1 BPM/R, Enterprise Modelling W37-W44 / 2006 ENSGI - G-SCOP Samuel BASSETTO Management lessons.

1

BPM/R, Enterprise Modelling

W37-W44 / 2006

ENSGI - G-SCOP

Samuel BASSETTO

Management lessons

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Why this lesson ?

Several purposes:* Action to drive the organisation toward operational excellence* Information system management* Re-thinking of a part of the organization

BPR need to be supported by the management and have the aggreement of the top one.

Need of a strategic vision for the reengineering

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Why this lesson ?In an organisation => several DB : Production, Design, Marketing, Sales,

Buyers, R&D, Engineering, Financials, Direction, Maintenance, and so forth…

In the global competition, financial survival and developement of an organisation passes through the fulfillment of several operational and contradictory goals:

– Cost– Quality– Delay– Environemental– Security

+ Mastering Changes (internals & externals)

Managing internal and external tensions of an organization

Ex1: Imagine, you need a small car to evolve in town, low cost and with low CO2 emitions and you get a 4x4 !

Ex2: Imagine, you need a reliable and low cost product and you obtain an high technology ones, costly with no experience on its reliability !!!

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Why this lesson ?

An enterprise is not monolythic – several views exists

Economic

Functional

Organisational

Ressources

Social

Informational

Environmental

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Why this lesson ?

Need of consensus to understand, simlulate and pilot

Economic

Functional

Organisational

Ressources

Social

Informational

Environmental

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Outline : BP M/R Business Process Modelling – Management - Reengineering

1. Business Process history – origins and use2. Modelling methods

– Frame srtuctures:• CIMOSA, PERA, GERAM…

– Methods and tools• Activity modelling : SADT, IDEF0, IDEF3• Data modelling : IDEF1, IDEF1x, E/R, UML

3. How to Manage a business process– Description– Indicators– Methods to operationnaly drive by indicators and gap analysis

4. How to Reengineer a business process– The goal– Some methods : TQM, EFPRO

5. Study cases– A Process Control Model– An Industrial Engineering School

Bibliography

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Business Process History

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Today : process has a several meanings:• A procedure

• A process

• A set of functions to reach an organization goal

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• Why modelling ?An example with a partial model (1/2)

• Context: Semiconductor industries :

1 technology per 2 years,

1Billion$/Techno, 500 Pers (Dr, Eng.)/Techno• A strong emphasis on technicity. However, cost, delays,

environement also important.

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Production volume

Launch,

1Year

Maturation 1 Year

Production, 2 Years

Stop

3yearsTime

YieldProduction volume max

100 %

Stakes

Launch Maturation Production Stop

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• Context: Semiconductor industries :

1 technology per 2 years,

1Billion$/Techno, 500 Pers/Techno

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Performance indicators

Change management

Investigations

Automation and measures

Statistical control

Risks anlysis

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• The control is a nightmare• No clear vision, picture of how to control

and insure technology yield at the best level (99,999%)

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5Pinaton, GDRMACS 2004

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• Why modelling ?To insure the right organizational behaviour

To analyse the information system

To structure the information flux

To tool the information system

To improve (from methods to tools) the information system

To insure final users or customers their satisfaction and requirement fulfilment

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5To show where and

how to perform the breakthrough

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• Procedures and processes1

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A semiconductor technology lifecycle descriptionThe industrialization process

(extract from Techniques de l’Ingénieur)

Procedure ‘like’ representation

Process ‘like’ representation

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• From procedures to process – Ex(1/3). 1

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• From procedures to process – Ex(2/3). 1

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• From procedures to process – Ex(3/3).1

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5 differents processes based on the same structure.

Each one is a procedure of risk

management

The structure is the business process of risk management

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Business process history

• Toward a business process ?

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• From examples to definitions– A model: an abstraction of the real worlds expressed in a modelling

langage. It can be formal 1st order logic), informal (natural langage) or semiformal (normalized graphics)

– An enterprise model: is the models’ set describing aspects of an organization to be analyzed.

– An enterprise activity: is a particular task achieved. In general it can be an operation sequence executed by one or several ressources under constraints.

