Business Process Management (BPM)Business Process Management (BPM)
The low cost alternative to leverage your SSA Baan
investment
Agenda
Total Process Management for SSA Baan/non-Baan users
Case Study #1: Solar Turbines / Caterpillar Corporate-wide Process Management to bridge Baan users to
the rest of the company Merging the ISO work instructions to the graphical business
processes
Case Study #2: Herman Miller & Fujitsu Extending DEM/BPM processes to the Extranet Bridging DEM/BPM and e-learning assets Leveraging BPM to facilitate Sarbanes-Oxley compliance &
certification
Case Study #3: Fujitsu, MD Robotics & Comcast Cable Workflow Automation of Baan & non-Baan processes
There are two key reasons why Process Management has now become unavoidable:
• Enterprises can no longer rely on the acquired wisdom and informal knowledge of "how things are done around here" — such knowledge is not
always available as organizations restructure to maintain a competitive cost-base, and such approaches are typically too slow to adapt to accelerating
change pressures from external forces.
• As enterprises participate increasingly in e-business and e-commerce activities, their processes become exposed as never before and the need to
be explicit in managing these external interactions becomes paramount.
Gartner – Strategic Analysis Report “Examining Process Management Future”
Why Process Management?
Knowledge Management
“The principles of Knowledge Management – that is, the concept of discovering the tacit knowledge within
employees’ minds that has proven to be successful, making that knowledge accessible through others throughout the organization, and using advanced
technology to accomplish this – will remain a sound and successful business practice”
Kanter – Ten Hot IT Issues and what makes them hot
Business Knowledge Supply-Chain
ModelersModelers
•Process Owners•Process Councils•Functional Teams•Subject Expert
PublishersPublishers
Know. Consumers Know. Consumers
Process ModelDefinition
Process ModelDefinition
Content Assembly& Distribution
Content Assembly& Distribution
Know. Leveraging &Team Collaboration
Know. Leveraging &Team Collaboration
•Quality Mgrs•ISO Sponsors•Intranet Admin.•Process Docum.•Product Docum.
•End-Users•Business Associates•Customers•Suppliers
Workflow Executors Workflow Executors
Baan Users
Extranet Users
Intranet Users
User-Roles
Processes
Document/Controls
Consumers
DEM / Visio / etc
From Knowledge “Isolation” …
(1000)
(200)
Baan Users
Extranet Users
Intranet Users
User-Roles
Processes
Document/Controls
Consumers
EZ-Process
Web-basedIntegrationFramework
DEM / Visio / etc
(1000)
(200)
… to Knowledge “Integration”
Total Process Management Disciplines
1. Process Definition
2. Process Documentation
3. Process Publication
4. Process Optimization
5. Process Certification
6. Process Automation
Extending Enterprise Modeling to Total Process Management
Customer Case #1 Solar Turbines / Caterpillar
Customer Case #1 Solar Turbines / Caterpillar
Business Modeling,Corporate-wide Process Mgmt &
ISO Certification
Case 1: Solar Turbines / CaterpillarCorporate-wide Process Management
Customer / Project Profile: Solar Turbines Leading producer of mid-range industrial gas turbines for
use in power generation, natural gas compression, and pumping systems.
