even though a great deal of very good information was readily available, a gap still existed between the theory of business process improvement and its implementation. In particular, I bring the perspective of someone who had to live with the business processes that were put in place, as opposed to consulting on the processes and then leaving. I concluded that a short book providing a practical step-by-step management methodology on how to put the theory of business process improvement into practice would be worthwhile.
My interest in business processes began in earnest during my tenure at Cypress Semiconductor. Cypress’s founder, TJ Rodgers, strived to optimize every aspect of the company. Consequently, even from its startup days, Cypress worked hard to hone business process that it deemed critical to its core operations. During my 18 years at Cypress, I was initially responsible for new process technologies and eventually went on to assume responsibility for Cypress’s Memory Products Division. Having started with Cypress when its annualized revenue was approximately $60 million and working there until its revenue exceeded $1 billion, I was able to work on a wide variety of business processes at different stages of the company’s maturity. These business processes involved almost all aspects of the company: new technology and product development, quality, operations, product pricing, strategy, human resources, and M&A.
I've often been charged with business process review and creation, so over time I've developed checklist that highlights the main areas that I want to assess when working on a process analysis project.
With the release of my ebook "Managing Business Process Improvement available on Amazon (Link provided in presentation) I wanted to update this file.
Everyone involved with running a business, functional group, or project looks for ways to do things better. This usually means doing things faster, with better quality, or at lower cost. At its core, doing things better is the essence of Business Process Improvement (BPI).
This presentation is excerpted from Managing Business Process Improvement: Navigate the Turbulence and Get to Your Destination (published September 2017) and can be traced to a white paper I wrote in 2002 while working on a process to improve an order management system. As I developed insights from my experience, as well as from other people’s work, I would periodically update the white paper. As I surveyed the available literature on business process improvement, I realized that, even though a great deal of very good information was readily available, a gap still existed between the theory of business process improvement and its implementation. In particular, I bring the perspective of someone who had to live with the business processes that were put in place, as opposed to consulting on the processes and then leaving. I concluded that a short book providing a practical step-by-step management methodology on how to put the theory of business process improvement into practice would be worthwhile.
My interest in business processes began in earnest during my tenure at Cypress Semiconductor. Cypress’s founder, TJ Rodgers, strived to optimize every aspect of the company. Consequently, even from its startup days, Cypress worked hard to hone business process that it deemed critical to its core operations. During my 18 years at Cypress, I was initially responsible for new process technologies and eventually went on to assume responsibility for Cypress’s Memory Products Division. Having started with Cypress when its annualized revenue was approximately $60 million and working there until its revenue exceeded $1 billion, I was able to work on a wide variety of business processes at different stages of the company’s maturity. These business processes involved almost all aspects of the company: new technology and product development, quality, operations, product pricing, strategy, human resources, and M&A.
Process Mapping and Process Improvement for the Small Business OwnerMichiko Diby
This is a low-key, simple presentation for the small business owner.
Use this method to get a visual on bottlenecks, and create new processes that make work productive and fun.
A flowchart is an outline or schematic drawing of the process your team is trying to measure or improve. It can also be a picture of an ideal process that you would like to use.
I invite you to join as a member of the PEX Network Group http://tinyurl.com/3hwakem, you will have access to Key Leaders Globally, Events, Webinars, Presentations, Articles, Case Studies, Blog Discussions, White Papers, and Tools and Templates. To access this free content please take 2 minutes for a 1 time FREE registration at http://tiny.cc/tpkd0
Warm Regards,
Steven Bonacorsi, LSS MBB, President
International Standard for Lean Six Sigma
Cell: 603-401-7047
skype: sbonacorsi
E-mail: sbonacorsi@comcast.net
Twitter: http://twitter.com/Sbonacorsi (Follow Lean Six Sigma Content)
LinkedIn: http://www.linkedin.com/in/StevenBonacorsi
FREE Lean Six Sigma and BPM content - register at http://tiny.cc/tpkd0
Business Process Improvement - A Strategic and Supply Chain Perspective Amit Kapoor
A short session I conducted at IIM Bangalore on sharing my experience on the what, how and why of business process improvement in strategy and supply chain. Credit for the concepts (and charts) go to my time spent at Booz & Company in Europe doing most of this work.
