Business Process Management (BPM)

coilcruelManagement

Nov 6, 2013 (3 years and 7 months ago)

49 views

Business Process
Management (BPM)

The low cost alternative to leverage
your SSA Baan investment

Agenda


Total Process Management for SSA Baan/non
-
Baan users



Case Study #1: Solar Turbines / Caterpillar


Corporate
-
wide Process Management to bridge Baan users to
the rest of the company


Merging the ISO work instructions to the graphical business
processes



Case Study #2: Herman Miller & Fujitsu


Extending DEM/BPM processes to the Extranet


Bridging DEM/BPM and e
-
learning assets


Leveraging BPM to facilitate Sarbanes
-
Oxley compliance &
certification



Case Study #3: Fujitsu, MD Robotics & Comcast Cable


Workflow Automation of Baan & non
-
Baan processes


There are two key reasons why Process Management has now become
unavoidable:



Enterprises can no longer rely on the acquired wisdom and informal
knowledge

of "how things are done around here"


such knowledge is not
always available as organizations restructure to maintain a competitive cost
-
base, and such approaches are typically too slow to adapt to accelerating
change pressures from external forces.


• As enterprises participate increasingly in
e
-
business and e
-
commerce

activities,
their processes become exposed

as never before and the need to
be explicit in managing these external interactions becomes paramount.


Gartner


Strategic Analysis Report

“Examining Process Management Future”

Why Process Management?

Knowledge Management

“The principles of Knowledge Management


that is, the
concept of
discovering the tacit knowledge

within
employees’ minds that has proven to be successful,
making that knowledge accessible

through others
throughout the organization, and using advanced
technology to accomplish this


will remain a sound and
successful business practice”


Kanter


Ten Hot IT Issues and what makes them hot

Business Knowledge Supply
-
Chain

Modelers


Process Owners


Process Councils


Functional Teams


Subject Expert

Publishers


Know
. Consumers

Process Model

Definition

Content Assembly

& Distribution

Know. Leveraging &

Team Collaboration


Quality Mgrs


ISO Sponsors


Intranet Admin.


Process Docum.


Product Docum.


End
-
Users


Business Associates


Customers


Suppliers


Workflow

Executors

Baan Users

Extranet Users

Intranet Users

User
-
Roles

Processes

Document/Controls

C

o

n

s

u

m

e

r

s

DEM / Visio / etc

From Knowledge

Isolation




(1000)

(200)

Baan Users

Extranet Users

Intranet Users

User
-
Roles

Processes

Document/Controls

C

o

n

s

u

m

e

r

s

EZ
-
Process

Web
-
based

Integration

Framework

DEM / Visio / etc

(1000)

(200)



to Knowledge

Integration


Total Process Management Disciplines

1. Process Definition

2. Process Documentation

3. Process Publication

4. Process Optimization

5. Process Certification

6. Process Automation

Extending Enterprise Modeling to Total Process Management

Customer Case #1

Solar Turbines /
Caterpillar

Business Modeling,

Corporate
-
wide Process Mgmt &


ISO Certification

Case 1: Solar Turbines / Caterpillar

Corporate
-
wide Process Management


Customer / Project Profile
:
Solar Turbines


Leading producer of mid
-
range industrial gas turbines for
use in power generation, natural gas compression, and
pumping systems.


About 7000 employees


30 worldwide locations



One of the 50 largest exporters in the USA


Baan ERP
-
5 user

Case 1: Solar Turbines / Caterpillar

Corporate
-
wide Process Management


Key Business Issues
:


Desire to leverage DEM asset to facilitate & support
ISO certification


Lack of integration between DEM and related process
documentation, forcing the maintenance of dual
-
systems


DEM native does not provide a true end
-
user “support
interface” including learning components


Cannot use DEM to document processes in non
-
Baan
areas (other division and/or external associates)


How to extend usage of process flows beyond Baan
(i.e. Visio, PPT, Metis, MEGA, ARIS)

Case 1: Solar Turbines / Caterpillar

Corporate
-
wide Process Management



Power Generation
Division

Oil & Gaz
Division

X

?

DEM

Case 1: Solar Turbines / Caterpillar

Corporate
-
wide Process Management



Power Generation

Div. Oil &
Gaz

X

?

