itb298 lecture week 1 sem 1 2007 staff version

Business Process Modeling- Lecture Notes week 1, sem 1 2007 -

Wasana Bandara

Queensland University of Technology

Brisbane, 26th Feb 2007

2

Discussion

• What is a business process?

• Why is business process management so popular?

3

What is a business process?

4

InvoiceInquiry

Quotation Delivery note

Customer order

A process is the self-contained, temporal andlogical order (parallel and/or serial) of thoseactivities, that are executed for the transformationof an business object with the goal ofaccomplishing a given task.

Our Process Definition

5

What is BPM?

Business Process Management is a structured, coherent and consistent way of understanding, documenting, modeling, analysing, simulating, executing, measuring and continuously changing end-to-end business processes and all involved resources in light of their

contribution to business improvement.

Definition by the Australian BPM Community of Practice

6

What is the value proposition ofBusiness Process Management?

7

Why Business Process Management?

• Organisations are a collection of processes.

• Processes reflect time, cost, quality.• Processes reflect products and services.• Processes reflect customer orientation.• Processes reflect flexibility.• Processes reflect complexity.• Processes reflect working styles and culture.

The performance relies on business processes.

8

Business Process Management Lifecycle

9

Business Process Lifecycle Support

10

Purposes of process modeling

ProcessDocumentation

SOASimulation

Workflow/Document

Management

KnowledgeManagement/Training

ProcessImprovement

Process CostAnalysis

EnterpriseSystems

Compliance /Risk Management

SoftwareEvaluation/Selection

EnterpriseArchitecture

11

How does all this fit with what you are about to learn in this unit …?

12

Process Modelling - The Missing Middle?

13

All IT is initially an expense.

The efficiency of the business processesdetermines the value of IT.

14

The Magic word …

“PROCESS …”

15

Challenges of a Process Manager

by Scott Adams

16

What does the industry offer?

1 Organisation of this Subject

18

The design of this unit …

ITB298 Content

Comprehensive Industry demand Analysis - Australia - USA - UK

Local Industry Experts

Pedagogical guidelines

+

ITB298 Unit Structure

19

Summary Skills Extracted from the Job Content Analysis

Job Skill ID Specific Skills / Experience Required US UK Australia Total

JS-1 Communication (verbal) and presentation skills 33 20 43 96

JS-2 Analytical skill ( /Business Process Analysis) 28 28 22 78

JS-3 Project management skill (Project Work Bench, MS Project, Team Work Bench and EPIC) 22 17 34 73

JS-4 Process Modelling / design / mapping 12 24 32 68

JS-5 Process Reegineering / development / BPR 12 18 25 55

JS-6 Business Intelligence 10 9 25 44

JS-7 Change mangement skill / Business Process Change 8 12 22 42

JS-8 Technical / specifications Writing / documentation (Written skill) 24 10 6 40

JS-9 Business Analysis 12 7 18 37

JS-10 Negotiation skills 8 2 25 35

JS-11 Process Improvement 4 5 24 33

JS-12 Context specific knowledge 3 0 29 32

JS-13 Problem solving (tools such as : scatter diagrams, improve, etc ) skills 17 6 9 32

JS-14 SAP related product skills 9 9 14 32

JS-15 Client Management / stakeholder management Skill 7 8 16 31

20

Summary Skills Extracted from the Job Content Analysis

Job Skill ID Specific Skills / Experience Required US UK Australia Total

JS-16 Internet technologies (HTML, java Script) 25 1 5 31

JS-17 MS office (vision, word, excel, MS project etc) 20 7 1 28

JS-18 Consulting 6 3 18 27

JS-19 Interpersonal, team and stakeholder management skill 1 21 4 26

JS-20 Six Sigma 12 10 4 26

JS-21 How to run training / workshops 3 2 19 24

JS-22 Process Management (BPM) 6 11 6 23

JS-23 Requirements gathering methods and analysis knowledge 6 4 11 21

JS-24 Planning & Organizational skills 7 9 4 20

JS-25 SDLC knowledge (RUP , Agile, etc.) 10 2 7 19

JS-26 Facilitation skills 4 0 13 17

JS-27 Leadership skill 11 5 1 17

JS-28 Lean Process Management (Improvement Methodology) 5 4 8 17

JS-29 ITIL reference model knwoledge 2 9 4 15

21

Summary Skills Extracted from

For further details, see report in OLT site

Job Skill ID **Specific Skills / Experience Required

FG-1 Systems analysis skills

Fg-2 Ability to see the bigger picture of BPM

Fg-3 Ability to conduct the finer details within BPM projects

Fg-4 Knowledge on methodology and frameworks

Fg-5 Understand what the business problem is

Fg-6 Ability to communicate with the client

Fg-7 Ability to run workshops and training

Fg-8 Negotiation and leadership skills

Fg-9 Scope management

Fg-10 Team management

Fg-11 Creative ability

Fg-12 Basic statistical skills

Please note that the skills presented here is not in any particular order

22

Organization of this Subject

1.1. Objectives

1.2. Assignments

1.3. Resources

1.4 Contents

23

Objectives of this Subject

1. Elaborate an awareness of the issues concerning the management of business processes

2. Identify, model, improve, introduce, and manage processes in a business organization

3. Apply the principles of business process modeling for different purposes [Discuss the characteristics of the Architecture of Integrated Information Systems (ARIS) ]