– A business process: is a succession of activity which contribute to the organisation goal

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Outline : BP M/R Business Process Modeling – Management - Reengineering


– Frame srtuctures:• CIMOSA, PERA, GERAM



4. How to Reengineer a business process– The goal– Some methods : TQM


Bibliography

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Modeling methods

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• Frame structures– Global modelling architectures– Semi-formal to formal models– Severals are normative

CIMOSA, GIM, ARIS, PERA, GERAM

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Is employed

by

Modeling methods

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• Frame structures– Compositions

Modelling Langages

Modelling methods

Generic enterprise models

Partialenterprise models

Particularenterprise models

Modelling tools Enterprise Operational

System

Entity of the frame

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Modeling methods

• The CIM-OSA cube• AX1: Views (function,

informations, ressources, orga…) its open !

• AX2: From the modelling contructs to the particular architecture in a specific organisation (language employed to specific sentences)

• AX3: From the definition and design to the construction implementation.

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Modeling methods

• The CIMOSA language1

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Modeling methods

• Organization Driven by Process Metamodel

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Modeling methods

• CEN model1

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Modeling methods

• PERA: Purdue Enteprise Reference Architecture

2468

1 1PHASE DE

CONCEPTU-ALISATION

PHASE DE DEFINITIONPHASE DE CONCEPTION

PHASED’INSTALLATION

ET DE CONSTRUCTION

PHASE OPERATIONNELLE

ET DEMAINTENANCE

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3579

1012

1314

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1920

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VUE FONCTIONNELLEVUE DE L’IMPLEMENTATION

CONCEPTIONDETAILLEE

CONCEPTIONFONCTIONNELLE

Hum

ains Equipements

Information/

Comm

ande

PolitiquesB

esoinsM

odulesR

éseaux

Identification

Concepts

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Modeling methods

• The GERAM infrastructure

CIMOSA + Lifecycle of enterprise entities

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Modeling methods

• ARIS Architecture1

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Modeling methods

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• IDEF Suite : Integrated DEFinition for information modeling

IDEF0 IDEF1-X

IDEF3

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Modeling methods

• 2 words about ontologies1

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Modeling methods

• 2 words about ontologies – CIMOSA ontology, terminologies definition1

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Modeling methods

• 2 words about ontologies1

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Outline : BP M/R Business Process Modeling – Management - Reengineering



– Methods and tools• Activity modelling : SADT, IDEF0, IDEF3• Data modelling : IDEF1, IDEF1x, E/R, UML…




Bibliography

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Modelling methods

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• Activity (ICOM)

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Modeling methods

• Activity (INCOM) - Arrows1

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Modelling methods

• Example of

Activities graph

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Collect

Analyse on line

Analyse off line

Manage risks

Control plan

SynthesesValiated data

Collcted event

Analysis results

Off line analysis activityinformation

On line analysis activity analyss

Anaysis need

Ranked risks

Information about the collect

New typologies

Analysis results

Analysis need

Collected information

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Modeling methods

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• Information modeling – IDEF1-X

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Modeling Methods

• Category representation1

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Modeling Methods

• Process modeling - IDEF310 reasons to adopt a process

modeling action… IDEF3 report

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Modeling methods

• Scénario of order materials1

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Modeling methods

• Scénario of order materials – Object Transition Schematic

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Modeling methods

• Syntaxe for– Process

schematic modelization

– Object Schematic modelization

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Modeling methods

• Precedence links1

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5 * Start of1 is before 2

Upper :

* End B is after End A

* Start B is After Start A And End B

is After End A

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Modeling methods

• Precedence links1

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5 User defined constraint between A & B

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Modeling methods

• Branching1

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Modeling methods

• Task organization1

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Modeling methods


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Modeling methods


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Modeling methods

• Impossible combination1

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Modeling methods

• From activities to process1

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Modeling methods

• Object representation, conditions1

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Modeling methods

• Transitions & activites1

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P is before Q

P is simultaneous as Q

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Modeling methods

• Disjonctions & conjonctions1

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5*, # &,Xor, OR, ¬

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Modeling methods

• Relations & high order logic representation

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Relation between instances

Relation between instances and « patterns »

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Modeling methods

• Ontologies

syntax – IDEF5

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Modeling methods

• Tools – © KBSI suite1

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Modeling methods

• Tools – © KBSI suite1

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Modeling methods

• Tools - CIMTool1

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Modeling methods

• Tools - ARIS Tool set1

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Modeling methods

• Other Tools – Based on specific EM constructs1

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METIS

FirstStep

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Bibliography

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Focus on this lesson on IDEFx suite

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How to manage a business process

• Some history– The necessity of think the/in complexity– The necessity to adopt a systemic

approach

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• Some history– Systemic approach (LeMoigne, 1977)– Relevance: « Le précepte de la pertinence: Convenir que tout

objet que nous considérons se définit par rapport aux intentions implicites ou explicites du modélisateur.»

