View
554
Download
0
Category
Preview:
DESCRIPTION
Citation preview
Professor Michael Rosemann, PhD, MBA Roger Tregear, Leonardo Consulting
Business Process Management Group
Disciplina de Sistemas da Informação
Faculdade de Ciência e Tecnologa
Queensland University of Technology
Brisbane Australia
Criando
Processos de Negócio com Sucesso
Agenda
CREATING BUSINESS PROCESS SUCCESS
Visão
Urgência
Tribo
Modelar
Mensurar
Apurar
Responder
Nutrir
Incorporar
Engajar
Melhorar
Sustentar
Melhorar
Modelo
Usando abordagens de ponta na modelagem e técnicas para nutrir e apoiar operações
centradas em processos
Você foi contratado para projetar uma ponte que ligue Hong Kong a China. O Prolema: na China as pessoas dirigem no lado direito e em Hong Kong no esquerdo. Rascunhe rapidamente uma Possível solução.
Qual o desafio? a – ter uma ideia? b – articular uma ideia? c – implementar a ideia?
Queensland University of Technology
Brisbane Australia
O que importa O que pretendemos
Apoio da Alta Gestão Modelagem de Processos
Cultura Governança de Processos
Liderança Arquitetura de Processos
Framework/ Governança/ Disciplina Arquitetura da Empresa
Atender expectativas/ Agregar valor Gestão da Mudança
Habilidades em BPM Medidas de Processos
Vontade/ Necessidade/Apetite de
mudança
Venda de BPM
Comunicação Pessoas em Processos
Alinhamento Estratégico Futuro do BPM
Pessoas Regras de Negócio
MELHORIA: MODELO
CREATING BUSINESS PROCESS SUCCESS
9
Mark is going on a trip to Sydney. He decides to call a taxi
from home to the airport. The taxi arrives after 10 minutes,
and takes half an hour for the 20 kilometers to the airport. At
the airport, Mark uses the online check-in counter and
receives his boarding pass. Of course, he could have also
used the ticket counter. He does not have to check-in any
luggage, and so he proceeds straight to the security check,
which is 100 mtrs down the hall on the right. The queue here
is short and after 5 minutes he walks up to the level with the
departure gates. Mark decides not to go to the Frequent Flyer
lounge and instead walks up and down the shops for
15 minutes and buys a newspaper before he returns to the
gate. After ten minutes waiting, he boards the plane.
Examples for Semi-Formal
Process Models
10
Adhoc LegalSupport
completed
At various stages other than theexplicitly shown events/interfacesLegal Support might jump back to thatprocess.
Legal Support(post CC)completed
Legal Supportreceived (post
judgment)
Determine typeof legal support
Refer claim toLegal Services
Legal Supportrequired
File referred toLegal Support
(post CC)
LegalAssistant
Record date ofreferral
completion
Legalbase
Legal Advicefrom external
provider
Court Order
Court Order
Legal Advicefrom external
provider
Standard 03letter
Legal Brief(CD07)
iDocs
Courtapplication
CC Review
Receipt file
Legalbase
Categorise file
iDocs
Legal Brief(CD07)
Standard 03letter
CC Review
File is LegalReferral
File is allocated
Provide writtenadvice
Legal ServicesAdvice
Return file toclaims handler
Allocate file toLegal Panel
Generate letter ofinstruction
Send letter toLegal Panel
iDocs
Record litigationdrivers
Letter ofInstruction
All functions in this process are carriedout by a Solicitor if not shown otherwise.
Determine ifresearch is
required
Research isrequired
Undertake legalresearch
ExternalAssistance is
required
Engage ExternalProvider
Receive legaladvice from
external provider
Court attendancenot required
Liase withclaimant/agent
Confirm outcomein writing
Generate letter toclaimant/agent
iDocs
Standard 03letter
Attend court
Receive courtdecision
Allocate file
Liasion withClaimant / Agent
not required
Completecompulsoryconferencing
review
CC Review
QMS
MSRCompulsoryConferenceProcedure
Contactclaimant/agent
Resolutionwithout court
applicationpossible
Generate letterconfirmingagreement
Receive courtapplication from
claimant
Attend court
Recordcompulsoryconference
drivers
Send file andletter to Legal
Panel
Receive CCreview fromLegal Panel
Check quality oflegal advice
Quality isappropriate
Record return offile
Telephone LegalProvider to
discuss
Quality ofLegal advice
50% no...