4. Explain the relationships between the modeling, to advance business applications such as knowledge management, enterprise management, process simulation etc

5. Use the upper-CASE-tool ARIS to model processes

6. Demonstrate knowledge of syntax and semantics of modelling with ARIS; knowledge of process engineering lifecycles; and skills to undertake process modelling tasks

24

Objectives of this Subject (Cont)

8. Find process improvements given a process model

9. Interview business partners and effectively communicate the results of the modelling activity in written, oral and visual forms

10. Locate relevant resources related to benchmarking processes and comparing and contrasting modelling techniques

11. Complete modeling-based process engineering tasks independently and within groups

12. Appreciate the social and organisational impacts of Process Modeling projects and effectively communicate this appreciation to stakeholders

13. Work effectively in team leadership roles in team projects and demonstrate an awareness of the historical evolution of business process modelling and management theories

1.2 Assessments

26

Assignments

Assignment 1:Report on Business Process Improvement case study (Group work) DUE: (16th of April, 2007)

Assignment 2:Researched essay on advanced applications of process modelling (Group work) DUE: (28th of May, 2007)

EXAMDUE: Exam Period

26© Dr Michael Rosemann, QUT Brisbane – 26 February 2002

1.3 Resources

28

Teaching team and Contributors

– Wasana Bandara

– Prof. Michael Rosemann– Jan Recker

– Other Presenters• Industry• Internal

29

Contact Details

Wasana Bandara

• Room: 737 Level 7 S block, GP campus.

• Phone: 3138 1919

• Consultation Hours:– Tuesdays 2.00pm-4.00pm

(S737)– Wednesdays 11.00pm-1.00pm

(S737)

Michael Rosemann

• Room: 126, Margaret St, Level 5, 504

• Phone: 3138 9473

• Consultation Hours and venue:– TBA

•http://sky.fit.qut.edu.au/~rosemann/

30

Contact Details (cont)

For Technical support on ARIS:

Jan Recker

[email protected]

For General Inquiries:

FIT Duty Tutor

[email protected]

http://sky.fit.qut.edu.au/~recker/

31

ITB 298 Homepage

32

Recommended resources

Becker, Kugeler, RosemannProcess Management.Springer-Verlag, August 2003.ISBN 3540434992.

33


Rob Davis: BusinessProcess modeling withARIS. July 2001.Springer VerlagISBN: 1852334347

34


Scheer, Abolhassan,Jost, Kirchmer:Business Process Excellence.ARIS in Practice.Springer-Verlag, June 2002.ISBN 3540434798.

1.4 Structure of the Unit

36

Unit Structure

Week

Starting

Lecture Topic Student Activities Tutorial/ Practica

lTasks

AssessmentTasks/Dates

126th Feb

Introduction to BPM and Process modelling

Read Week 1 document and understand schedule, resources (OLT, Library, etc) and requirements of assessment items.

Complete readings set for week one.- none-

2 5th March

Introduction to EPCsComplete readings set for week two. Complete ARIS workshop.

Complete and report on group formation.ARIS

workshop

312th of March

The Architecture of Integrated Information

Systems (ARIS)

Complete readings set for week three. Complete ARIS workshop. Read and understand Assignment 1 requirements.

ARIS workshop

419th of March

ARIS Modelling (Cont)Model based process management - What

does it mean …?

Complete readings set for week four. Complete ARIS workshop. Commence tasks for Assignment 1.

ARIS workshop

526th of March

Further Applications of Business Process

Modelling

Complete readings set for week five. Complete ARIS workshop. Continue with Assignment 1 tasks.

ARIS workshop

62nd of April

Process Modelling with the Business Process

Modelling Notation (BPMN) - Part 1

Complete readings set for week six. Complete BPMN workshop. Have a first draft of Assignment 1 ready for pre-submission

feedback (optional).

BPMN workshop

Mid semester break

37

Unit Structure

Week

Starting


lTasks


7

16th of April

Process Modelling with the Business Process

Modelling Notation (BPMN) - Part 2

Complete readings set for week seven. Complete BPMN workshop. Finalise and submit Assignment 1

BPMN workshop

Assignment 1 due

8

23rd of April

Process Modelling in the landscape of Large

systems

Complete readings set for week eight. Complete advanced BPMN workshop. Prepare for Assignment 2

BPMN workshop

9

30th of April

Meta models and Reference Process

Models

Complete readings set for week nine. Complete configurable reference model exercise in tutorial. Continue with Assignment 2

tasks.Review Assignment 1 feedback with tutor.