– Globaliscism: « Le précepte du globalisme: Considérer toujours l'objet à connaître par notre intelligence comme une partie immergée et active au sein d'un plus grand tout »

– Teleology: « Le précepte téléologique: Interpréter l'objet non pas en lui-même, mais par son comportement... Comprendre en revanche ce comportement et les ressources qu'il mobilise par rapport aux projets que, librement, le modélisateur attribue à l'objet. ».

– Agregativity: « Le précepte de l'agrégativité: Convenir que toute représentation est simplificatrice, non pas par oubli du modélisateur, mais délibérément. »

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• Some history– System definition:

• Elements in interactions (Ludwic Von Bartalanffy, 1973)• A set of elements in dynamic interaction organized to reach a goal (De

Rosnay, 1975)• An object placed in an environment, which has final goals, practices an

activity and can modify its internal structure without loosing its identity (Le Moigne, 1977)

• Many other definitions…• In this lesson:a system must possess: an organization( a boundary,

elemnts in interaction). It isn’t the sum of each of its constituting element and has to be understand globally. Its functions, decision center, retroaction delay can also be taken in account.

A system is an abstraction of the reality in order to understand and modelize the complexity

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How to manage a business process –scéance 2

• The business process approach is a systemic representation of an organization.

• To manage a business process:– Description

• Structure• Interactions (internal & external)• Goals

– Driving• Objective management• Process Control deployement

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• For the description, see Chap2, enterprise modelling technics.

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• For the management – Define the goal of the business process

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• For the management – Offer creation process / Offer production

process• In time• In quality• At the lower cost• In security• With care of environmental concern

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Operational

goals

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• For the management – Goals vs metrics – Operational goal follow-up

• Operational managment:– Several management level indicators– Target definition by indicators– GAP analysis– 8D – problem resolution technics

• Analysis– SWOT (Strenght, Weakness, Opportunities, Threat) Analysis -> internal analysis in 2D– Benchmark analysis -> what competitors are doing– PARETO analysis – priority to actions

• Continuous improvement– PDCA analysis -> – DMAIC improvement – Six sigma lessons– C.A.R.A.S. activities deployement -> Process control deployment

– Change Management

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• For the management – Operational goal follow-up - organization

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Process owner

Operational goal owner (champion)

Team memberTeam member



Actions sponsorssponsor

lobbyingdelegate

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• For the management – Operational goal follow-up

• GAP analysis• SWOT (Strenght, Weakness, Opportunities,

Threat) Analysis• CARAS activities deployement

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• For the management 1

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A systematic way to secure, analyse and return to a more robust operating mode

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• For the management – Example – Process modeling – CR2

Alliance

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• For the management – Example – Method adherence follow up –

CR2 Alliance

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• For the management – Example – Quality indicator follow-up –

CR2 Alliance

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• For the management – Example – Pareto Analysis

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5 Tool

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Tool

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Tool

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Tool

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Tool

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Tool

6Tool

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Tool

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• For the management – Example – Fishbone analysis

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Break& Scratches

Foup which fragilizes Equipment which fragilizes

Process which fragilizes Equipment which breaks

Patterns =>emissivity change

Wrong set point

Not well calibrated handeling

Drifting handeling

Tool geometry changes

Not well calibrated handeling

Drifting handeling

Tool geometry changes

Slot position change in the foup

Foup alignement with equipement

Mecanical stress on slot position

Foup transport

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• For the management – Change management

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Change management owner

Team member

Team member

Team member

Team member

Team member

Team member

Change proposal leaderEach member

agree or not

Propose the analysis of change

Drive the team

1) Each member has

to sign

2) All operational

goal a represented

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• For the management – Change management – risk analysis for

change management

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31 Quality32 Cost33 Cycle Time34 Environment35 Other (safety, facilities)

41Can the change be or induce a failure modeof the object ?

42Can the change be or induce a failure causeof the object ?

43Can the change modify the detection ofobject's risks ?