Allocate file
Legalbase
GenerateAllocation FormAllocation
Form
QMS
MS Outlook
Review file
Legal ServicesFile Review
AdditionalInformation not
required
GatherInformation
Complete SETTAction Plan
SETT ActionPlan
Legalbase
Perform otheractions ifrequired
Legal Support
File is Litigation
Research is notrequired
ExternalAssistance is not
required
Court attendancerequired
Liasion withClaimant / Agent
required
Resolutionrequires court
application
Receive courtdecision
Quality is notappropriate
AdditionalInformation
required
Legalbase
Engage ExternalProvider
Receive legaladvice from
external provider
Legalbase
ExternalAssistance is
required
Legalbase
ExternalAssistance is not
required
Legalbase
Legalbase
Allocate file toLegal Panel
Generate letter ofinstruction
iDocs
Letter ofInstruction
Legalbase
Legalbase
Legalbase
Agree to meetingdetails with
internalparticipants
Investigate injuryInvestigate
liability
Investigate injury Investigate liability
File is LimitationReview
File isCompulsoryConference
Review
File is SETT
Standard 03letter
Agree on SETTAction Plan in
meeting
Last change: 2004-05-13 17:06:13
ReferralFiles toLegal
Services
Procedure is relevantfor the whole process
Comes back to where it was initiated
LegalAssistant
LegalAssistant
LegalAssistant
LegalAssistant
LegalAssistant
LegalAssistant
LegalAssistant
LegalAssistant
LegalAssistant
LegalAssistant
Legal Support(Liability)completed
Legal Support(Injury)
completed
Legal Support is a service process that canbe triggered by more than one other process.
When jumping to Legal Support keep in mind whereyou came from. After you went through
Legal Support you have to jump back to that process.
CTP ClaimsSupervisor
Claims Handler
SeniorManager
CTP ClaimsTeam Leader
Lawyer
Provide verbaladvice to Claims
Handler
Legal Accessrequired
Discuss issue
Issue does notrequire legal
referral
Legal Referralrequired
Recordconsultation
Legalbase
Legal AccessRecord
Legal Accesscompleted
Claims Handler
LegalAssistant
Adhoc LegalSupport required
At various stages other thanthe explicitly shownevents/interfaces Legal Supportmight be required.
Legal Support(post Litigation)
completed
Legal Support is a service process that canbe triggered by more than one other process.
When jumping to Legal Support keep in mind whereyou came from. After you went through
Legal Support you have to jump back to that process.
Go back to Claims Management
File referred toLegal Support
(post judgement)
Claim not settled/ Litigation
commenced
Coming from Claims Management
Quality of legaladvice fromthe Pane...
File referred toLegal Support
prior to CC
Legal Supportprior to CCcompleted
Co
ffe
e L
ove
rC
offe
e S
ho
p
Ba
rris
taC
ash
ier
Make coffee
Store
open
Collect
paymentTake order
Insufficient
payment
Discard coffeeOrder
cancelled
Coffee is
ready
Thirsty
Pay for coffeeGo to coffee
shopOrder coffee
> 5 min waitLeave coffee
shop
Hand coffee
to customer
Coffee is
ready
Take coffee
Done
Coffee
order
11
The Nescafé Process C
offe
e lo
ver
Boil waterPut coffee in
cup
Put boiling
water in cup
Thirsty Coffee is
ready
12
The Espresso Machine Process
Boil water
Put boiling
water in cup
Thirsty Coffee is
ready
Cup
dirty?