Configurable

Reference models exercise

May day holiday

38

Unit Structure

Week

Starting


lTasks


10

14th of May

The Process of Process Modelling

Management

Complete readings set for week ten. Complete Tutorial on Process Modelling Management. Continue with Assignment 2

tasks.

Tutorial on

Process Modelling Managem

ent

11

21st of May

Closing the loop - Model based process

design to process execution

Complete readings set for week eleven. Complete Workflow modelling exercise.

Continue with Assignment 2 tasks.Have a first draft of Assignment 1 ready for pre-submission

feedback (optional).

Workflow modelling exercise

1228th of

May

Process Modelling case studies - modelling power and impacts

Complete readings set for week twelve. Prepare and present for the oral presentations of ITB298 Assignment 2. Finalise and

submit Assignment 2 report.

Student presentati

onsAssignment 2 due

13

4th of June

Deriving Reference models and Process Patterns: Case study

example

Complete readings set for week thirteen. Review and attempt mock exam. Complete SEUs and SETs for unit. Review

Assignment 2 feedback with tutor.

Semester revision

and Mock exam

39

Tutorials

TIME: 7.00pm-8.00pm OR 4.00- 5.00pm

VENUE: S 623

Tutorials will start next week (week 2) and please form your groups as early as possible…

40

The Market for BPM Tools

* 44,000+ Licenses Sold

* Sixth year as leader

* Complete solutions

* Scaleable solution

* Computer Based Training

* Easy to Use

Brief Overview of Business Process Managament

42

Business Process Management Overview

43

The story of Business Process Management

Scientific Management - Adam Smith

Scientific ManagementFrederick Taylor

Taylorism

Henry Ford

•Quality Management•Production management•Computer integrated manufacturing

Hammer and Champy Thomas Davenport

44

Consequences …

• Work units changed from functional departments to process teams• Jobs change from simple tasks to multi-dimensional work• People's roles changed from ‘being controlled’ to ‘empowered’• Job preparation changed from ‘training’ to ‘education’• Performance measures shift from activity to result• Roles of managers and executives change• Organizational structure changes• Value changes

Extracted from Hammer and Champy, 1993, p.65-79

45

What does BPM really mean?

• Identify ,Manage , Control and Improve processes.

• BPM focuses on improving processes in an formalized and integrated manner

46

BPM success elements

The Process:

Engagement Model

Technology:

IT applications used

People :

Various Stakeholders in the value chain

Process Technology

People

Brief Overview of Business Process Modeling

48

What is a model?

• What is a model?

- Models are extractions of the real world, developed for the sole purpose of reducing its overall complexity.

-Models aggregate information and document only the relevant aspects of the real world

An information model depicts at a specific time, elements and relationships of relevance for a subject and purpose

50Hagemeyer (1999)

What does it mean to ‘model processes’?

Event-driven Process Chain

Follow the Document Flow

Quote Order Shipping InvoiceJan. 1 ‘07 Jan. 5 ‘07 Jan. 17 ‘07 Jan. 18 ‘07

Preparequote

ProductionPrepare -invoice

Acceptorder

Verify -invoice

Posting

Jan. 27 ‘07

RFQ

Jan. 2 ‘07

51

Process Modeling purposes Figure 3: Summary of secondary process modeling objectives

26.90%26.21%

24.48%19.31%

17.93%13.79%

8.62%7.59%

6.90%5.52%5.17%4.83%4.83%

3.45%3.10%3.10%

0.34%

0% 5% 10% 15% 20% 25% 30%

Improvement of internal business processesBusiness process documentation

Workflow managementImprovement of collaborative business

Change managementSoftw are development

Know ledge managementDesign of Enterprise Architecture

End user trainingDatabase design and management

AuditingSoftw are selection

SimulationCertif ication / quality management

Softw are configurationActivity-based costing

Risk Management (new category)

Bandara (2007)

52

Most commonly used techniques

Bandara (2007)

Tool Citations %EPCs 36 17%UML 24 11%IDEF 15 7%

Basic Flow charting 10 5%DFDs 6 3%BPMN 5 2%

17 Others 27 13%Unspecif ied 28 13%

Vague statements 61 29%212

53

Alternative Modeling Techniques- Even-driven Process Chains

Customer Side Supplier Side

Need forpurchasing

exists

Determinepurchasing

requirements

Purchasingrequirements

have beendetermined

Create andsend Request

for Quote

RfQ was sent

ext

ERP System

Anyorganizational

Unit

PurchasingDepartment

Requestfor Quote

ext

B2B System

PurchasingRequirements

RfQ wasreceived

Determineif RfQ

requirementscan be met

ext

ERP System

XOR

RfQrequirementscan be met

RfQrequirementscannot be met

Sales

CreateReferral

ReferralDatabase

Sales

Referral hasbeen created

CreateQuote

Quote hasbeen created

Sales

Requestfor Quote

ReferralQuote

XOR

Sendresponse

Response wassent

ext

B2B SystemMessage

Legend

Function

Event/StateOrganizational

Unit

ext

ApplicationSystem

ControlFlow

XOR

connector

Database

Document

zur Muehlen (2003)

