Business Process Management (BPM) The low cost alternative to

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


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)


Power Generation Division

Oil & Gaz Division

X

?DEM

http://www.isi-america.com/images/Baan%20Logo.GIF

http://www.proratio.de/images/products/progpo11.jpg


http://images.google.com/imgres?imgurl=www.microsoft.com/presspass/guides/visio2002/images/pro_brandlogo.jpg&imgrefurl=http://www.microsoft.com/presspass/guides/visio2002/resources/image.asp&h=44&w=105&prev=/images%3Fq%3Dvisio%2Blogo%26svnum%3D100%26hl%3Den%26lr%3D%26ie%3DUTF-8%26oe%3DUTF-8%26newwindow%3D1%26safe%3Doff


Power GenerationDiv. Oil &

Gaz

X

?DEM



Power GenerationOil & Gaz

X

Modeling

Merged & Published

DEMShared

In sync

EZ-Process at Solar Turbines

Implemented at customer

Click forOnline demo


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


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 & 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

http://www.knowledgearc.com/images/etq.jpg

http://images.google.com/imgres?imgurl=www.microsoft.com/presspass/guides/visio2002/images/pro_brandlogo.jpg&imgrefurl=http://www.microsoft.com/presspass/guides/visio2002/resources/image.asp&h=44&w=105&prev=/images%3Fq%3Dvisio%2Blogo%26svnum%3D100%26hl%3Den%26lr%3D%26ie%3DUTF-8%26oe%3DUTF-8%26newwindow%3D1%26safe%3Doff






Supplier X

Supplier Y

Extranet B2B Process Publishing


Supplier X

Supplier Y

Extranet B2B Process Publishing


EZ-Process at Herman Miller



EZ-Process at Fujitsu



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)


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


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


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



EZ-Process at Fujitsu




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

Documents

Business Process Management (BPM) The low cost alternative to