DEM

Case 1: Solar Turbines / Caterpillar

Corporate
-
wide Process Management



Power Generation

Oil & Gaz

X

Modeling

Merged & Published

DEM

Shared

In sync

EZ
-
Process at Solar Turbines

Implemented at customer

Click for

Online demo

Case 1: Solar Turbines / Caterpillar

Corporate
-
wide Process Management


Key Benefits & ROI
:


Seamless integration

between internal/ISO
documentation and the processes they support


Standardized operations

made possible by readily
available business process for
all

employees


Reduction of non
-
value activities

such as document
search and duplication (estimated to 18% by Gartner)


Full learning support

for new & existing employees


Ability to
share process information

with supply
-
chain
associates


Customer Case #2


Herman Miller &
Fujitsu

Intranet/Extranet Process Publishing

Knowledge Mgmt with BPM & e
-
Learning

Sarbanes
-
Oxley compliance & certification

Case #2: Herman Miller & Fujitsu

Process Knowledge Publishing & SOX Certification


Customer / Project Profile
:
Herman Miller


Market leader in design, manufacturing and
distribution of furnishings, office furniture
systems and related services



3000 employees (HQ in Zeeland, MI)


Distributors in 40 countries worldwide


Baan IVc user

Case #2: Herman Miller & Fujitsu

Process Knowledge Publishing & SOX Certification


Customer / Project Profile
:
Fujitsu


Fujitsu Transactions Processing Division, wholly
owned subsidiary of Fujitsu Limited


Leading provider of customer
-
focused IT and
communications solutions for the global marketplace.


Provider of hardware/software solutions and services
for retail point of sale (POS), specialized mobile
computing and Web
-
enabled ATM applications.


1000+ employees


User of Baan ERP
-
5 (200 users)


Key Business Issues
:


Business Know
-
how existing but not easily accessible


Business Know
-
how is lost when employees leave


Lack of unified procedures, defined around user
-
roles


Limitation of DEM processes to Baan users only


Lack of modeling support to non
-
Baan departments


Need for greater user/process/application integration


Need for BPM to extend to the supply
-
chain


How to address the Sarbanes
-
Oxley regulations

Case #2: Herman Miller

& Fujitsu

Process Knowledge Publishing & SOX Certification

Case #2: Herman Miller & Fujitsu

Process Knowledge Publishing & SOX Certification


Key Business Requirements
:


Fully browser
-
based navigation (zero Client)


Intranet / Extranet compliant


Process
-
Documentation integration & publishing


Baan IV and ERP DEM Interface


Security


Scalability


Central repository, worldwide publishing

Case #2: Herman Miller

Process Knowledge Publishing & SOX Certification

Web
-
based Corporate Training Environment

Lotus Notes based Document Management
System for Quality Documentation

Non
-
Baan application called “Maximo” for
managing the ‘tool crib’ (for the handling and
issuing of tools to certified personnel)

‘Self service’ procurement solution

Integrations

Microsoft Visio Flowcharting Tools

Windshield Document Management

Case #2: Herman Miller

Process Knowledge Publishing & SOX Certification

Case #2: Herman Miller

Process Knowledge Publishing & SOX Certification

Case #2: Herman Miller

Process Knowledge Publishing & SOX Certification

Case #2: Herman Miller

Process Knowledge Publishing & SOX Certification

Case #2: Herman Miller

Process Knowledge Publishing & SOX Certification

Supplier X

Supplier Y

Extranet B2B Process Publishing

Case #2: Herman Miller

Process Knowledge Publishing & SOX Certification

Supplier X

Supplier Y

Extranet B2B Process Publishing

Case #2: Herman Miller

Process Knowledge Publishing & SOX Certification

EZ
-
Process at Herman Miller

Implemented at customer

Click for

Online demo

EZ
-
Process at Fujitsu

Implemented at customer

Click for

Online demo

Case #2: Herman Miller & Fujitsu

Process Knowledge Publishing & SOX Certification


Key Benefits & ROI
:


Processes now
available to all HMI employees

and
selected Extranet associates


Catering
Baan
-
related and non
-
Baan

departments/
users


Maintenance free
zero
-
client

browser
-
based interface


Explicit,
retainable and reproducible knowledge


Better learning support

for new employees


Standardized processes

across the organization


Enhanced
applications integration


Key facilitator to
ISO & SOX

certification

Customer Case #3

Fujitsu, MD Robotics,
Comcast Cable

Workflow Management

Case #3: Fujitsu / MD Robotics / Comcast

Workflow Management


Customer / Project Profile
:
Fujitsu


Fujitsu Transactions Processing Division, wholly
owned subsidiary of Fujitsu Limited


Leading provider of customer
-
focused IT and
communications solutions for the global marketplace.