Clean cup
yes
Put coffee in
cup
Kettle
empty?
Fill kettle
yes
no
Co
ffe
e lo
ver
ho
use
ho
ld
Co
ffe
e lo
ver
Dis
hw
ash
er
13
The Starbucks Process C
offe
e L
ove
rC
offe
e S
ho
p
Ba
rris
taC
ash
ier
Make coffee
Store
open
Collect
paymentTake order
Insufficient
payment
Discard coffeeOrder
cancelled
Coffee is
ready
Thirsty
Pay for coffeeGo to coffee
shopOrder coffee
> 5 min waitLeave coffee
shop
Hand coffee
to customer
Coffee is
ready
Take coffee
Done
Coffee
order
• Questão de um novo CIO para um grupo de Arquitetos Empresariais:
• Qual é o valor de todos estes modelos?
– Silêncio….
• Se eu não receber uma
resposta até sexta-feira, vamos
eliminá-los…
ENGAJAR : VISÃO
CREATING BUSINESS PROCESS SUCCESS
Como você pode participar do negócio nesta situação?
O que realmente importa?
MELHORIA: MODELO
CREATING BUSINESS PROCESS SUCCESS
a university for the world real R
O padrão BPMN 2.0
18 Voelzer (2009)
Uma figura fala mais do que 1.000 palavras. Preciso de 1.000 palavras para explicar 1 figura?
Nosso problema
19
Usuários devem aprender como modelar
quando modeladores deveriam aprender
como os usuários pensam
Eficiência
Integração Conformidade
Interno
Qualidade
Networking Agilidade
Externo
Os valores de BPM
Transparência
Teeuw & van den Berg (1997)
Diferentes Percepções em
Modelos
MELHORIA: MODELO
CREATING BUSINESS PROCESS SUCCESS
CREATING BUSINESS PROCESS SUCCESS MELHORIA: MEDIÇÃO
Criar uma mensuração ligada a cultura em que o desempenho dos processos possa ser genuinamente gerenciado e melhorado .
4 Iti neraryM an agem e nt
& En ti tl em e nts
3 Da taEn try
5 Owners hiptra ns fer
6 Re loc atio nc o nfirm atio n
2 Re loc atio nFo ll ow up
1 Re loc atio nRe ques t
12 M an age Am ende m ents
7 M ana geRe im bu rs em en ts
8 As s es sRe qui re m ents& En ti tl em e nts
10 Arrang eOc c upa ti on
11 M an ageVa c atio n
9 FindHo us ing s o lu ti on
Exemplo: O que você mensuraria?
“Olá, sou sua gerente de caso e gostaria de me apresentar…”
Resultado do Desenho de Processos
• Realocação do processo
• 15 dias de análise do processo
• Economias identificadas
approx. $ 2.6 mio.
Extrato de Registro do Problema
Issu
e
No.
Summary
Description
Issue Explanation Broad Consequence Constrai
nt
Assumptions[1] Qualitative/
Quantitative
Impact
2 Information
regarding
units does
not match
Units in Relocation system do
not match information
provided by DoD or stored
within CLARIFY, different
stored entities.
Wrong calculated entitlements
cause manual calculation/
CLARIFY case goes to wrong
workflow queue
IT 5% of cases go to the wrong
queue, 5 minutes to sort queue
and redirect.
5% recalculating on average 10
minutes per calculation.
28,000x0.05x15
= 21,000 minutes
350 hours/7.5
47 hrs
9.5 working days
5 Protected/
Mandatory
data entry
fields
Not all fields in AFR data entry
are relevant but mandatory. So
"fuzzy" information is entered
eg. RA
Resource intensive, incorrect
data. Cases in Clarify need to
physically be closed.
IT 5% of cases taking 2 minutes to
locate and close.
5% of relocations requiring entry
that is not needed taking 30
minutes each.
28,000x0.05x32
=
44,800 minutes
477 hours/7.5
99.5 hrs
20 working days
11 Information
on
posting
orders
Time consuming to sort
through posting orders to
identify relocations. Eg. Same
locality move not always
identified on posting order.