54

Customer Side Supplier Side

determinepurchasing

requirements

createrequest for

quote

purchasingrequirements

start

RfQ

evaluaterequest for

quote

RfQevaluation

Quote

Referral

createquote

createreferral

RfQeval=possible

RfQeval=not possible

Legend

transition

place

token

control flow

Alternative Modeling Techniques- Petri-Net

zur Muehlen (2003)

55

Supplier SideCustomer Side

Start

Create and sendRequest for Quote

End

Determinepurchasing

requirements

ReceiveRequest for

Quote

Can the RfQrequirements

be met?

Create and sendQuote

yes

no

Create and sendReferral

Receive response

Was a Quotereceived?

yes

no

Legend

Activity

Decision

Control Flow

Start/End

Preparation

PurchasingProcess

PurchasingRequirements

Requestfor Quote

Quote

Referral

Data

Alternative Modeling Techniques- Flowchart

zur Muehlen (2003)

56

Most commonly used tools

Citations %

ARIS 60 27.03%

VISIO 57 25.68%

Systems Architect 9 4.05%

Rational Rose 8 3.60%

Provision 7 3.15%

Staffware 6 2.70%

Flowcharter 5 2.25%

38 Others 44 19.82%

Unspecified 7 3.15%

Vague statements 19 8.56%

222 100.00%

Primary Tools Used

Citations

VISIO 28

MS Powerpoint 15

MS Word 10

ARIS 5

MS Excel 4

Rational Rose 2

MS Project 2

Others (including vague

statements) 84

Supporting Tools Used

Bandara (2007)

57

When?

Process

Which?

Data / Service / Product

What?

Function

Who?Organization

Process modeling Views

59

Model-based Process Improvement (1/2)

10

Start

E1

E2

E3

E4

E5

Minute(s)

F5

20 Minute(s)

F4

F3

F2

F1

F6

E6

Initial process

Start

E1

F1

F6

E6

E3

E4

E5

10 Minute(s)

F5

20 Minute(s)

F4

F3

Delete F2

E1

F6

E6

Start

E1

F1

E3

E4

E5

10 Minute(s)

F5

20 Minute(s)

F4

F3

Outsource F1

E1

E3

E4

20 Minute(s)

F4

F3

F6

E6

Start

E1

F1

E5

10 Minute(s)

F5

Switch F3 & F4

F7

E7

E1

E3

E4

20 Minute(n)

F4

F3

F6

E6

Start

E1

F1

E5

10 Minute(n)

F5

Expand F7

60

E1

E3

E4

20 Minute(n)

F4

F3

Start

E1

F1

E5

10 Minute(n)

F5

F6/7

E6/7

IntegrateF6 & F7

E1

E3E4

20 Minute(n)

F4 F3

Start

E1

F1

E5

10 Minute(n)

F5

F6/7

E6/7

Parallelism ofF3 & F4

E1

E3 E4

20 Minute(n)

F4F3

XOR

Start

E1

F1

E5

10 Minute(n)

F5

XOR

E1 E1

F6/7

E6/7

Createvariants

AWS

E3 E4

20 Minute(n)

F4F3

Start

E1

F1

E5

10 Minute(n)

F5

XOR

E1

XOR

E1 E1

F6/7

E6/7

Automate F3

Minute(n)5

F5

Minute(n)15

F4AWS

E3 E4

F3

Start

E1

F1

E5

XOR

F6/7

E6/7

E1

XOR

E1 E1

Accelerate F4 & F5

Model-based Process Improvement (2/2)

61

Integrated Enterprise modeling

Pont bascule COMEX PesageGEDEXSAP

SI

Architecture SI globale

1

Terminé

Version:Status:

SAP

Logistics -General

BasisComponents

Real EstateManagement

FinancialAccounting

MaterialsManagement

Sales andDistribution

CustomerServiceTreasury

Controlling

LogisticsExecution

ProjectSystem

QualityManagement

EnterpriseControlling

Cross-ApplicationComponents

PersonnelManagement

PlantMaintenance

ProductionPlanning

and Control

_SAP Structure

1

Terminé

Version:Status:

Goods Receipt

MIGO

MB03

MB01

MB02

Goods Receipt

1

Terminé

Version:Status:

MIGO_GR

Livraison desproduits

Analyser etidentifier le(s)

marché(s)

