Our experience derives from years of delivering business process across multiple industries, is that organisations tend to focus on a particular process aspect, and then want the organisation to adjust around this new process. We do not believe you can deliver a successful process without addressing the operating model. When we discuss Operating Model, we do advocate organisation change, but merely to identify ownership at the right managerial level to sustain the process and embed into the organisation over time.
At Easymatics we adopt a best practice industry leading approach to process and operating model design, implementation and user experience. The user experience is more important than the function of the process in many cases, therefore we tend to advocate solutions that offer combined interfaces and process execution.
The basic operational value proposition of Business Process (BPM) is the ability to process more with less effort and higher quality. As a result, BPM has become a cornerstone discipline for companies that want to grow revenues quickly while controlling resource costs.
Business processes are pervasive in any organisation. These processes represent all the activities that organisations in all industries undertake. Some processes are highly structured, such as high-volume manufacturing processes, while others, such as medical care that must be tailored to specific patients’ needs, are more unstructured.
In certain industries like Upstream Oil & Gas and Mining, processes tend to be custom and semi-automatic in nature, therefore the application of a LEAN approach can aid efficiency improvements. When dealing with cross functional processes, LEAN can play an important part in establishing a standardised process across various entities, our experience proves that a two step approach to improving these processes works across most industries.
- Reduce cycle time and and tuning the automation of data provides immediate results.
- Removal of variance over time once the process is embedded addresses data quality issues.
A process however custom can be tuned to improve your operations. Clearly, you want to leverage advanced methodologies and technologies to deliver consistent, repeatable, and more efficient outcomes as you work on this improvement project. BPM helps you define and manage your business processes so you can reach your desired goals.
We find the many issues around processes lay in the assumption that the 'as-is' situation will provide a good basis to create the 'to-be' state. Our approach is generally to capture the issues, ignore the 'as-is' and move to position a best practice process from our extensive toolbox of industry standard processes and frameworks.
Our approach to process design and configuration accelerates the outcome, simplifying the implementation of adoption of new ways of working. Below is a representation of our simplified approach to classification of process levels, down to integration with systems.
- Category - Represents the highest level of process in the enterprise.
- Process Group - Represents the highest level of process in the enterprise.
- Process - A series of interrelated activities that convert inputs into results (outputs); processes consume resources and require standards for repeatable performance; and processes respond to control systems that direct the quality, rate, and cost of performance.
- Activity - Indicates key events performed when executing a process.
- Task - Tasks represent the next level of hierarchical decomposition after activities. Tasks are generally much more fine grained.
Fundamental to our approach is the use of industry standard models and tools, which allow collaboration with clients and can be exported onto a BPM tool to reduce configuration time. Given this function we can move from discovery to design and development from seamlessly.
We have templated examples for delivering processes across an organisation, which generally ensure the following items are assured to progress into deployment.
• What are the business objectives?
• Who are the stakeholders?
• What is the current process?
• What are the improvement opportunities in current processes?
• What is the proposed solution?
• What are the enablers for the proposed solution?
• What’s the value proposition for the change?
• What’s the impact of change?
• When do they expect this change to happen?
• Weigh investment & value
• Estimate Effort