TI et reingenieire des processus

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7 Αυγ 2012 (πριν από 4 χρόνια και 8 μήνες)

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IT and Process
Reengineering

Session 3

Modeling and Diagnostic of the As
-
Is
Process

Jean Talbot

Jean.talbot@hec.ca

HEC MONTRÉAL


MBA

53
-
753
-
03 IT & Process Reengineering


Jean Talbot, HEC Montréal

Session
2
Summary


El
-
Sawy’s

Methodology


Cases


Appro
-
exped

case


ABC


HEC MONTRÉAL


MBA

53
-
753
-
03 IT & Process Reengineering


Jean Talbot, HEC Montréal

Outline Session 3


Brief review of the methodology


Modelling the existing process


IBM
Websphere

Business
Modeler


Diagnostic of the existing process


Simulation


Value
-
added analysis


Cause and
Effet

Tree Diagram


OPIC (Objectives, Problems, Impacts, Causes)


Hammer’s video (if we have time)

El
-
Sawy’s BPR Methodology

The material in the following slides is taken from El
-
Sawy, O.,
Redesigning Enterprise Processes for E
-
Business
, McGraw
-
Hill
Irwin, NY, 2001, Chapters 1 & 4

HEC MONTRÉAL


MBA

53
-
753
-
03 IT & Process Reengineering


Jean Talbot, HEC Montréal

El
-
Sawy’s Methodology

(
El
-
Sawy, O.,
Redesigning Enterprise Processes for E
-
Business
, McGraw
-
Hill Irwin, NY, 2001)

HEC MONTRÉAL


MBA

53
-
753
-
03 IT & Process Reengineering


Jean Talbot, HEC Montréal

El
-
Sawy’s Methodology

HEC MONTRÉAL


MBA

53
-
753
-
03 IT & Process Reengineering


Jean Talbot, HEC Montréal

Phase 1: Scoping the Process

1.
Operationalize process performance targets

2.
Define process boundaries

3.
Identify key process issues

4.
Understand best practices and define initial visions

5.
Familiarize participants with BPR software

6.
Outline data collection plan and collect baseline data

7.
Plan for modeling phase


HEC MONTRÉAL


MBA

53
-
753
-
03 IT & Process Reengineering


Jean Talbot, HEC Montréal

Phase 2:

Modeling, Analysis and
Redesign of Process

2.1 Continue data collection

2.2 Model «

As
-
Is

» baseline process

2.3 Analyse and diagnose «

As
-
Is

» process

2.4 Design and model «

To
-
Be

» process
alternatives

2.5 Analyze «

To
-
Be

» process alternatives and
select best one

2.6 Plan process integration phase

Modeling
the Existing Process

See IBM material on WebSphere Business
Modeler

HEC MONTRÉAL


MBA

53
-
753
-
03 IT & Process Reengineering


Jean Talbot, HEC Montréal

EXTERNAL

ENTITIES

ENTITY
-

A

FORM
-

001

MANUAL

OPERATIONS

AUTOMATED

OPERATIONS

OPERATION

1

OPERATION

2

OPERATION

3

SCREEN


MANUAL /

AUTOMATED

INTERFACE

ENTITY
-

B

ENTITY
-

C

OPERATION

4

OPERATION

5

FILE

REPORT

REPORT

COPIE

1

YES

NO

A

ACCESS

TRANSACTION

Operational Process Diagram

HEC MONTRÉAL


MBA

53
-
753
-
03 IT & Process Reengineering


Jean Talbot, HEC Montréal

What

to model?


Ressources


Resources

(
individual
-
bulk
)


Attributes


Cost


Availability


Role


Roles


Cost


A
vailability


Timetables


Business Items


Attributes



HEC MONTRÉAL


MBA

53
-
753
-
03 IT & Process Reengineering


Jean Talbot, HEC Montréal

What

to model?


Processes


Subprocesses


Tasks


Cost

and revenue


Duration


Resources

required


Repository


Service


Cost

and revenue


Duration

HEC MONTRÉAL


MBA

53
-
753
-
03 IT & Process Reengineering


Jean Talbot, HEC Montréal

What

to model?