Optimiserla chaînelogistique

Synopsis_Energie

1.0

Terminé

Version:Status: Process owner: IDS Scheer WE

Mettre lesproduits àdisposition

Développerl'approchemarketing

Vendreau client

Distribuerles produits

Piloter l'activité

Systèmes d'information

Contrôle de gestion

Ressources humaines

Juridique

Comptabilité et finances

BESOINS CLIENTS

SATISFACTION CLIENT

Processus de direction / pilotage

Processus support

Processus opérationnels

ExplorationEvaluer fluxpotentiels

Développement ProductionMarché des

hydrocarbures

Planifier lesopérations et

gérer les réseauxde distribution

Programmerla distribution

Collecter lesproduits finis

pour transportet stockage

Planifier lesréceptions etréceptionner

Gérer les stocksdans les dépots

Piloter les stocks et les prélèvements

Prélever produitdes stocks

Assurer lesexpéditions

Maîtriser la performance de la distribution

Maîtriser la performance des opérations de réception et production

Distribuer

1.0Terminé

Version:Status:

Process owner: IDS Scheer WE

Accueil etcontrôle arrivée

camion

Pesage d'entréecamion

Ordre dechargement

camion

Chargement camionet contrôle duchargement

Pesage sortiecamion

Contrôles physiqueset administratifsde sortie camion

Assurer les expéditions

1.0

TerminéVersion:Status:

Process owner: IDS Scheer

Conformitéprésence OL

Contrôlerconformitééquipement

Contrôlerchecklist ad hoc

ContrôleurContrôler

documentsofficiels

Contrôleur

Transportagréé

Transportnon agréé

Contrôleur

Risque d'erreur/oublilors du contrôle

(Checklists)

Redondancedes contrôles

6' - Vérifier conformité MT et chauffeur

1.0Terminé

Version:Status:


Atteindre untaux d'acceptation

des camions>= 90 %

(tous types produits)

Intégrer les contrôlesd'habilitations en

amont

Anticiper lescontrôles chez

les transporteurs

QUI?

QUOI?COMBIEN ?QUAND ?

Atteindre un taux d'acceptation des camions >= 90 % (tous types produits)

V.1Terminé

Version:Status:


Servicelogistique

Agent produit

Agent produit

Ratio contrôlespositifs/refus

Taux deconformité

OL présentés

Répartitionnon conformités

par type

Valeur réelle: 77,00Taux de

conformitéChauffeursprésentés

Valeur cible: 90,00

Taux deconformité

MT présentés

Taux dedisponibilité

produit

Taux deconformité

produit

0,200,20 0,20 0,200,20

Indicateursopérationnels

KPI agrégé

Ratio contrôles positifs

V.1

En traitement

Version:Status:


Explorationet Production

Commercialisation

Organisation

V.1

TerminéVersion:Status:

Groupe

Associations

Engineering etconstruction

Exploration

Forage

Production

Approvisionnementet transport

Directionfinancière

Stratégie etperspective

Directionjuridique

DirectionRessourcesHumaines

Données expéditioncamions

Créneau horairede chargement

Créneau horairede chargement

sélectionné

Données ordrede chargement

Données poidsaprès chargement

Données poidsavant chargement

Paramètres techniquesde chargement

Planning desexpéditions

Poids net réelProposition detransport

PTAC_max

Quantité cibleà charger

Lexique Expédition Camion

1Terminé

Version:Status:

Données emballage

Heure de sortiecamion

Heure d'entréecamion

Ordre depassagecamion

Nom, prénomchauffeur

Nom transporteur

Données citerne

Donnéeschauffeur

Données horairestrafic usine

Données container

Données plateau

Données benne

Habilitationsformationschauffeur

Habilitationsproduits

chauffeur

DonnéesPesage

DonnéesAffrêtement

Donnéeschargement

Perspectives pert. Cause à effetStr

até

gie

Pers

pective

Pers

pective

Pers

pective

Pers

pective

Construire une entreprisemaintenant sa position

concurrentielle à long terme

Clients

Processus

Finances

Collaborateurs

Optimiserla profitabilité

client

Augmenterles ventesRéduire

le BFR

Augmenter lerésultat

Améliorerle taux de

service réseau Segmenter le ciruitde distribution

Adapter lapolitique de

prix aumarché

Développer denouveaux marchés

en croissanceet profitables

Optimiserl'efficacité deslancements de

produits

Développer uneattitude

orientée Client

Améliorer la supplychain amont

Optimiser laperformancecommerciale

Qualité desrelations

fournisseurs

Améliorer la supplychain amont

Taux delivraison

assurées entemps et heure

Qualité dela planificationamont / MRP

Intervention de processus clefs dans la réalisation des objectifs stratégiques

Optimiser l'efficience des livraisons

Coût total moyen: 30 000,00 EUR

Date de fin au plus tard: 12/12/2003

Durée d'opération: 15,00 Jour(s)Date de début au plus tard: 22/11/2003

Réduire le temps de traitement des commandes dès le fournisseur

Prendre en compte les contraintesde protection de l'environnement

Améliorer la Supply Chain amont

1

En traitementVersion:Status:

Process owner:

Délai de prise encompte de lacommande

Temps detraitementcommande

Taux desatisfactionfournisseur

Qualité desréceptions

0,25

0,25

Collecter lesproduits finis

pour transportet stockage

Gérer les stocksdans les dépots

0,50

Equipeplanification

Réduire lenombre d...