44For each of these points evaluate risksranking with {Q,Ct,C,E} grids

Change - Risk analysis

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What are risks linked andinduced by the change ? /evaluation through the look at :

Description of the concernedobject

Description of the change

How will the change modifycurrents object's risks and theirranking ?

(before / after analysis)4

Obj

Risks

Obj

Risks before

Obj

Risksafter

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• For the management – Change management – risk analysis for

change management – business check list, FMEA, FTA

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31 Quality32 Cost33 Cycle Time34 Environment35 Other (safety, facilities)

41Can the change be or induce a failure modeof the object ?

42Can the change be or induce a failure causeof the object ?

43Can the change modify the detection ofobject's risks ?

44For each of these points evaluate risksranking with {Q,Ct,C,E} grids

Change - Risk analysis

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What are risks linked andinduced by the change ? /evaluation through the look at :

Description of the concernedobject

Description of the change

How will the change modifycurrents object's risks and theirranking ?

(before / after analysis)4

Obj

Risks

Obj

Risks before

Obj

Risksafter

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• For the management

– Implementing C.A.R.A.S activities

– 5 activities

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• For the management

– Implementing C.A.R.A.S activities

– 5 activitiesinterelated

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Collect

Analyse on line

Analyse off line

Manage risks

Control plan

SynthesesValiated data

Collcted event

Analysis results

Off line analysis activityinformation

On line analysis activity analyss

Anaysis need

Ranked risks

Information about the collect

New typologies

Analysis results

Analysis need

Collected information

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• For the management – Implementing

C.A.R.A.S activities

3 business processes for controlling the B.P.

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Specific analysis needs

BP mastering process

Off line analysis process

Action plan Information

Event on the BP

Data from the BP

Risks managt process

On line analysis process

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Bibliography

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How to reengineer a business process

• Scope of the reengineering:– Change the working method– Radical improvement? Radical change for sure in

an organization– Way to integrate information system– Way to get a more interoperable process– …

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• Scope of the reengineering:– It’s for top management only ?– It involves all the management line, from top one

to local one.– It is structure in project

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• Structure of the reengineering:– A participative path from the « Process AS-IS »

(Where I am) to the Proces TO-BE (Where I want to go)

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• Structure of the reengineering:– Project orga.

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Project pilot comity

Process Reengineering Team

Mgt sponsor - senior

Process Reengineering pilot

Process owner

member

member

member

member

member membermember

member

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• In what consist a BPR– Process modeling

• Visualization• Simulation• Imprvement

– Process benchmark– Process SWOT (2axes representation)– Process flux analysis & tooling– Process redefinition (eg: improvement process

add to the process)

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• What you must know– 1 core BP Reengineering project in an

organization– Senior managers involved and comitment– Project pilot by board of direction– At least Senior manager sponsor in the

organization– Manage changes– Lobbying– IT is for integration or interoperability purposes

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Bibliography

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Study cases

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• A Process control model

Ouvrir la présentation

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Study cases

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• Analysis of an information system

launch

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Reference books & journals

• Vernadat François B. Enterprise modelling and integration – principles and applications, ed Chapman & Hall, 1996, ISBN 0412605503

• Vernadat François B. Techniques de Modélisation en Entreprise : Applications aux processus opérationnels, Ed. Economica, Collection GESTION, 1999, ISBN 2-7178-3853-8

• Kosanke K., Zelm M. CIMOSA modelling processes, Computer in INdustry; Vol 40, 1999, 141—153

• IFIP–IFAC Task Force on Architectures for Enterprise Integration, Generalised Enterprise Reference Architecture and Methodology Version 1.6.3 - Permission granted to publish GERAM V1.6.3 as Annex to ISO WD15704, Requirements for enterprise-reference architectures and methodologies, March 1999

• Daniel Durand, La systemique, Collection Que sais-je ?, ISBN 2130523455, 1979

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Slides projets

• Benchmark des pratiques autour de la résolution de problèmes

• BP Analysis of :– ENSGI Foreign student management– ENSGI studies organization– ENSGI Information system constraints

(Model, benchmark, SWOT, improvement ways)

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Lessons quality improvement

• What is your global impression about this lesson ?

• What do you appreciate ?

• What seems to be improved ?

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1 BPM/R, Enterprise Modelling W37-W44 / 2006 ENSGI - G-SCOP Samuel BASSETTO Management lessons.

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