About 7000 employees 30 worldwide locations One of the 50 largest exporters in the USA Baan ERP-5 user
Case 1: Solar Turbines / CaterpillarCorporate-wide Process Management
Key Business Issues: Desire to leverage DEM asset to facilitate & support
ISO certification Lack of integration between DEM and related process
documentation, forcing the maintenance of dual-systems
DEM native does not provide a true end-user “support interface” including learning components
Cannot use DEM to document processes in non-Baan areas (other division and/or external associates)
How to extend usage of process flows beyond Baan (i.e. Visio, PPT, Metis, MEGA, ARIS)
Case 1: Solar Turbines / CaterpillarCorporate-wide Process Management
Power Generation Division
Oil & Gaz Division
X
?DEM
Case 1: Solar Turbines / CaterpillarCorporate-wide Process Management
Power GenerationDiv. Oil &
Gaz
X
?DEM
Case 1: Solar Turbines / CaterpillarCorporate-wide Process Management
Power GenerationOil & Gaz
X
Modeling
Merged & Published
DEMShared
In sync
EZ-Process at Solar Turbines
Implemented at customer
Click forOnline demo
Case 1: Solar Turbines / CaterpillarCorporate-wide Process Management
Key Benefits & ROI: Seamless integration between internal/ISO
documentation and the processes they support Standardized operations made possible by readily
available business process for all employees Reduction of non-value activities such as document
search and duplication (estimated to 18% by Gartner) Full learning support for new & existing employees Ability to share process information with supply-chain
associates
Customer Case #2
Herman Miller & Fujitsu
Customer Case #2
Herman Miller & Fujitsu
Intranet/Extranet Process PublishingKnowledge Mgmt with BPM & e-Learning
Sarbanes-Oxley compliance & certification
Case #2: Herman Miller & FujitsuProcess Knowledge Publishing & SOX Certification
Customer / Project Profile: Herman Miller Market leader in design, manufacturing and
distribution of furnishings, office furniture systems and related services
3000 employees (HQ in Zeeland, MI) Distributors in 40 countries worldwide Baan IVc user
Case #2: Herman Miller & FujitsuProcess Knowledge Publishing & SOX Certification
Customer / Project Profile: Fujitsu Fujitsu Transactions Processing Division, wholly
owned subsidiary of Fujitsu Limited Leading provider of customer-focused IT and
communications solutions for the global marketplace. Provider of hardware/software solutions and services
for retail point of sale (POS), specialized mobile computing and Web-enabled ATM applications.
1000+ employees User of Baan ERP-5 (200 users)
Key Business Issues: Business Know-how existing but not easily accessible Business Know-how is lost when employees leave Lack of unified procedures, defined around user-roles Limitation of DEM processes to Baan users only Lack of modeling support to non-Baan departments Need for greater user/process/application integration Need for BPM to extend to the supply-chain How to address the Sarbanes-Oxley regulations
Case #2: Herman Miller & FujitsuProcess Knowledge Publishing & SOX Certification
Case #2: Herman Miller & Fujitsu Process Knowledge Publishing & SOX Certification
Key Business Requirements: Fully browser-based navigation (zero Client) Intranet / Extranet compliant Process-Documentation integration & publishing Baan IV and ERP DEM Interface Security Scalability Central repository, worldwide publishing
Case #2: Herman MillerProcess Knowledge Publishing & SOX Certification
Web-based Corporate Training Environment
Lotus Notes based Document Management System for Quality Documentation
Non-Baan application called “Maximo” for managing the ‘tool crib’ (for the handling and issuing of tools to certified personnel)
‘Self service’ procurement solution
Integrations
Microsoft Visio Flowcharting Tools
Windshield Document Management
Case #2: Herman MillerProcess Knowledge Publishing & SOX Certification
Case #2: Herman MillerProcess Knowledge Publishing & SOX Certification
Case #2: Herman MillerProcess Knowledge Publishing & SOX Certification
Case #2: Herman MillerProcess Knowledge Publishing & SOX Certification
Case #2: Herman MillerProcess Knowledge Publishing & SOX Certification
Supplier X
Supplier Y
Extranet B2B Process Publishing
Case #2: Herman MillerProcess Knowledge Publishing & SOX Certification
Supplier X
Supplier Y
Extranet B2B Process Publishing
Case #2: Herman MillerProcess Knowledge Publishing & SOX Certification
EZ-Process at Herman Miller
Implemented at customer
Click forOnline demo
EZ-Process at Fujitsu
Implemented at customer
Click forOnline demo
Case #2: Herman Miller & Fujitsu Process Knowledge Publishing & SOX Certification
Key Benefits & ROI: Processes now available to all HMI employees and
selected Extranet associates Catering Baan-related and non-Baan departments/
users Maintenance free zero-client browser-based interface Explicit, retainable and reproducible knowledge Better learning support for new employees Standardized processes across the organization Enhanced applications integration Key facilitator to ISO & SOX certification
Customer Case #3 Fujitsu, MD Robotics, Comcast Cable
Customer Case #3 Fujitsu, MD Robotics, Comcast Cable
Workflow Management
Case #3: Fujitsu / MD Robotics / ComcastWorkflow Management
Customer / Project Profile: Fujitsu Fujitsu Transactions Processing Division, wholly
owned subsidiary of Fujitsu Limited Leading provider of customer-focused IT and
communications solutions for the global marketplace. Provider of hardware/software solutions and services
for retail point of sale (POS), specialized mobile computing and Web-enabled ATM applications.
