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Business Process

Business process is defined as a series of cross-functional activities to carry out part of a business/organizational activity to achieve certain objectives. There are three key aspects to consider when designing a good business process: (1) goals must focus on improving organizational performance; (2) processes are designed based on clear requirements; and (3) inputs and outputs are clearly defined. A business process audit evaluates whether processes are properly designed, managed, and improving performance, in order to identify weaknesses and drive process enhancement.

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639 views

Business Process

Business process is defined as a series of cross-functional activities to carry out part of a business/organizational activity to achieve certain objectives. There are three key aspects to consider when designing a good business process: (1) goals must focus on improving organizational performance; (2) processes are designed based on clear requirements; and (3) inputs and outputs are clearly defined. A business process audit evaluates whether processes are properly designed, managed, and improving performance, in order to identify weaknesses and drive process enhancement.

Uploaded by

Fafoxifa
Copyright
© © All Rights Reserved
Available Formats
Download as PDF, TXT or read online on Scribd
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Business Process

Definition
B i
P
d l h serangkaian
k i aktivitas
ki i
li
f
i (cross
(
f
i ) untuk
k
Business
Process adalah
lintas
fungsi
function)
melaksanakan bagian dari kegiatan bisnis/organisasi untuk mencapai objective
tertentu.
Suppliers

Purchasing

Engineering

Operations

Finance

Marketing

Developingnewproducts(BusinessProcess)

EvaluatingSuppliers(BusinessProcess)

DevelopingSales&operationsPlans(BusinessProcess)

Functional Process Activity

Customers

Computer Integrated Manufacturing for Open System Architecture


(CIM-OSA)
(CIM
OSA) Business Process Architecture

ManageProcess
g
SetDirection

SetStrategy

DirectBusiness

CoreBusinessProcess
Develop
P d t/S i
Product/Service

GetOrder

FulfillOrder

ProductSupport
pp

HumanResources
Management

Finance&
Accounting

Information
Technology

Maintenance
Management

SupportProcess

MANAGE
PROCESS
ALIGNMENT

CORE
PROCESS

SSUPPORT
O
PROCESS

Develop a Strategic Vision & Mission


Fifth Task of Strategic Management

A mission statement
focuses on current
business activities who we are and
who
what we do

Current product and


service offerings
Customer needs being
served
Technological and
b i
business
capabilities
biliti

A strategic vision
concerns a firm
firmss
future business path h
where
we are
going

Markets to be pursued
Future technologyproduct customer focus
product-customer
Kind of company that
management is
trying to create

The Hows That Define a Firms Strategy

How to grow the business

How to please customers

How to outcompete rivals

How to respond to changing


market conditions

How to manage each functional


piece of the business and develop needed organizational
capabilities

How to achieve strategic and financial objectives

Strategyis
Strategy is
HOW to..
..

Latihan Penyelarasan Proses Bisnis

Pilih suatu tipe usaha : misalkan pembuatan kursi


Ada dua perusahaan A (make to stock) dan B (make to order)
Rumuskan visi,
visi misi,
misi masing-masing
masing masing perusahaan
Rumuskan strategi perusahaan
Tuliskan strategi pemasaran yang dapat digunakan
Identifikasikan proses bisnis kedua perusahaan
Identifikasikan proses bisnis kritis
Jenis layout
y
apa
p yyang
g digunakan
g
Jenis mesin yang digunakan
Material yang dibeli (pengadaan)
Ketrampilan karyawan yang dipekerjakan
Pengendalian kualitas
Besarnya inventory

E
V
A
L
U
A
S
I

VISI/MISI

STRATEGIC
OBJECTIVES

STRATEGICPLAN/RJP
PT. GARUDAINDONESIA

BUSINESS
STRATEGY

FUNCTIONAL
STRATEGY

HR
STRATEGY

FINANCIAL
STRATEGY

IT
STRATEGY

D
A
N
MARKETING
STRATEGY

FUNCTIONAL
STRATEGY
YANG LAIN
YANGLAIN

RKAPPT.GARUDAINDONESIA
RKAP
PT.GARUDA
INDONESIA

HR

IT

PRODUKSI

MARKETING

FUNCTIONAL
YANGLAIN

PELAKSANAANRKAPPT.GARUDAINDONESIA
PELAKSANAAN
RKAP
PT GARUDA
PT.GARUDA
INDONESIA

HR

IT

PRODUKSI

MARKETING

FUNCTIONAL
YANG LAIN
YANGLAIN

P
E
R
B
A
I
K
A
N

EVALUASI
DAN
PERBAIKA
N

M
A
N
A
G
E
P
R
O
C
E
S
S
CORE
AND
SUPPOR
T

Strategic Plan PT. Garuda Indonesia


A AG PROCESS
OC SS dimulai
di l i dari
d i penetapan visi/misi
i i/ i i perusahaan
h
MANAGE
sampai pembuatan RKAP dan melakukan evaluasi dan perbaikan
Proses perencanaan jangka panjang (di RJP) dan perencanaan
tahunan (RKAP) dilakukan di MANAGE PROCESS
Pelaksanaan RKAP dilakukan pada CORE PROCESS dan SUPPORT
PROCESS
CORE PROCESS dan SUPPORT PROCESS hanya
y eksekusi rencana
kegiatan yang ada di RKAP
Semua rencana fungsional (produksi, marketing, IT, dll) ada di RJP
(untuk jangka panjang) dan di RKAP (tahunan)