Sometimes only name, LL and
GL received.
MBR does not get AFR pack
therefore cannot process
move. More information could
be provided which could be
used later in process and
avoids the request from MBR.
Org Only 1/3 rd of postings and CIPC’s
are entitled to relocation.
28,000 relocations then sorting
through 84,000 postings/CIPC.
3 to 4 minutes on average to sort
through each.
84,000x3.5 =
294,000
min/60/7.5 = 653
days /250
working days in
year.
2.61 FTE
8 AFR pack
receipt by
Mbr
Pack is sent to work address,
addressing to private address
causes problems re privacy,
20% return to sender + x
thrown + double issue of packs
Packs are often not received
in time, high costs involved
(45$ per pack) - 200000$ per
year wasted.
Org/Polic
y
Total packs produced 42,000.
20% returned to sender
2% double issued.
5% disappear
$45 per pack to produce
does not include postage,
covering letter or envelope.
42,000x0.27x45
= $510,300
wastage
[1] All Calculations are based on 28,000 physical relocations being conducted in a posting cycle and 42,000 records created in the relocations system.
MELHORIA
Entenda Lidar com o buraco negro entre AS IS e
TO BE para criar uma verdadeira melhoria contínua
Como melhorar um processo?
Melhoria de Processos Orientada por Problemas
• Foco na solução de problemas atuais
• Necessidade de um registro de problemas
• Desejar uma modelagem AS IS
• Análise de processos/ Six Sigma
• Abordagem reativa
Análise dos Processos Selecionados
Técnica Objetivo
Identificação interativa de problemas Rápida identificação de problemas na cadeia de valor para sensibiliação quanto aos problemas
SWOT / Pontos de vista/ Cenários/ Análise de Interação com o cliente
Investigação seletiva de problemas
Análise de Pareto Abordagem 80/20 para identificar importantes subconjuntos de processos
Análise de Gargalo Identificação de significativas restrições de processos
Tempo/ Qualidade/ Custo de Análise do Processo Simulação de Processos
Qualificações dos problemas
Análise de Causa Raiz Maior exploração dos assuntos selecionados após sua consolidação
Melhorias de Processos Orientadas por Oportunidades
• Foco no desenho de novas formas de trabalho
• Modelagem de processos TO BE
• Inovação em processos
• Abordagem pró-ativa
• Exemplo: como o Ipad pode mudar nosso desempenho de processos?
Insatisfeito
Entusiasmado
Expectativas
superadas
Expectativas
Frustadas
Derivar melhores práticas
Inovar novas práticas
Utilizar práticas
potenciais
Aprimorar atuais práticas
Melhorar
Esperar Pagar Esperar Subir Curtir Sair
Enhance Exemplo
Wait Pay Wait Go Up Enjoy Leave
Enhance – ELIMINATION (1)
Wait Pay Wait Go Up Enjoy Leave
Enhance – REPLACE (2)
Use
Voucher
Wait Pay Wait Go Up Enjoy Leave
Enhance – INSERT (3)
Buy
Drink
Wait Pay Wait Go Up Enjoy Leave
Enhance – IMPROVE (4)
Pay
Wait Pay Wait Go Up Enjoy Leave
Enhance – PULL NOT PUSH (6)
Wait Pay Wait Go Up Enjoy Leave
Enhance – RESEQUENCE (7)
Wait Pay Wait Go Up Enjoy Leave
Enhance – DECOUPLE (10)
Get
Ticket
Pay for
Ticket
Wait Pay Wait Go Up Enjoy Leave
Enhance – INTEGRATION (12)
Enjoy
& Leave
Wait Pay Wait Go Up Enjoy Leave
Enhance – SPECIALISE (13)
Pay
($19)
Pay
($42)
Wait Pay Wait Go Up Enjoy Leave
Enhance – Natural Order (14)
Wait Pay Wait Go Up Enjoy Leave
Enhance – OPTIONAL (15)
Planilha de Insights para Melhoria de Processos
50
51
Pessoas Informações Sistemas
Melhor Faça melhor uso da
experiência e expertise dos
empregados, clientes e
fornecedores. [ex. equipes
de processos]
Best Buy, Toyota
Faça melhor uso da
informações. [preferências
de compra, histórico de
navegação, histórico de
suprimentos, data mining}
Patriots, Borders Books
Maximize o retorno nos
sistemas existentes. [5S,
capacidade ociosa,
audtorias de desempenho,
gestão visual]
Molson Coors,
Getloaded.com
Diferente Use pessoas em diferentes
papéis; envolva as pessoas
de forma diferente. [ex.