Approvisionnementet transport

Agent produit

Chauffeur camion

Contrôleur

ChargeurCariste

ChargeurVrac

Magasinier

Agent Expédition

Servicelogistique

Equipeplanification

Approvisionnement et transport

V.1

Terminé

Version:

Status:

Connaissanceréglementation

transport

Connaissanceproduits

Agent produit

1

Terminé

Version:

Status:

Agent produit

Gestion deplanning

dispose de

Gestion deplanning

Connaissanceproduits

requiert

Connaissanceréglementation

transport

InvoiceVerification

VendorEvaluation

MaterialsManagement

InventoryManagement

PurchasingInformationSystem

Electronic DataInterchange

InvoiceVerification

InformationSystem

InventoryControlling

Materials Management_Modules

1

Terminé

Version:

Status:

G/L ClearingAccountMaintenance

LogisticsInvoiceVerification

Material PriceChanges

Vendor Invoice

PhysicalInventory

Reservations

StockTransfer/Transf

er Posting

Goods Receipt

Confirmerdisponibilité

produit

Suivreperformancedistribution

Planifierdistribution

Gérerréclamations

clients

Gérerréclamations

clients

Assurergestion

administrative

Sécurité deslivraisons

Distribuerles produits

Coûts deslivraisons

Fiabilité deslivraisons

Distribuer - diagramme de contexte

1.0Terminé

Version:Status:


Assurer les expéditions - contexte

1.0Version:Status:

Process owner:

Respect des délaislivraison

Délai moyen dechargement camion

Temps d'attenteentrée usine


Coût unitaire dechargement

Taux de conformitélivraison

Nombre d'incidentschargement

Fiabilitétransporteur amont

Coûts

Qualité Délais

Coûts de transport

Coût nondisponibilité produit

Taux deconformité

OL présentésAttrib. utilisat. Virgule flottante 16: 91,00

Vérifierconformité

présence OL

Programme dechargement

Contrôleur

Non conformitéprésence OL

Analysernon conformité

Conformitéprésence OL

Vérifierconformité

MT et chauffeur

Transportagréé

ContrôleurContrôleur

Transportnon agréé

Planificationcourt terme

Risque lié autraitement papier

conformité OL

ArrivéeCamion

Se présenterau contrôle

Chauffeurcamion

Chauffeur prêtpour contrôle

Nouveau RDVfixé sansimpact

commercial

Contrôleur

Programmerla distribution

Equipeplanification

1 - Accueil et contrôle arrivée camion

1.0

Terminé

Version:Status:


Procédure pesageentrée

Pesage d'entréecamion

MIGO

Accueil etcontrôle arrivée

camion


des camions>= 90 %


Ratio contrôlespositifs/refus Valeur réelle: 0,78

Le ratio des contrôles positifspar rapport aux refus secalcule par le nombre de

camions acceptés surle nombre total de camions

présentés aux postes de contrôle.

Contrôle arrivée camion_contexte

1.0Terminé

Version:Status:



(Checklists)

Carte griseciterne

Certificat delavage

APTH

Programme dechargement


conformité OL


Client Distribution Stock

Production Produits Achats

Ventes Type ordre Expeditions

Fournisseurs Entrepôt

Dimensions

1

En traitement

Version:Status:


Assurer les expéditions

Version:Status:


Entité / pays A


Entité / pays B


clients réseau


clientscommerc...


clientscombustibles


clients réseau

Risques de laisser sortirdes camions en

surcharge(poids/volume)

RisquesDistributionExpéditions

Risquessécurité

Risques de surchargeparking

liés à l'absencecomplète

de gestion des capacités

Redondance de saisie -risque d'erreurs(incohérence)déperdition

d'information

RisquesQualité

Performance

Risque d'erreur lié àmauvaise

programmationdes automates de

chargement


(Checklists)

Risque de nontraçabilité des

refus de chargement

Risques d'erreurset/ou oublis

liés autraitement manuel

de l'opération


Ecart de pesée lié àla présence du chauffeur

dans le camion


conformité OL

Risque lié à l'erreurde produit chargé

Risque d'erreur danscalcul manuel de laquantité à charger

(taux de creux)

Risque lié à laconversion

de l'ordre dechargement

masse / volume

Hiérarchie des risques

1

Terminé

Version:Status:

RisquesCoûts

Fréquence: Moyenne Détectabilité: Elevée Gravité: Niveau 4

Risques de laisser sortirdes camions en

surcharge(poids/volume)

