BPM lifecycle
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What is a process
Black box that uses resources (labour, capital) to transform inputs (raw materials, unserved customers) into outputs (finished materials, served customers)
Usually has start and end points and a defined sequence of intermediate steps
“Processes” are the core concept of operation management
3 measures of process performance
Inventory
number of flow units contained within the process
In a production setting referred to as work-in-process (WIP)
Flow Time
time it takes a flow unit to get through the process
Flow Rate
The rate at which the process is delivering output
Measured in [flow units/unit of time]
Flow Unit:
determined by the type of product or service the supply process is dealing with
flows through processs, starting as an input and later leaving as an output
Examples: vehicles in auto pant, travelers for an airline
What is the Product-Process Matrix
What is a business process?
A buisness process is a chain of events, activities and decisions
… involving a number of actors and objects,
… triggered by a need
and leading to an outcome that is of value to a customer.
What is it Buisness Process Management BPM and why is it relevant?
Buisnes Process Management is
Body of principles, methods and tools to design, analyze, execute and monitor buisness porcesses, with the aim of improving their performance.
Name 4 examples for buisness processes
Order-to-Cash
Procure-to-Pay
Application-to-Approval
Fault-to-Resolution
Ubiguity and utility of mental models
all conscious decisions are based on (mental) models
mental models reduce complexity
easier evaluation > quicker decision
filtering of irrelevant information (“selective perception”)
Definition:
relatively enduring and accessible, but limited, inter conceptual representation of an external system
What are typical characteristics of system, which make building a model complicated?
systems are complex
smaller systems contained in a bigger system
Systems show Eigen-Dynamics: they change and adapt
Systems are non-linear, feedbacl loops exist
Why is modelling (mental or formal) indespensable?
> The Conant-Ashby Theorem
“Every good regulator of a system must be a model of that system.”
we must use models because otherwise cognitive and sensory overload would occur
the choice is only if we conciously want to manage these models
“good” models are essential fpr understanding and managing systems
> Knowing how to build “good” models is therefore key for effective decision-making
Problem solving with mental/formal models
What are formal models (Purpose, usage, examples)
Quantitified model of a real problem (simplified, precise, useful)
Purpose:
simplifying a real situation
describe and analyze systems precisely
Used for
Simulation, prediction, verification and communication of complex processes
Examples
Flowcharts, Petri nets, mathematical equations, BPMN diagrams
Quantitative modelling approaches
Mathematical programming
Decision and game theory
Simulation models
Heuristics
What distincts Decision models and Simulation Models?
straighforward assessment of quality of a solution
difficult assessment of the quality of a soultion
Identification of one best solution
identif. of numerous possible solutions
Static
Dynamic
no consideration of transations
dynamics are considered
analytically conclusive procedures
numerical procedures
What are process categories? (after Porter 1985)
There are 3 categories:
Management Processes
Core Processes
Support Processes
Name 3 different Relationships between processes
Sequence
Decomposition (Hierarchical)
Specialization
Parallel (concurrent)
Triggering (one starts another)
Looping
What is process identification?
it refers to systematically defining buisness processes and establishing criteria to select processes for improvement
Output is a process architecture which represents processes and interrelations
This Process Architecture serves as framework for defining priorities and scope of projects
Process Architecture Pyramid
How to define a process architecture?
Calrify terinology: key terms, stakeholders, refernce models
Identify end-to-end processes (from supplier to customer)
Identify Sequential (intermediate) process steps
Identify Major Management and Suppor Processes (personnel, financial, information, materials)
Decompose and specialize buisness processes: until they can be managed by a singel process owner
Compile process profiles (boundaries, KPIs, resources)
Check completeness and consistency
Process Portfolio: How to select processes to focus on
Strategic importance:
greatast impact on strategic goals
consider profitabtility
Health
which processes are in the deepest trouble
Feasibility
how susceptible to BPM initiatives is my process
What is process modelling?
What are process discovery methods? Name one strength and weakness.
Evidence base
document based
obersevation
Interview-based
forward vs. backward (with regard to process)
structured vs unstructured
Workshop-based
interaction of different domain experts
employing a moderator
What are the four main steps of process discovery?
Define the setting: assemble a team
Collect information: build an understanding of the process
Model the process (identify boundaries, activities, events, resources, control flow)
Assure model quality: guarantee that the result model meets different quality criteria
Name challenges occuring whilst process discovery
Frgamented process knowledge of different sources or people
Domain experts think on instance level
“every trip is different”
“you cannot compare…”
“too many special conditions”
Knowledge of process modelling is uncommon
Explain the sentence “Culture eats strategy for breakfast” regarding process discovery.
Before sarting it is important to understand the culture and the sentiment of an organization
Differences in companys:
preach and practise open culture: employees are encouraged to share utter their ideas and criticism > such companys benefit from workshops because participants are likely to present their ideas
strictyl hierarchical organizations: it is necessary to take special care that everyone gets an qual share of parole
Summarize qualitiative process analysis
Segragate value-adding and non-value adding process steps
Indentify waste
Collect and organize issues (including all stakeholders), asses their impact, prioritize
Analyze Root causes of issues
Name the two steps in value-added analysis and define VA, BVA, NVA
Identify the process steps (including steps right before and after the process)
Classify each step into value-adding (VA), buisness value-adding (BVA) and non-value-adding (NVA)
VA: produces value or satisfaction to the customer
customer is willing to pay
BVA: necessary for the buisness to operate
required to collect revenue, improve or grow
necessary to comply with regulatory requirements
NVA: basically everything else
hand-overs, waiting times, delays, reworks
-> WASTE
What are the seven sources of waste
Move:
Unnecessary Transportation
Motion
Hold
Waiting
Over-do
Defects
Over-Processing
Over-production
Define a stakeholder and name five categories of stakeholder
Everbody (including other departments or organizations) who can affect or is affected by activities, objectives, and policies related to a process.
Customers of the process
Process participants
External parties (supplier, sub-contractors) of the process
Process owner and operational managers
Sponsor of the process improvement effort and other executive managers who have stake in the process performance
Why do we use RCA?
Describe two different examples.
Name 6 categories of rote causes (6Ms)
Five- Why analysis
Cause effect (fishbone) diagram
Six categories of root causes (6Ms)
Machine
Method
Material
(Hu)man
Measurment
inaccurate estimations
Milieu
externally caused delays
sudden increase of workload due to special circumstances
What is the purpose of an issue register as an outcome of a qualitative analysis?
How can we portrait the outcome of qualitative analysis?
Maintain, organize and prioritizes perceived weaknesses of the process (issues)
Pareto chart (80-20)
What is a PICK-chart?
Name to differnet axis.
Linkage between causation and correlation
Charateristics of Qualitative vs. Quantitative modelling
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