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1、Key Definitions,What is a Business Process? A recurring set of actions that produce value by transforming some set of inputs into some set of outputs”. Time-based (Month-end closing process, annual planning process) Event-triggered (Customer inquiry process, new product introduction),Sales Order,MRP
2、 run,Planning MPS,Planned Order,Purchase Requisition,Order Execution,Delivery,Billing,Customer Payment,Purchase Order,Invoice Receipt,Vendor Payment,Goods Issue,Goods Receipt,Goods Receipt,Goods Issue,Product Costing,Profitability Analysis,Raw,Finished,At a high level, the overall business of a comp
3、any can be represented by a single flowchart of major activities,Overall Business Process Model,This model highlights several different Processes performed in the course of every day business,Overall Business Process Model,Order management,Purchasing,Planning,Shipping & Transportation,Finance,Each P
4、rocess can be decomposed into parts to help better manage complexity,Overall Business Process Model,Purchasing,Procure Materials and Services Purchasing Strategy Develop & Maintain Policies Supplier Certification Manage Contracts Manage RFQ Maintain Purchase Requisitions Purchase Materials and Servi
5、ces Monitor & Manage Contracts Manage Consignment Stock Receive Materials & Services Performing incoming QA Process Accounts Payable,BPM Hierarchy Terminology,The Business Process Management Initiative, an international and multi-industry task force aimed at creating standard universal BPM terminolo
6、gy and graphics, has produced the Business Process Modeling Notation (BPMN).,Process Group: a representation of time-related actions and dependencies that transfer a set of inputs into a set of related business outputs,Process: a segment of the process group covering a specific business output,Task:
7、 a breakdown of a process that produces a measurable result,Workstep: a sub-grouping of tasks aimed at producing a common measurable result (used to render the flow-chart more “readable”),1,2,4,3,What is a Process Group?,A Process Group is a collection of related processes. Typically they would be a
8、ligned to a particular business owner A Process Group is a representation of time-related actions and dependencies that transfer a set of inputs into a set of related business outputs A Process Group consists of: One or many processes which relate to the same area of business A Process Group is defi
9、ned using +,What is a Process?,A Process is a collection of tasks designed to meet a specific objective. A business process is thus a specific ordering of tasks across time and place, with a beginning, an end, and clearly defined inputs and outputs. A Process is a segment of the process group coveri
10、ng a single business area A Process is defined using + Typically a process consists of a minimum of 3 tasks. A process model consists of: An input task which serves as a trigger A transformation, which is a number of tasks that need to be carried out A set of sequences and conditions that determine
11、the process flow An output task which marks the end of the process,What is a Task?,A Task is a breakdown of a process that produces a measurable result within the process. A task consists of one specific definable piece of work A task is defined using +,What is a Workstep?,A Workstep is a number of
12、tasks that are linked together by a specific measurable result within the process. These are put together to render the process flow easier to read. Not all tasks in the process flow need to be broken down into a Workstep A Workstep is defined using +,Guidelines for Leading Practice Process Design,B
13、egin with leading practices. Diversions from leading practices must be closely examined and have a justifiable business reason. KIS Simplify, Simplify, Simplify Standardize service levels and processes. Justify exceptions! Challenge every manual task. Seek ways to eliminate, automate, or optimize. A
14、nalyze exceptions and exception processing. Seek ways to eliminate exceptions at the source. Have a clear start event and clear end event Have measurable objectives and set realistic goals. Understand current state metrics and define staggered targets for improvement. Have a minimum of 4 and maximum
15、 of 20 tasks per Process Be visible at one glance from left to right & ideally from top to bottom Use worksteps only when necessary to show a greater level of detail,Guidelines You know youre in trouble when,There are too many process variations Thru-time is too long Service level (e.g. percentage o
16、f cases on time) is too low or too high Utilization rate of resources is too low or too high Decision Making causes bottlenecks,Balancing among competing objectives,It is important to understand that improving a process is always a trade off among:,Parallelism improves process design,Improving a process introduce as much parallelism as possible More parallelism leads to improved performance reduction of waiting times and better use of capacity (resources
