Process View Of Organisation 3z6d50

Course: EWIS Batch: 2013 Prof. Riyanka Dwivedi

Agenda  What is Process  Functional View of Organisation  Problems  Business process analysis  Business Process Mapping  Business Process Reengineering  Case Studies

Process View A process consists of the following: • Roles and responsibilities of the people (roles) assigned to do the work • Appropriate tools and equipment to individuals in doing their jobs • Procedures and methods defining “how” to do the tasks and relationships between the task Definition : A systematic series of activities directed to some end

Process Diagram FACTORS PEOPLE, TECHNOLOGY, INFRASTRUCTURE

INPUTS

PROCESS

Activities + Process Owner

OUTPUTS

Business Process Definition Business processes are sequences and combinations of business activities. They break into external customer facing processes, that deliver products and services of value, management, and processes. Management processes control and coordinate these activities and ensure that business objectives are delivered. processes, as the name implies, provide infrastructural and other assistance to business processes. Business Processes can be further differentiated into knowledge-based( Research Based/Product development) and operational processes (Core Process)

SD

FI

Sales and Distribution

Financial ing

MM PP

CO

Materials Mgmt.

R/3

Production Planning

SM

Controlling

AM Fixed Assets Mgmt.

Client / Server Integrated Business Solution

Service Mgmt.

QM Quality Mgmt.

EC Enterprise Controlling

PS

PM

WF

Plant Maintenance

Workflow

HR

IS

Human Resources

Industry Solutions

Functional View of Organisational Structure

Project System

Example Case : WoodLand Organisational Structure WoodLand company Functional divisions and process flow

Problems of Functional Divisions BPR approach identifies many problems and constraints that are common to the Functional View of organizations:  fragmented processes,  duplicated effort,  unnecessary tracking  rework,  manual and paper intensive processes,  inadequate software and systems training,  lack of systems integration (barriers to information sharing and maintenance),  inaccurate and untimely information

Varieties of Processes “As-is” • Defines how you are doing business today • Provides a baseline for future improvement efforts “To-be” • Defines future (e.g. new and improved) process with a desired end-state

Benefits of defining your processes and procedures: • Provides visibility into areas of quality, productivity, cost and schedule • Improves communication and understanding • Aids in the planning & execution of plans • Provides the ability to capture Lessons Learned • Helps facilitate the analysis/execution of organization-wide processes • Provides basis for training & skills assessment

Functional Division Example Materials Management Department Foreign Trade/ Customs

Valuation

Materials Management (MM)

Logistics Invoice Verification Purchasing

Service Master

Service Entry Sheet

Material Master Inventory Mgmt.

Product Catalog

MRP

Physical Inventory

Example of Process : Procurement Process (Procure-to-Pay) Purchase Requisition

Purchase Order

Notify Vendor

3-Way Match Payment to Vendor Invoice Receipt

January 2008

Vendor Shipment Goods Receipt

© SAP AG - University Alliances and The Rushmore Group, LLC 2008. All rights reserved.

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FUNCTIONAL DIVISIONS SALES AND DISTRIBUTION

Shipping Transport Sales Information System

Sales

Sales and Distribution (SD)

Master Data

Billing Foreign Trade

Sales Credit Mgmt.

Process Orientation of Business 

Process Orientation is a new paradigm for the organization of a business. Instead of the traditional inward-bound functional orientation, which divides the company into functions like sales, production, procurement, and product development, process orientation organizes companies around their processes.  The basic idea is, to have everybody in the company in a systematic way better and directly serve the customer, who is at the receiving end of business processes.  Process thinking and managing is at the heart of Business Reengineering. of the organization are no longer looking upward into the hierarchy, but ahead to the customers, who ultimately drive the organization.  Business Reengineering aims at fundamental or frame-breaking change. A reengineering exercise challenges the existing framework, questions attitudes and behaviors, and might suggest the introduction of new Information Technology. In practice though, simplification and reengineering can overlap and together form the process orientation of an organization (Coulson-Thomas, 1994).

What is Business Process Analysis??

What is Business Process mapping??

What is Business process Reengineering??

Framework/ Model For BPR

The Four Major Steps of Process Mapping  Process identification -- attaining a full understanding

of all the steps of a process.  Information gathering -- identifying objectives, risks, and key controls in a process.  Interviewing and mapping -- understanding the point of view of individuals in the process and deg actual maps  Analysis -- utilizing tools and approaches to make the process run more effectively and efficiently.

Flowchart Symbols For Mapping  Refer word Document

Process Mapping The process mapping, process description, and process modeling are often used interchangeably. However, they identify three different, although similar, tasks. Process mapping Is a method of gathering and displaying an intuitive (phenomenological) graphical display of the process situation. Process description It is the gathering and structuring of the enterprise knowledge about the process. It is focused on documentation of the facts (or beliefs) which are known to the owners, operators, and customers of a process.

