birkbeck university of london explains operational excellence at irm bpm 2015
TRANSCRIPT
Achieving Operational Excellence through BPMJames Smith
Director of Process Improvement & Corporate Information Systems
Birkbeck, University of London
1.Introduction
2.About Birkbeck
3.Drivers for change
4.Operational Excellence
5.Bizagi & our progress so far
6.Q & A
Overview
London’s only specialist provider of evening higher education
Birkbeck was founded in 1823 as the London Mechanics Institute
About Birkbeck
Birkbeck counts four Nobel prize winners and a British Prime Minister among its former students and staff.
Birkbeck Knows about change!...
2007 ELQ funding changes (c. 40% drop in HEFCE teaching-grant)
Strategic Review
2012 Fees & Funding Changes
Downturn in part-time student numbers
HEFCE Catalyst Funding
Drivers for change
Staff & Students
Estates Finance HR Registry Library
Schools
Welcome to Silo-land
Objectives
1.Implement an Operational Excellence Programme using BPM.
2.Define high-volume processes to be automated and implement them quickly.
3.Increase peed and quality of data.4.To reduce complexity, duplication and
errors.5.Build cross-functional processes across
many university units.6.To empower business users to implement
their own small-scale process improvements.
What did we do?
1.Work with an external facilitation partner to
run business process improvement
workshops – to discover and identify
opportunities for process improvement.
2.Look to procure a software solution to help us
manage and orchestrate our processes – and
we procured Bizagi.
Why Bizagi?
Basic modellingProviding a common utility for process diagramming, using BPMN standard…narrowing the gap to technical developers, leading to…
Full managed process execution Executing process. Providing case routing & work-lists.Integration with existing corporate systems via web services.
…create simple diagrams
Executable
…which can be refined to become the basis for executable processes
Define abstracted data models…
…and user interfaces for process participants…
…and business rules, assignment rules, data integrations…
Executable
Our first Bizagi processStudent Status Amendment
This is the process by which our students:
Tell us they want to change mode of attendance.Tell us they want to change programme of study.Tell us they want to interrupt / suspend studies (take a break).Tell us they want to leave (withdraw).
Historically a paper request, which turned into a series of email exchanges, orchestrating a series of decisions and records updates across a number of departments.
Our first Bizagi processProcess discovery and improvement
1. Workshop to understand current process…
…and how it performs
2. Why that is...
..and how we aspire to improve it
3. Agree a ‘to be process’
Our first Bizagi processStudent Status Amendment: Initiation
Web service call
Creates case in Bizagi, routed to users to complete first task
Our first Bizagi processStudent Status Amendment: Process Execution
Managed process is 90% faster than previous paper process!
Achievements
1. Student Status Amendment process 90% faster
2. Proportion of student debt resulting from ‘Promise to Apply’ is down 16%
3. 3 processes deployed in under 12 months
4. "Fastfix" initiative to empower staff to instigate their own small scale process improvements is operational
5. "My Birkbeck Profile" portal enables students to action their request online
6. Accessible to 18,000 students; average 3,000 cases closed per year
Staff & Students
Corporate Information Systems Infrastructure
A bright new world?...
Estates Finance HR Registry Library
Schools
Self-Service: My Birkbeck Framework
Other common services: Identity Database, Reporting
Get Data
?
Do somethin
g
Update somethin
g
Send Email
OWN & MANAGE BUSINESS PROCESSDo
another somethin
g
BPM: Bizagi
Lessons Learned
1. Involve all business owners in the BPM technology selection.
2. Enlist support from external facilitator to define the first processes.
3. Map processes, define workflows and share tasks with the business team.
4. Promote and share your aims for Operational Excellence.
5. Support and mentor colleagues’ process modeling efforts.
6. Recognize that BPM does not reside in IT but should be a shared business tool.
For more information…
Jolanta Pilecka
Contact…
Q&A…
Visit: Bizagi.com/Resources