Realinhar papéis
responsabilidades, troca de
trabalho, treinamento]
Sprint, Geek Squad
Use as informações
existentes de forma
diferente; Crie novas
informação a partir das
informações existentes.
[ex. Previsão. agregação]
Honda, Marriott, EHR
Use sistemas existentes em
diferentes formas para
melhorar a performance.
[SMS, nn]
Harrah's, UPS Logistics
Novo Envolva novas pessoas na
análise, redesenho e
execução dos processos.
[ex. Opiniões extrenas,
novas contratações]
IDEO, Kraft/Safeway
Obtenha novas
informações relacionadas à
performance de processos.
[benchmarking, estudos,
simulação]
BudNet, Google Analytics
Introduza novos sistemas
para melhorar a
performance e extensão
dos produtos/serviços.
[RFID, BPMS, data mining]
CEMEX, VisViva Golf Inc
Matriz de utilização de processos
KLM Surprise
Utilisation (Assets) Example – parkatmyhouse.com
Derivação - Big W
55
56
Utilisation (Assets) Example – Walmart Overnight Parking
Utilisation (Assets) Example - Coles Click and Collect
58
Utilisation (People) Example – Hollywood Stock Exchange
Utilização de Inovação Usando Vídeos
Comparação
00
:00
01
:00
02
:00
03
:00
04
:00
05
:00
06
:00
07
:00
08
:00
09
:00
10
:00
11
:00
12
:00
13
:00
14
:00
15
:00
16
:00
17
:00
18
:00
19
:00
20
:00
21
:00
22
:00
23
:00
24
:00
25
:00
materials
reacting
doing
planning
00
:00
01
:00
02
:00
03
:00
04
:00
05
:00
06
:00
07
:00
08
:00
09
:00
10
:00
11
:00
12
:00
13
:00
14
:00
15
:00
16
:00
17
:00
18
:00
19
:00
20
:00
21
:00
22
:00
23
:00
24
:00
25
:00
materials
reacting
doing
planning
00
:00
01
:00
02
:00
03
:00
04
:00
05
:00
06
:00
07
:00
08
:00
09
:00
10
:00
11
:00
12
:00
13
:00
14
:00
15
:00
16
:00
17
:00
18
:00
19
:00
20
:00
21
:00
22
:00
23
:00
24
:00
25
:00
materials
reacting
doing
planning
• Brainstorming • 5 Por quês • 5W + H • 5W + H + Else • Desafiando Pressupostos • Técnicas de criatividade
Inovação de Processos - Ferramentas para Inovação de Processos
Avaliação da Melhoria de Processos Seis Chapéus de De Bono
Como você pode inovar
o processo de conserto de carros?
Inovação de Processos
Sumário de Técnicas em Melhorias de Processos
Dimensão da Melhoria Técnicas selecionadas
Aprimoramento de Processos 15 Padrões de Melhoria dos Processos
Inovação de Processos Seis Chapéus, Brainstorming, Crowdsourcing, Técnicas criativas
Utilização de Processos Utilizar dados, sistemar, pessoas, melhor, nova ou diferentemente, derivações positivas
Derivação de Processos Referência de Modelos, benchmarking, estudos de caso
CREATING BUSINESS PROCESS SUCCESS
MELHORIA: ENTENDER
Recommended