Process modeling is a mechanism for constructing a simplified or ideal view of the process that is suitable for quantitative analysis (e.g., consistency completeness, simulation, and cost/benefit model analysis). Each has its place in BPR efforts. Normally we start with constructing a process-map.

Business Process Analysis Causal Analysis  Causal Analysis is an important component of business system and business process analysis.  The main goal of causal analysis in BPR is to identify cause and effect chains that link aspects of the system (usually the “controllable” system factors) to the performance goals of the system.  An important step in causal analysis is to identify causal associations between system factors.  Cause & Effect (or Fishbone) diagrams are commonly used at this stage to identify causal associations.

Fishbone diagrams  Draw a fishbone /Ishikawa diagram for Supply chain Process Problems  Draw a fishbone /Ishikawa diagram for Unsuccesful Project Management Process Flowcharts  Draw Process Flow for Cheque Book Issue process in SBI Bank.

Case : IBM Solution Delivery Problem When IBM started reengineering in 1992, the guiding principle was to become more customer-centered. Twelve customer relationship processes were identified and used as a basis for the reengineering project. One example is "solutions delivery": a contract between IBM and the customer for a complete IT system, including hardware, software, technical , consulting services and third party products. The redesigned process moved the responsibility for pricing to the case team, who used "pricing tool" software. This eliminated a nearly two month delay that formerly occurred when pricing was referred to IBM headquarters. Q . Map As Is and To Be after Redesign

Business Process Analysis AS-IS Process  Documentation of the sequence in which activities are

performed.  This phase is the documentation and description of the existing business processes using methodologies which will highlight the relationships between the various functions or activities within the enterprise.  These functions or activities are essentially those essential pieces that are needed to perform the business process. As-Is Analysis phase of BPR is aimed specifically at identifying disconnects within existing business processes

Example Draw an AS IS Flow for Driving Licence Issue process At RTO ( Class Exercise)

TO-BE Process

The goal of To-Be process design is to produce one or more alternatives to the current situation, which satisfy goals of the enterprise as stated in the business case analysis and which satisfy the change-requirements. We propose a model to depict how process can be redesigned more efficiently achieving business benefits.  Draw an TO BE Flowchart for Driving License Issue process At RTO ( Class Exercise)

Business Process Re engineering

"Business Reengineering is the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service, and speed." -- Dr. Michael Hammer

BPR Methodology/ Steps of BPR Project Phases Required For Successful BPR:  Phase 1: Begin Organizational Change  Phase 2: Build the Reengineering Organization  Phase 3: Identify BPR Opportunities  Phase 4: Understand the Existing Process  Phase 5: Reengineer the Process  Phase 6: Blueprint the New Business System  Phase 7: Perform the Transformation

Phase 1-Begin Organizational Change Activities: - Assess the current state of the organization - Explain the need for change - Illustrate the desired state - Create a communications campaign for change

Phase 2-Build the Reengineering Organization - Identify the core/high-level processes - Recognize potential change enablers - Gather performance metrics within industry - Gather performance metrics outside industry - Select processes that should be reengineered - Prioritize selected processes

Phase 3-Identify BPR Opportunities

- Evaluate pre-existing business strategies - Consult with customers for their desires - Determine customer's actual needs - Formulate new process performance objectives - Establish key process characteristics - Identify potential barriers to implementation

Phase 4 -Understand the Existing Process Activities: - Understand why the current steps are performed - Model the current process - Understand how technology is currently used - Understand how information is currently used - Understand the current organizational structure - Compare current process with the new objectives

Phase 5: Reengineer the Process Activities: - Ensure the diversity of the reengineering team - Question current operating assumptions - Brainstorm using BPR principles - Evaluate the impact of new technologies - Consider the perspectives of stakeholders - Use customer value as the focal point

Phase 6-Blueprint the New Business System Activities: - Define the new flow of work - Model the new process steps - Model the new information requirements - Document the new organizational structure - Describe the new technology specifications - Record the new personnel management systems - Describe the new values and culture required

Phase 7-Perform the Transformation Activities: Develop a migration strategy and migration action plan Develop metrics for measuring performance during implementation Involve the impacted staff Establish the new organizational structures Map new tasks and skill requirements to staff and Re-allocate workforce Educate staff about the new process and new technology used Decide how new technologies will be introduced Transition to the new technologies Incorporate Continuous process improvement mechanisms

Advantages / Benefits Of BPR 1.

2. 3. 4. 5. 6.

Reduction in cost/Time/Resources Better Customer satisfaction Less manual work Integration of Information Increase in Quality Less Effort but more impact

Example of BPR tools

Case Study

RJ corp Case Study 2. Income Tax Department, Government Of India BPR Project case 3. IBM caselet 1.