Provider of hardware/software solutions and services
for retail point of sale (POS), specialized mobile
computing and Web
-
enabled ATM applications.


1000+ employees


User of Baan ERP
-
5 (200 users)

Case #3: Fujitsu / MD Robotics / Comcast

Workflow Management


Customer / Project Profile
:
MD Robotics



Developers of advanced robotics systems for space
and terrestrial applications


Best known for the CanadArm, or Space Shuttle
Remote Manipulator, developed and built under
contract for the NASA’s space shuttle program


Wholly owned subsidiary of MacDonald, Dettwiler
and Associates (MDA)


User of Baan ERP
-
5

Case #3: Fujitsu / MD Robotics / Comcast

Workflow Management


Customer / Project Profile
:
Comcast Cable



Largest US broadband cable provider


55,000 employees (Comcast Corporation)


3.7 million customers (Atlantic Division only)


Not a user of Baan

Case #3: Fujitsu / MD Robotics / Comcast

Workflow Management


Key Business Issues
:


Human
-
intensive manual approval of Purchase
Requisitions / Capital Expenditure / etc..


Lack of tracking capability with the paper
-
driven
approval


Long approval cycle time, mainly non value
-
added
(wait time)


Complex approval routing based on multiple criteria


Approval involving multiple offices/divisions


Approval related notes are not easily included in audit
trail / history

Case: Fujitsu Purchase Requisition Approval

WF

Engine




Budget Approval


John

(Buyer)

S

t

e

p


2

E

n

d

S

t

e

p


1

QC Approval

Notify

Purchase

Requisition

(Baan, xls, etc)

Workflow Routes

WF Users/Teams


Managers


Executors


Auditors

Event History

& Monitoring

WF Management


Steve

Mary

Resolved

Peter

Business

Applications



EZ
-
Process at MD Robotics & Comcast

Implemented at customer

Click for

Online demo

EZ
-
Process at Fujitsu

Implemented at customer

Click for

Online demo

Case #3: Fujitsu / MD Robotics / Comcast

Workflow Management


Key Benefits & ROI
:


Improved visibility & real
-
time monitoring

of
transactions through the business process


Detailed audit trail of transaction execution


Significant reduction of transaction cycle time
, thus
savings and better customer responsiveness


Dynamic transaction routing

performed by rules
-
based
engine


Standardized execution of process steps, including
external application integration



Extended user support

to execute the task correctly
the first time around

EZ
-
Workflow Benefits Summary Chart

Purchase Requisition
flow

Paper
-
driven

Online

X

X

X

Probability of lost

Medium

Absent

X

X

Approval Monitoring /
Expediting

Poor to none / time
consuming

Online tracking / real
-
time monitoring

X

X

Approval Signature

Manual

Electronic

X

X

Dispatch per dept /
Req. type / amount

Manual

Automated

X

X

Approval
history/auditing

On paper / difficult

Detailed / Online

X

X

X

Task notification to
approvers

Manual / based on
implicit knowledge

Automatic / based on
workflow routes

X

X

Average process cycle
time

2
-
3 weeks

Hours to 1
-
2 days

X

X

Manual approval

With EZ
-
Workflow

Benefits

Benefits
:

Q
uality

/
S
peed

/
C
ost

Q

S

C

Total Process Management Areas

1. Process Definition

2. Process Documentation

3. Process Publication

4. Process Optimization

5. Process Certification

6. Process Automation

Total Process Management Components

Process Definition




Process Documentation

Process Publication

Process Optimization

Process Certification

Process Automation

Baan DEM
, Visio,
MEGA, ARIS, …

Extending Enterprise Modeling to Total Process Management

Questions Period

?

?

?

Presentation available on complementary CD

and at www.BaanWorkflow.com