Business Process Improvement (BPI 7) Process Training ModuleFrank-G. Adler
The Business Process Improvement (BPI 7) Methodology Training Module v2.0 includes:
1. MS PowerPoint Presentation including 127 slides covering our seven-steps Business Process Improvement Methodology.
2. MS Word Process Measure Definition Worksheet
3. MS Word Activity Assessment Worksheet
4. MS Word Change Management Worksheet
5. MS Word Process Management Worksheet
Slide show to be used with the OPCOM Implementation Team's working groups. Discusses Baldrige, systems theory, SIPOC, and process mapping
Updated 10/20/2008 by PAS.
Process Mapping and Process Improvement for the Small Business OwnerMichiko Diby
This is a low-key, simple presentation for the small business owner.
Use this method to get a visual on bottlenecks, and create new processes that make work productive and fun.
A flowchart is an outline or schematic drawing of the process your team is trying to measure or improve. It can also be a picture of an ideal process that you would like to use.
I invite you to join as a member of the PEX Network Group http://tinyurl.com/3hwakem, you will have access to Key Leaders Globally, Events, Webinars, Presentations, Articles, Case Studies, Blog Discussions, White Papers, and Tools and Templates. To access this free content please take 2 minutes for a 1 time FREE registration at http://tiny.cc/tpkd0
Warm Regards,
Steven Bonacorsi, LSS MBB, President
International Standard for Lean Six Sigma
Cell: 603-401-7047
skype: sbonacorsi
E-mail: sbonacorsi@comcast.net
Twitter: http://twitter.com/Sbonacorsi (Follow Lean Six Sigma Content)
LinkedIn: http://www.linkedin.com/in/StevenBonacorsi
FREE Lean Six Sigma and BPM content - register at http://tiny.cc/tpkd0
Business Process Improvement - A Strategic and Supply Chain Perspective Amit Kapoor
A short session I conducted at IIM Bangalore on sharing my experience on the what, how and why of business process improvement in strategy and supply chain. Credit for the concepts (and charts) go to my time spent at Booz & Company in Europe doing most of this work.
Business Process Improvement (BPI 7) Process Training ModuleFrank-G. Adler
The Business Process Improvement (BPI 7) Methodology Training Module v2.0 includes:
1. MS PowerPoint Presentation including 127 slides covering our seven-steps Business Process Improvement Methodology.
2. MS Word Process Measure Definition Worksheet
3. MS Word Activity Assessment Worksheet
4. MS Word Change Management Worksheet
5. MS Word Process Management Worksheet
Slide show to be used with the OPCOM Implementation Team's working groups. Discusses Baldrige, systems theory, SIPOC, and process mapping
Updated 10/20/2008 by PAS.
Ausspc 2010 Presentation Building Lob Solutions With Share Point 2010Simon Rawson
This presentation was delivered at the SharePoint 2010 Conference. It presents key factors for building line of business solutions using ECM technologies.
Master Global Project ManagementTorrens University Aus.docxendawalling
Master Global Project Management
Torrens University Australia
BUSINESS PROCESS
MANAGEMENT & SYSTEM
PROJ6009
Subject Structure
Module 1 – Foundation of Business Process Management (BPM)
Module 2 – Drivers of BPM Projects and Opportunities
Module 3 – Phase of Business Process Management
Module 4 – Business Process Analytics and Improvement
Module 5 – Lean and Six Sigma in BPM
Module 6 – Enterprise Systems and Applications in BPM
Roughly Two sessions (weeks) per Module
Business Process
A Business Process consists of a set of activities that are performed in coordination in an organisational and technical environment.
Business process is a collection of inter-related events, activities and decision points that involve a number of actors and objects, and that collectively lead to an outcome that is of value to at least one customer.
A business process model consists of a set of activity models and execution constraints between them. Typical examples:
Quote to Order
Order to Cash
Procure to Pay
Issue to
Solution
Application to Approval
Business Process Model
Observe to Analyse
Analyse to Interpret
Interpret to Decision-Making
Strategy to Operations
Performance to Evaluation
Pillars of BPM
People (Process Owner)
Process (Operations Flow)
Technology (Better process enabler)
BPM Life Cycle
The business process lifecycle consists of phases that are related to each other which are organised in a cyclical structure, showing their logical dependencies.