Contrôleur

Nombre de camionssortis en surcharge

par mois

Automatiser le contrôleet lier l'ouverture des

barrières du site au contrôle

Nature de lasurcharge

poids/volume

Bloquer le poste dechargement au niveau

du PTAC maximum

Risques de laisser sortir des camions en surcharge (poids/volume)

1

Terminé

Version:Status:

Taux de surchargedépassant le PTAC

Pondération: 0,40

Pondération: 0,60

Rationnaliser etfiabiliser la gestion

logistique desexpéditions


des camions>= 90 %



camion = 100%/ planning

Objectifpesage entrée

Objectif et plan d'actions détaillés

Objectif et plan d'actions global du processus

Assurer les expéditions - objectifs

1.0Version:Status:

Process owner:

62

Albert Einstein

“We can’t solve

problems by using

the same kind of

thinking we used

when we created

them”.

Think beyond the square …

Extracted from Peter Grant - Director, Stream Executive, December 2004

63

From As-Is to To-Be

Réceptioncommande

EDI

Etat des commandespassées par EDI

Quantité lignedisponibletotalement

Clientavec reliquats

Contrôlerautomatiquement

type client

Conserverreliquats

automatiquement

Reliquatsenregistrés

Enregistrerventes perdues

automatiquement

Ventes perduesenregistrées

ZESD08

Déclencherla livraisonsortante en

magasin

SAPVL01N

Livraison sortantetransférée

dans OPWMS

Commandeclient EDIconfirmée

Vérifiercommandes

EDI

Quantité lignedisponible

partiellement

Clientsans reliquats

ZESD02

Déclencherla livraisonsortante enautomatique

OutboundWarehouse

CommandesEDI

vérifiées

SAPXD03

SD

CommandeEDI entrée

Gestion desreliquats

Corfirmercommandeclient EDI

Etat des commandespassées par EDI

Confirmationdes commandes

clients

Customer ServiceDO Assistant

Réceptioncommandefax / mail

Entrercommande EDI

(batch input)

SD

SD


Quantité lignenon

disponible

Customer Service DOTeam Leader


dans OPWMS

Identifiernumérode client

SAPVA01

Saisircommande

standard

Liste deprix nets

SAPVA01

Informationsidentifiées

Liste deprix nets

Vérifieret compléterréférences

produits

Référencescomplètes

Vérifier siconditionsspéciales

Conditionsde remises

Pas deconditionsspéciales

Conditionsspécialesexistent

Calculeret saisir

conditionsspéciales

Conditionsspéciales

saisies

Conditionspromotionnelles







Traitement despromotions, des

remises quantitativeset des prix nets

par SAP

SAPVA01

SAPVA01


Risqued'erreur de

saisie

SD

Traitement commande standard_cible

Réceptioncommande

EDI au niveaudu serveur

Contrôlerautomatiquementles tables d'entrée

commandestandard

SAPWE20

SAPVOE2

Commanderejetée

Commandeintégrée

Interrogertable des

rejets

Anomalieidentifiée

Corrigeranomalie

Anomaliecorrigée

Réintégrerla commande

EDI (idoc)manuellement

SAPVOE4

SAPWE20

SAPVOE2

Demandede modification

commandepar client

Modifierla commande

SAPWE05

SAPVOE4

SAPBD87

SAPWE05

Quantité lignedisponibletotalement

Clientavec reliquats


type client

Conserverreliquats

automatiquement

Reliquatsenregistrés

Enregistrerventes perdues

automatiquement

Ventes perduesenregistrées

ZESD08

Déclencherla livraisonsortante en

magasin

SAPVL01N


dans OPWMS

Accusé réceptionémis

Vérifiercommandes

EDI

Quantité lignedisponible

partiellement

Clientsans reliquats

ZESD02

OutboundWarehouse

Commandes EDIlors des

promotions

CommandesEDI

vérifiées

SAPXD03

SD

CommandeEDI entrée

Gestion desreliquats

Accuser réceptioncommandeclient EDI

Etat des commandespassées parEDI (ZMES)


Réceptioncommandefax / mail

Entrercommande EDI

par batch

SD


Quantité lignenon

disponible



Identifier etsaisir numéro

de client

SAPVA01

Saisircommandestandard

Liste deprix nets

Informationsidentifiées

Liste deprix nets

Vérifieret compléterréférences

produits

Référencescomplètes

Vérifier siconditionsspéciales


Pas deconditionsspéciales

Saisie conditionsspeciales avantsaisie N° client?

Conditionsspécialesexistent

Calculeret saisir

conditionsspéciales

Conditionsspéciales

saisies








Traitement despromotions, des

remises quantitativeset des prix nets

par SAP

SAPVA01

SAPVA01


Risqued'erreur desaisie des

conditions spéciales

Possibilité d'alerte pourliquides et

mini-palette?

