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BPM 01 Introduction-Eng

Introducción a la asignatura Business Process Management

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12 views21 pages

BPM 01 Introduction-Eng

Introducción a la asignatura Business Process Management

Uploaded by

tatoluca07
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Business Process Management

Introduction
Wim Van Lent - Piet Wallays 1
Introduction BPM course

• The BPM course is the foundation other courses build


upon: BS1 (ERP), BS2 (PowerBI) and SCM.
• What you learn in this course is often used in bachelor
dissertation in year 3.

2
Why BPM?
Traditional way of
control
• How to allign strategy and set-up the
CEO
business operations in an effective and
efficient way?
 most companies opt for a functional
Sales mgr
Production
mgr
Purchase mgr organisation, which means a division in
smaller groups based on specialised
functions eg sales, production,
On-Trade
purchasing, …
A, B, C

• These functional areas are also called


Off-trade
silos, because the cooperation with the
D, E
other silos are neglected.

• How to visualize what the company is


doing? The traditional/ standard answer is:
organizational chart.
Silo mentality inhibits
Customer Centricity:
• Defensive mentality
• “I’m not in sales/marketing. Why are you asking
this to me?”
• “I’ve got 15 minutes to talk to you. I’m very busy
with important things.”

• “I’ve been here for 20 years and I don’t see why


we should change now.”
• “This is the way it’s always been done and it’s
worked well up to now.”

• “I am willing to support the project 100% as long


as it does not affect me.”

• Attitudes that require change


• Belief that you know better than your customers
• Belief that you know better than other depts
• Focus on short-term returns with no long-term
focus
• Operational thinking is not the job of senior
management
• Process will slow us down
2019 – 2020 5
A proposed
solution

• Optimizing the operations of


a company is not done
department by department,
but process by process.
• The theory behind this
approach is called business
process management.
• BPM tries to enhance the
performance of
organisations by
inventorizing and
improving company
processes (repeatedly).
From a functional to a process organisation

• short term goals of departments central • relationship with customers central


• interface between departments non- • organised with crossfunctional processes
transparant • also internally customer-supplier relationships
• end customers not visible to all departments • limited number of cuts in the processes
Company
goals and
objectives
• Each process in a company
needs to operate towards
the company goals and
strategy = processes need to
be designed with the
company goals in mind.
• This means that you cannot
just copy another
company’s processes. E.g. at
ALDI, each process stives for
efficiency, not
differentiation or customer
intimacy.

8
What is a process?
Process

Input(s) Process Input(


Output(s)
s)
Business process

For a business process we need to


– A particular kind of input
identify:
– A particular kind of output

BPMN symbol
for ‘activity’

Request Outcome

Process BPMN symbol for


‘data object’
Process
started + Process
ended
Definition
Business
Process
Collection of related events, activities and
decisions, that involve a number of
actors and objects, and that collectively
lead to an outcome that is (hopefully) of
value to an organization and its internal
or external customer.

Examples:
• Order-to-Cash
• Quote-to-Order
• Procure-to-Pay
• Fault-to-Resolution (Issue-to-
Resolution)
• Claim-to-Settlement
Some characteristics of a Business Process

• A process always starts with the


need of a customer and ends with
the delivery to that customer
• The outcome of a process must add
value for an internal or external
customer
• To indicate that a process flows
from request to final solution, it’s
also named an end-to-end process
• How do we get a satisfied
customer?

13
Example: “My washing machine doesn’t
work…”

Your washing machine is broken, so you bring it to the dealer/ repair


shop.

What steps are taken in this level 1 process?


customer service process
Service Invoice

VALUE
customer service process
Outcomes
Rem
e
this mber
sl i d
e?
Traditional way of
control
• How to allign strategy and set-up the
CEO
business operations in an effective and
efficient way?
 most companies opt for a functional
Sales mgr
Production
mgr
Purchase mgr organisation, which means a division in
smaller groups based on specialised
functions eg sales, production,
On-Trade
purchasing, …
A, B, C

• These functional areas are also called


Off-trade
silos, because the cooperation with the
D, E
other silos are neglected.

• How to visualize what the company is


doing? The traditional/ standard answer is:
organizational chart.
Can you manage outcomes?

Activities Outcomes

Develop and Sell the Right


Product at the Right Price You cannot force
customers to buy
Identify the Right Customers more products and
services
But you can Fulfil Orders Correctly and
take actions Satisfactorily
Sell More
and perform Products/
Generate
activities that Manage Customer Services and
More Profit
More
will increase Relationships
Profitably
the probability Be Easy to Do Business With
that customers
buy more
Be an Organisation Customers
Want to Do Business With

Generate and Maintain High


Customer Satisfaction

18
As we cannot manage outcomes…

1
9
Relationship with your
management courses so far
Porter’s value chain

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