Many design and development activities are conducted during each of these phases, and incremental and evolutionary approaches involving con-current activities in multiple phases are not uncommon. (Segatto 2013)
Segatto, M., Pádua, S. I. D. d., & Martinelli, D. P. (2013). Business process management: a systemic approach? Business Process Management Journal, 19(4), 698-714.
6
Administration
& Stakeholders
BPM Life Cycle
Evaluation
Design & Analysis
Configuration
Enactment
Business Process Levels
Organisational vs Operational
What happened here, what happened out there?
So what in it for me (the business)?
Why we intent to do this?
Now we are doing it?
Hang on, how we gonna do it?
Any 7 Ss enable us to do it?
Now we are REALLY doing it…
Oh Sh*t, something went wrong…
What can we find from mistakes?
Let’s change people, methods, environment?
Are we ready to do it again?
Do it now, do it right, do it with methods...
Cool, we did it!
We did it well!
Can we do it again?
Business Process Levels
Key BPM Capabilities
Leverage for Efficiency
BPM enables by service oriented architecture (SOA)
BPM solutions maximise assets re-use
Respond Faster
BPM allow flexible processes design, quick responses to customer, partners and competitions
Manage Change
Streamline processed to keep employees productive and customers satisfied
Basic Components of BPM
Modeling and Simulation
Business Activity Monitoring (BAM)
Rules and Pre-built .
What do 'Lean' manufacturing techniques have to offer service companies? Lean production practices generally reduce costs, eliminate waste, and increase efficiency. However, translating these practices to an office environment is often less than obvious. Fully achieving 'Lean' also entails value stream mapping, root cause problem solving, and 5S methodology (to name a few). But these ideas are far from difficult to grasp and often enlightening.
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Mba 505 business_processes_operations_productivity_strategy
1. Management Decision Making: Operations and Decision Analysis May 2010 Week – 1 Business Processes Operations, Productivity & Strategy Anupam Das, PhD
2.
3. Course Introduction / Orientation Faculty: Anupam Das, PhD Office : Building 250, Room 446 Email: [email_address] Phone: 250-753-3245 ext. 2477 Class Hours: 08.30am – 10.30am, Monday, Bldg: 250/125 (All sections) 08.30am – 10.30am, Friday, Bldg: 250/140 (sec. I11N70) 10.30am – 12.30pm, Friday, Bldg: 250/140 (sec. I11N72) 01.30am – 03.30pm, Friday, Bldg: 250/140 (sec. I11N71) Office Hours: 10.30 am – 12.00noon Monday, 09.30 am – 12.00noon Tuesday, or by appointment Textbook: Jay Heizer and Barry Render (2011), Operations Management , 10 th edition, Prentice Hall
4. Course Introduction / Orientation Methods of Evaluation Assignment value Due Class Participation and Learning 15% May 30, June 13, Reinforcement/Quizzes July 11 Group assignments (3 @ 15%) 45% June 1 & 20, July 15 Final Exam (Closed book) 40% July 18
5. “ The systematic design, direction and control of processes that transform inputs into services and products for internal, as well as external customers ” Operations Management is ---- Inputs Transformation Processes (Adding value) Outputs
6.
7.
8.
9.
10. Firms have many processes that support the core processes. Support Process Support processes New service/ product development process Supplier relationship process Order fulfillment process Customer relationship process External Suppliers External Customers (i.e. accounting, finance, human resource management, etc)
21. Process Value Analysis Step 1: what activities are being done – where, when, how, and who Step 2: why are they (activities) being done this way? Step 3: Is each step necessary; does it add value? Step 4: Design alternative ways to add value; consider radical verses incremental Change
28. What Is Operations Management? Production is the creation of goods and services Operations management (OM) is the set of activities that create value in the form of goods and services by transforming inputs into outputs
29.