Traitement commande standard

SAPVA02

Commandemodifiée




Pour liquides etmini-palettes, risqued'erreur d'unité de

commande


disponibilité

AS IS

TO BE

64

Why do as-is modelling?

•the same problem of understanding•a defined project scope•the same terminology•it supports acceptance for the project (unfreezing)•the base for a migration strategy towards the redesigned processes•the completeness of to-be processes can be evaluated•the results of as-is analysis can be used as to-be, if there are no or only minor changes•it shows weaknesses and restrictions

65

But it is not without its weaknesses …

• the results are obsolete as soon as to-be processes are designed and/or implemented

• the danger of narrow focused process design (thinking in constraints)

• time- and cost-consuming

66

How can we maximise the as-is modelling efforts?

Factors for success …

•Know your objectives for modelling

•Have an appropriate tool

•Have an appropriate technique/ language

•Have a documented set of modelling conventions

•Collect appropriate information for deriving the models

67

Know your objectives for modelling

• To know the perspective that you are going to model

• To define the breath and depth of the modelling initiative

Tool/ technique selection

Documentation of modelling conventions

68

Modelling tool/ technique selection

Tool:Technique/Language

69

Tool selection

Essential features ….•Support a suitable modelling technique

•Flexible enough to be adopted to different purposes

•Muti-user capability

•Model administration (I.e. with an integrated database)

•Sufficient user support

•Easy access via multiple reporting/publishing modes

•Reference models

•…

70

Technique/ Language selection

Essential features ….

•To clearly present the sequence of functions, including splits and joins.•To allow different hierarchies of models•To allow models to ‘link’ with one another (within and across different hierarchical levels)•To relate the process models with other models (like data models, organisational charts etc)•The technique must be defined appropriately – to allow standardisation and support more advanced functionalities like simulation•Tool support•…

71

Modelling convention derivation

Why use modelling conventions?

• To reduce variety•Increase the comparability of models•Support the analysis (with clear syntax, sematic and layout standards)•Acceleration and simplification (just start and ‘Go’)•…

•Organisational level•Project level

Different types of modelling conventions?

72

Modelling convention derivation

Essential features ….

•Layout conventions•Naming conventions•Degree of detailing•The modelling lifecycle•Technical responsibilities•Levels of abstraction•…

73

How can we maximise the as-is modelling efforts?

Factors for success …

•Know your objectives for modelling

•Have an appropriate tool

•Have an appropriate technique/ language

•Have a documented set of modelling conventions

•Collect appropriate information for deriving the models

74

Process Modeling Critical Success Factors

Bandara (2005, 2007)

Process Modeling Success

75

Collect appropriate information for deriving the models

Document AnalysisDocument Analysis

InterviewsInterviews JAD sessions

Questionnaires

Structured walk through

76

Review Existing Documentation

• Purposes– Preliminary understanding of processes– Guidelines / visual cues to guide interviews

• Identify business rules, discrepancies, and redundancies

Be cautious of outdated material

Types of documentation to look for: •Reports•Forms•Procedure Descriptions•…

Sources•Internal •External

77

Conduct Interviews and Discussions

• Most effective way to understand business functions and rules• Time-consuming and resource-expensive• May require multiple sessions

Sample Interview Checklist

• Unstructured interview– Broad, Roughly Defined

Information

• Structured interview– More Specific Information

78

Types of Questions

Types of Questions Examples

Closed-Ended Questions * How many telephone orders are received per day?

* How do customers place orders?* What additional information would you like the new system to provide?

Open-Ended Questions * What do you think about the current system?* What are some of the problems you face on a daily basis?* How do you decide what types of marketing campaign to run?

Probing Questions * Why?* Can you give me an example?* Can you explain that in a bit more detail?

79

Issue Register

• Purpose: keep track of identified issues during process modelling workshops

• contents:– number– name– description– consequence– Priority– Type (IT / Organ. / Policy)– Possible Solution– Short Term / Long Term– Related Project

80

Example: Issue Register

81

Distribute and Collect Questionnaires

• Limited and specific information from a large number of stakeholders• Preliminary insight• Not well suited for gathering detailed information• Open-ended questions vs. close-ended questions

– Closed-ended questions: Questions that have a simple definitive answer.

– Open-ended questions: Questions that require discussion and do not necessarily have a simple short answer.

82

Example Questionnaire

83

Conduct JAD Sessions

• Used to expedite the investigation of systems requirements

• Seeks to compress fact-finding, modeling, policy formation, and verification activities into a shorter time frame

• Critical factor is to have all important stakeholders present

JAD Joint Application Design: A technique traditionally use to define requirements or design a system in a single session by having all necessary people participate together

84

Summary…

So, what did we discuss today?• Introduction• Objectives of Business Process Modelling• Business Process Modelling Overview

Reading resources for this week. Becker et al. 1.3, 1.2Pearson’s white paper on why process mattersBandara et al. (2005)Rosemann (2006)Raduescu et al.2006

Next week Introduction to EPCs