ABC
Company


Big

Apple Software

Modeling

Patterns

HEC MONTRÉAL


MBA

53
-
753
-
03 IT & Process Reengineering


Jean Talbot, HEC Montréal

Pattern 1


Dividing

a flow
into

two

flows

with

the
same

information


Order

on
which

two

parallel

operations

must
be

done

HEC MONTRÉAL


MBA

53
-
753
-
03 IT & Process Reengineering


Jean Talbot, HEC Montréal

Pattern 2


Dividing

a flow
into

two

flows

but
with

different

information

HEC MONTRÉAL


MBA

53
-
753
-
03 IT & Process Reengineering


Jean Talbot, HEC Montréal

Pattern 3


Directing

a flow on one of
many

paths

HEC MONTRÉAL


MBA

53
-
753
-
03 IT & Process Reengineering


Jean Talbot, HEC Montréal

Pattern 4


Directing

a flow on one or
many

paths


HEC MONTRÉAL


MBA

53
-
753
-
03 IT & Process Reengineering


Jean Talbot, HEC Montréal

Pattern 5


Wait

for all inputs
before

starting

an
activity

HEC MONTRÉAL


MBA

53
-
753
-
03 IT & Process Reengineering


Jean Talbot, HEC Montréal

Pattern 6


HEC MONTRÉAL


MBA

53
-
753
-
03 IT & Process Reengineering


Jean Talbot, HEC Montréal

Pattern 7


Wait

for all inputs and
execute

the
task

once for
each

input

Diagnostic
of the Existing Process

HEC MONTRÉAL


MBA

53
-
753
-
03 IT & Process Reengineering


Jean Talbot, HEC Montréal

Simulation


Do the processes have enough processing
capacity?


Here are the bottlenecks?


Where should we add resources to improve the
process?


What happens when an extreme event happens?



HEC MONTRÉAL


MBA

53
-
753
-
03 IT & Process Reengineering


Jean Talbot, HEC Montréal

Important
parameters

to
specify



Time for
each

task


Resource
requirement

(
bulk
,
role

or
individual
)
if
you

run

the simulation
with

resource

requirements

and use
resources
’ time
required

as a
task

processing

time


Duration

if
you

run

the simulation
without

resources
’ time
required

as a
task

processing

time


Cost


Amount

of
resources

available

to
accomplish

task


The
amount

of a
bulk

resource

is

defined

in the
specification

of the
resource


The
amount

of
each

role

available

is

defined

in the
resource

pool tab of the simulation
snapshot


If
you

run

the simulation
without

resource

requirements

you

can

then

define

the maximum
number

of
simultaneous

tasks

to
define

the
availability

of
resources


The
behavior

of the
incoming

tokens

(input tab)


HEC MONTRÉAL


MBA

53
-
753
-
03 IT & Process Reengineering


Jean Talbot, HEC Montréal

Reports


Process

Instances
Summary


Activity

Duration


Resource usage
summary


Resource usage


HEC MONTRÉAL


MBA

53
-
753
-
03 IT & Process Reengineering


Jean Talbot, HEC Montréal

Activity

Necessary

to Produce

Output?

Contribute

to Business

Functions?

Business Value

Added

No Value

Added

Record Order

Type Policy

Research Data

Record Claim

Record Date Received

Order Forms

Update Personnel Records

Prepare Financial Reports

Review and Approval

Rework

Movement

Storage

Real Value

Added

Contribute

to Client

Requirements?

Activities That Must be

Performed to Meet Client

Requirements.

Activities That Do Not Contribute to Meeting Client Requirements.

These Activities Could Be Eliminated without Deterioration

in Product / Service Functionality.

Yes

No

No

No

Yes

Yes

Value
-
added

Assessment

HEC MONTRÉAL


MBA

53
-
753
-
03 IT & Process Reengineering


Jean Talbot, HEC Montréal

Process Efficiency

T
n
= Efficiency of a Business cycle


RVA= Real Value Added


T = Total Value of a Business cycle



(RealVA + BusinessVA + NoVA)

T
n
=
RVA


T

HEC MONTRÉAL


MBA

53
-
753
-
03 IT & Process Reengineering


Jean Talbot, HEC Montréal

Appro
-
exped case


HEC MONTRÉAL


MBA

53
-
753
-
03 IT & Process Reengineering


Jean Talbot, HEC Montréal

Ishikawa
diagram

(
fishbone

diagram
)

HEC MONTRÉAL


MBA

53
-
753
-
03 IT & Process Reengineering


Jean Talbot, HEC Montréal

OPIC (Objectives, Problems, Impacts,
Causes)

Objectives

Problems

Impacts

Causes

Average stock
level should be
at a threshold
set for each
product

Inventory levels
exceed the
threshold for
45% of the
products

Additional
inventory costs
of $125,000
per year


Annual waste
in terms of out
-
of
-
date
medication

The buyers are ordering too
much

There are no purchasing
guidelines

The managers do not know
the inventory levels

No control report is produced
for inventory levels

Method for evaluating buyers
(reprimand whenever there
are shortfalls)