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McGraw-Hill/Irwin © The McGraw-Hill Companies, All Rights Reserved BUSINESS PLUG-IN B2 Business Process.

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Presentation on theme: "McGraw-Hill/Irwin © The McGraw-Hill Companies, All Rights Reserved BUSINESS PLUG-IN B2 Business Process."— Presentation transcript:

1 McGraw-Hill/Irwin © The McGraw-Hill Companies, All Rights Reserved BUSINESS PLUG-IN B2 Business Process

2 B2-2 LEARNING OUTCOMES 1.Describe business processes and their importance to an organization 2.Differentiate between customer facing processes and business facing processes 3.Compare the continuous process improvement model and business process reengineering

3 B2-3 LEARNING OUTCOMES 4.Describe the importance of business process modeling (or mapping) and business process models 5.Explain business process management along with the reason for its importance to an organization

4 B2-4 INTRODUCTION Business process improvement will, at a minimum, double the gains of a project by streamlining outdated practices, enhancing efficiency, promoting compliance and standardization, and making an organization more agile Business process improvement involves three key steps 1.Measure what matters to most customers 2.Monitor the performance of key business processes 3.Assign accountability for process improvement

5 B2-5 Examining Business Processes The process steps are the activities the customer and store personnel do to complete the transaction Business process - a standardized set of activities that accomplish a specific task, such as processing a customer’s order Business processes transform a set of inputs into a set of outputs (goods or services) for another person or process by using people and tools

6 B2-6 Examining Business Processes Business process characteristics: –The processes have internal and external users –A process is cross-departmental –The processes occur across organizations –The processes are based on how work is done in the organization –Every process should be documented and fully understood by everyone participating in the process –Processes should be modeled to promote complete understanding

7 B2-7 Examining Business Processes Customer facing process - results in a product or service that is received by an organization’s external customer Business facing process - invisible to the external customer but essential to the effective management of the business

8 B2-8 Examining Business Processes

9 B2-9 Business Process Improvement Companies are forced to improve their business processes because customers are demanding better products and services

10 B2-10 Business Process Improvement Continuous process improvement model - attempts to understand and measure the current process, and make performance improvements accordingly

11 B2-11 BUSINESS PROCESS REENGINEERING Business process reengineering (BPR) - analysis and redesign of workflow within and between enterprises

12 B2-12 BUSINESS PROCESS REENGINEERING Managerial approach to reengineering projects 1.Define the scope 2.Analyze 3.Evaluate 4.Plan 5.Approve 6.Execute

13 B2-13 Business Process Design Business process modeling (or mapping) - the activity of creating a detailed flow chart or process map of a work process showing its inputs, tasks, and activities, in a structured sequence Business process model - a graphic description of a process, showing the sequence of process tasks, which is developed for a specific –As-Is process model –To-Be process model

14 B2-14 Business Process Design

15 B2-15 Business Process Design

16 B2-16 Business Process Design

17 B2-17 Business Process Design

18 B2-18 SELECTING A PROCESS TO REENGINEER Criteria to determine the importance of the process: –Is the process broken? –Is it feasible that reengineering of this process will succeed? –Does it have a high impact on the agency’s strategic direction? –Does it significantly impact customer satisfaction? –Is it antiquated? –Does it fall far below best-in-class? –Is it crucial for productivity improvement? –Will savings from automation be clearly visible? –Is the return on investment from implementation high and preferably immediate?

19 B2-19 Business Process Management Business process management (BPM) - integrates all of an organization’s business process to make individual processes more efficient

20 B2-20 Business Process Management BPM allows business process to be executed more efficiently and measures performance and identifies opportunities for improvement, BPM benefits include: –Update processes in real-time –Reduce overhead expenses –Automate key decisions –Reduce process maintenance cost –Reduce operating cost –Improve productivity –Improve process cycle time –Improve forecasting –Improve customer service

21 B2-21 BPM TOOLS Business process management tool - an application that designs business process models and simulates, optimizes, monitors, and maintains various processes

22 B2-22 CRITICAL SUCCESS FACTORS 1.Understand reengineering 2.Build a business and political case 3.Adopt a process management approach 4.Measure and track performance continuously 5.Practice change management and provide central support 6.Manage reengineering projects for results

23 B2-23 Business Process Modeling Examples

24 B2-24 Business Process Modeling Examples

25 B2-25 Business Process Modeling Examples

26 B2-26 Business Process Modeling Examples

27 B2-27 Business Process Modeling Examples

28 B2-28 Business Process Modeling Examples

29 B2-29 Business Process Modeling Examples

30 B2-30 Closing Case One Streamlining Processes at Adidas Over the past 15 years, Adidas-Salomon transformed itself from a manufacturing organization to a global sports brand manager with 14,000 employees located around the world Previously, Adidas-Salomon operated in a decentralized manner, and each operating unit chose software that suited its geography and internal preferences The company believed that implementing and creating common processes, especially in its sales organization, would help it establish global direction, streamline and automate its business Operations thereby improving flexibility, scalability, and visibility across the extended enterprise

31 B2-31 CLOSING CASE ONE QUESTIONS 1.Describe business processes and their importance for Adidas-Salomon 2.Identify a few examples of customer facing processes and business facing processes at Adidas-Salomon 3.How could Adidas-Salomon use continuous process improvement and business process reengineering to remain competitive? 4.How can a business process management tool help Adidas- Salomon remain at the top of its game?

32 B2-32 CLOSING CASE TWO 3Com Optimizes Product Promotion Processes To gain better control over the creation and execution of its product promotions, 3Com uses Savvion’s business process automation and management platform to build a Web-based system that streamlines the approval and management workflow of product promotions offered to distributors and resellers

33 B2-33 CLOSING CASE TWO QUESTIONS 1.Describe business processes and their importance to 3Com’s business model 2.How can 3Com use continuous process improvement to become more efficient? 3.How can 3Com use business process reengineering to become more efficient? 4.Describe the importance of business process modeling (or mapping) and business process models for 3Com 5.How did 3Com use business process management software to revamp its business?


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