Manage Process
DevelopVision,Mission,andStrategicObjectives
DevelopVision

DevelopStrategic
Objectives

DevelopMission

Develop Strategy
A l
AnalyzeExternalFactors
E t
lF t

A l
AnalyzeInternalFactors
I t
lF t

F
FormulateStrategy
l t St t

DevelopRKAP
DevelopActivityPlan

DevelopResourcePlan

DevelopPerformance
Target

DevelopMonitoringandEvaluation Process
R i B i A
ReviewBasicAssumption
ti

MeasureStrategy
gy
performance

T k C
TakeCorrectiveactions
ti
ti

BUSINESS PROCESS MANAGEMENT CYCLE

BUSINESS
BUSINESS
PROCESS
DESIGN

BUSINESS
PROCESS
IMPROVEMENT

BUSINESS
PROCESS
IMPLEMENTATION

BUSINESS
PROCESS
MEASUREMENT

VISION
&
MISSION

STRATEGIC
OBJECTIVE

DRIVING
VALUE

STRATEGY

STRATEGIC
INITIATIVES

MONITOR
&
EVALUATION

RENCANAJANGKAPANJANG(5TAHUN)

ACTIVITY
PLAN

MONITOR
O I O
&
EVALUATION

BUDGET

M
A
N
A
G
E

RENCANAKEGIATANDANANGGARAN(1TAHUN)

SERVICE
DESIGN

HUMAN
RESOURCE
PROCESS

KNOWLEDGE
MANAGEMENT
PROCESS

DELIVER
SERVICE

FINANCE
PROCESS

RISK
MANAGEMENT
PROCESS

Halhalyangperlu
diperhatikan dalam
diperhatikandalam
merancangbusiness
process

IT
PROCESS

CUSTOMER
CARE

MAINTENANCE
PROCESS

BUSINESS
PROCESS
MANAGEMENT

PEMETAANPROSESBISNIS

PROCUREMENT
PROCESS

GCG
PROCESS

C
O
R
E

S
U
P
P
O
R
T

Characteristics of a Good Business Process

1.
2.
2
3.
4.
5.
6.
7.
8
8.
9.
10.

Goals of business process are set for improving organizational


performance
Business
process is
and
B i
i designed
d i
d based
b d on clear
l
d explicit
li it
requirement
Outputs of business process are clearly defined
Business process is clearly defined and understood
Inputs of business process are clearly defined
Resources are allocated (people, capital, technology, etc.) to make
the process work
Business process owner is clearly defined
Business process performance is measured
Performance target of business process is SMART (Specific,
Measurable, Achievable, Realistic, Time-bound)
Business process is a repeatable process

BUSINESS PROCESS AUDIT

To eliminate the weakness of business process, a business process


audit is required

WHATS DONE BEFORE THE AUDIT

Define and identify core processes

Identify stakeholder requirements of business process

Define business process objectives

Develop
l b
business
i
process diagram
di

Identify business process owner (may not be found in


organization
i i chart)
h )

Compile historical business process performance


Prepare audit manual

Whats checked during the audit

if that
h all
ll b
i
i
db
d on clearly
l l
Verify
business
processes are d
designed
based
stated stakeholder s requirements

Verify that business process performance measures (KPI) are top


topss
management measures

Verifyy that all core business p


processes are managed
g ((designed,
g
,
executed, measured, and improved) properly

Verify that there are performance goals in place for all measures
and if goals are not being met, look for documented plans to
improve the performance measures

Verify that all activities (sub-process)


(sub process) related to core business
process are managed properly

Verify that all complaints are documented and responded properly

Whats Done After the Audit


d audit
di report to process owner
Issue and
Discuss the findings and define the corrective actions with
process owner
Present the corrective action plan to top management to
include the corrective action to Rencana Kerja dan Anggaran
progress
g
of corrective action implementation
p
Review the p
Verify business process performance improvements are taken
p ace
place

IMPLEMENTATION
OF BUSINESS PROCESS MANAGEMENT

IMPLEMENTATION
OF BUSINESS PROCESS MANAGEMENT
Level

Activity

Results

Level5
OPTIMIZED

Improveprocesscapabilityproactivelyto
closegapswithchangingbusinesstargets

Processdriven
Continuousinnovation&change

Level4
PREDICTABLE

Manageprocess&resultsquantitatively&
exploitbenefitsofstandardization

Predictableresults
Reuse/knowledgemgt.
Stableprocesses

Level3
STANDARDIZED

Developstandardprocesses,measures,&
training for product & service offerings
trainingforproduct&serviceofferings

Effectivetechnology
deployment/utilization
ff
d
Efficiency&productivitygains

Level2
Level 2
MANAGED

Builddiciplined
Build diciplined workunitmanagementto
work unit management to
stabilizework&controlcommitments

Reducerework
Reduce rework
Repeatablepractices
Satisfiedschedules

Motivatepeopletoovercomeproblems&just
getthejobdone

Defectsandoverruns
Adhocmethods
Heroworship

Level1
INITIAL

CONTOH BUSINESS PROCESS

CONTOH BUSINESS PROCESS

CONTOH BUSINESS PROCESS

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