1000+ employees User of Baan ERP-5 (200 users)
Case #3: Fujitsu / MD Robotics / ComcastWorkflow Management
Customer / Project Profile: MD Robotics Developers of advanced robotics systems for space
and terrestrial applications Best known for the CanadArm, or Space Shuttle
Remote Manipulator, developed and built under contract for the NASA’s space shuttle program
Wholly owned subsidiary of MacDonald, Dettwiler and Associates (MDA)
User of Baan ERP-5
Case #3: Fujitsu / MD Robotics / ComcastWorkflow Management
Customer / Project Profile: Comcast Cable Largest US broadband cable provider 55,000 employees (Comcast Corporation) 3.7 million customers (Atlantic Division only) Not a user of Baan
Case #3: Fujitsu / MD Robotics / ComcastWorkflow Management
Key Business Issues: Human-intensive manual approval of Purchase
Requisitions / Capital Expenditure / etc.. Lack of tracking capability with the paper-driven
approval Long approval cycle time, mainly non value-added
(wait time) Complex approval routing based on multiple criteria Approval involving multiple offices/divisions Approval related notes are not easily included in audit
trail / history
Case: Fujitsu Purchase Requisition Approval
WFEngine
Budget Approval
John(Buyer)
Step
2
End
Step
1
QC Approval
Notify
PurchaseRequisition(Baan, xls, etc)
Workflow Routes
WF Users/Teams•Managers•Executors•Auditors
Event History& Monitoring
WF Management
Approved
Steve
MaryResolvedRejected
Peter
BusinessApplications
…
EZ-Process at MD Robotics & Comcast
Implemented at customer
Click forOnline demo
EZ-Process at Fujitsu
Implemented at customer
Click forOnline demo
Case #3: Fujitsu / MD Robotics / ComcastWorkflow Management
Key Benefits & ROI: Improved visibility & real-time monitoring of
transactions through the business process Detailed audit trail of transaction execution Significant reduction of transaction cycle time, thus
savings and better customer responsiveness Dynamic transaction routing performed by rules-based
engine Standardized execution of process steps, including
external application integration Extended user support to execute the task correctly
the first time around
EZ-Workflow Benefits Summary Chart
Purchase Requisition flow
Paper-driven Online X X X
Probability of lost Medium Absent X X
Approval Monitoring / Expediting
Poor to none / time consuming
Online tracking / real-time monitoring
X X
Approval Signature Manual Electronic X X
Dispatch per dept / Req. type / amount
Manual Automated X X
Approval history/auditing
On paper / difficult Detailed / Online X X X
Task notification to approvers
Manual / based on implicit knowledge
Automatic / based on workflow routes
X X
Average process cycle time
2-3 weeks Hours to 1-2 days X X
Manual approval With EZ-Workflow
Benefits
Benefits: Quality / Speed / Cost
Q S C
Total Process Management Areas
1. Process Definition
2. Process Documentation
3. Process Publication
4. Process Optimization
5. Process Certification
6. Process Automation
Total Process Management Components
Process Definition
Process Documentation
Process Publication
Process Optimization
Process Certification
Process Automation
Baan DEM, Visio, MEGA, ARIS, …
Extending Enterprise Modeling to Total Process Management
Questions Period
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Presentation available on complementary CD and at www.BaanWorkflow.com