30. Organizational Charts Commercial Bank Operations Teller Scheduling Check Clearing Collection Transaction processing Facilities design/layout Vault operations Maintenance Security Finance Investments Security Real estate Accounting Auditing Marketing Loans Commercial Industrial Financial Personal Mortgage Trust Department
32. Manufacturing Organizational Charts Marketing Sales promotion Advertising Sales Market research Operations Facilities Construction; maintenance Production and inventory control Scheduling; materials control Quality assurance and control Supply-chain management Manufacturing Tooling; fabrication; assembly Design Product development and design Detailed product specifications Industrial engineering Efficient use of machines, space, and personnel Process analysis Development and installation of production tools and equipment Finance/ accounting Disbursements/ credits Receivables Payables General ledger Funds Management Money market International exchange Capital requirements Stock issue Bond issue and recall
50. Goods and Services Automobile Computer Installed carpeting Fast-food meal Restaurant meal/auto repair Hospital care Advertising agency/ investment management Consulting service/ teaching Counseling Percent of Product that is a Good Percent of Product that is a Service 100% 75 50 25 0 25 50 75 100% | | | | | | | | |
51. Productivity Challenge Productivity is the ratio of outputs (goods and services) divided by the inputs (resources such as labour and capital) The objective is to improve productivity! Important Note! Production is a measure of output only and not a measure of efficiency
52.
53. Productivity Calculations Labour Productivity One resource input single-factor productivity Productivity = Units produced Labour-hours used = = 4 units/labor-hour 1,000 250
54.
55. Collins Title Productivity = .25 titles/labour-hr Staff of 4 works 8 hrs/day 8 titles/day Payroll cost = $640/day Overhead = $400/day Old System: = Old labour productivity 8 titles/day 32 labor-hrs
56. Collins Title Productivity = .25 titles/labor-hr = .4375 titles/labor-hr Staff of 4 works 8 hrs/day 8 titles/day Payroll cost = $640/day Overhead = $400/day Old System: 14 titles/day Overhead = $800/day New System: 8 titles/day 32 labor-hrs = Old labor productivity = New labor productivity 14 titles/day 32 labor-hrs
57. Collins Title Productivity = .0077 titles/dollar Staff of 4 works 8 hrs/day 8 titles/day Payroll cost = $640/day Overhead = $400/day Old System: 14 titles/day Overhead = $800/day New System: = Old multifactor productivity 8 titles/day $640 + 400
58. Collins Title Productivity = .0077 titles/dollar = .0097 titles/dollar Staff of 4 works 8 hrs/day 8 titles/day Payroll cost = $640/day Overhead = $400/day Old System: 14 titles/day Overhead = $800/day New System: 8 titles/day $640 + 400 = Old multifactor productivity = New multifactor productivity 14 titles/day $640 + 800
59.
60.
61.
62. Developing Missions and Strategies Factors Affecting Mission Mission Philosophy & Values Profitability & Growth Environment Customers Public Image Benefit to Society Benefit to Society
69. Components of OM Mission and Strategy P/OM Mission and Strategy Location Procurement Human Resources & Job Design Inventory Reliability and Maintenance Process Design Layout Scheduling Quality Management Product Design
70.
71. Product Life Cycle Best period to increase market share R&D engineering is critical Practical to change price or quality image Strengthen niche Poor time to change image, price, or quality Competitive costs become critical Defend market position Cost control critical Introduction Growth Maturity Decline Company Strategy/Issues Internet search engines Sales Drive-through restaurants CD-ROMs Analog TVs iPods Boeing 787 LCD & plasma TVs Twitter Avatars Xbox 360
72. Product Life Cycle Product design and development critical Frequent product and process design changes Short production runs High production costs Limited models Attention to quality Forecasting critical Product and process reliability Competitive product improvements and options Increase capacity Shift toward product focus Enhance distribution Standardization Fewer product changes, more minor changes Optimum capacity Increasing stability of process Long production runs Product improvement and cost cutting Little product differentiation Cost minimization Overcapacity in the industry Prune line to eliminate items not returning good margin Reduce capacity Introduction Growth Maturity Decline OM Strategy/Issues
75. Strategy Development Process Determine the Corporate Mission State the reason for the firm’s existence and identify the value it wishes to create. Form a Strategy Build a competitive advantage, such as low price, design, or volume flexibility, quality, quick delivery, dependability, after-sale service, broad product lines. Analyze the Environment Identify the strengths, weaknesses, opportunities, and threats. Understand the environment, customers, industry, and competitors.
Using this and subsequent slides, you might go through in more detail the decisions of Operations Management. While greater detail is provided by these slides than the earlier one, you may still decide to have the students contribute examples from their own experience.