Pengantar ManajemenProses Bisnis

Bisnis Proses Fundamental [IS611083]

Dosen Pengampu: 1. Dwi Mustika K, S.Kom., M.Kom (DMK)

2. Yudha Saintika, S.T., M.T.I (YUS)

Let Me Introduce Myself: YudhaSaintika

• Born in Purwokerto – Central Java, December 21, 1989, married.

• IT Operation Team Leader – PT. Datacomm Diangraha, Jakarta (2012-2017)

• Lecturer – Information System, IT Telkom Purwokerto (2017-Now)

• IT Consultant – Huyula Asri Indonesia, Gorontalo (2015-Now)

• Master of Information Technology – University of Indonesia, Jakarta (2016)

• Bachelor of Informatics Engineering – Telkom University, Bandung (2011)

• Oracle Certified Professional – MySQL 5 Developer

• Oracle Certified Expert – Database SQL

• Oracle Certified Associate – Java SE 7 Developer

• Microsoft Certified Solution Associate – Windows Server 2012, Windows 7

• Contact Me on: 085624467025

• Send Me email to: yudha@ittelkom-pwt.ac.id

Capaian Pembelajaran MK

“Mampu membuat rancangan sistem informasi dari suatu bisnis dengan menganalisa kebutuhan sistem informasi bisnis itu sendiri (manajemen

proses bisnis)”

Kontrak Perkuliahan

Kontrak Perkuliahan

Buku Referensi

Pustaka Wajib: Pustaka Penunjang:

Sub-Capaian PembelajaranMata Kuliah

“Menjelaskan konsep pengenalan manajemen proses bisnis”

Many ways of modelling process

Many ways of modelling process (2)

Many ways of modelling process (3)

Many ways of modelling process (4)

Many ways of modelling process (5)

Issues?

• Different representation of concepts

• Different level of granularity

• Different level of scope

• Different terminology

→ What is the right process model?

What is Business Process?

Collection of related events, activities and decisions, that involve a number of actors and resources, and that collectively lead to an outcome that is of value to an organization or its customers.

Examples:

• Order-to-Cash

• Procure-to-Pay

• Application-to-Approval

• Claim-to-Settlement

• Fault-to-Resolution (Issue-to-Resolution)

fault-report-to-resolution process VA

LU

E

Customer

Warranty?

Parts

StoreService

Dispatch

Technician

Customer

Call Centre

Customer

“My Washing Machine won’t work”

Processes and Outcomes

• Every process leads to one or several outcomes, positive or negative• Positive outcomes deliver value

• Negative outcomes reduce value

• Fault-to-resolution process• Fault repaired without technician intervention

• Fault repaired with minor technician intervention

• Fault repaired and fully covered by warranty

• Fault repaired and partly covered by warranty

• Fault repaired but not covered by warranty

• Fault not repaired (customer withdraw request)

What is Business Process: Recap

What is Business Process Management? (BPM)

“Body of principles, methods and tools to design, analyze, execute and monitor business processes“

In this course, we will focus on BPM based on process models.

Why BPM?

• “The first rule of any technology used in a business is that automation applied to an efficient operation will magnify the efficiency”

• “The second is that automation applied to an inefficient operation will magnify the inefficiency.”

Why BPM?

InformationTechnology

Process

Change

Yields

Yields

BusinessValue

Index Group (1982)

Enables

How to Engage on BPM?

Continuous Process Improvement (CPI)

• Mengidentifikasi isu pada proses saat ini danmemecahkannya secara bertahap

Business Process Re-Engineering (BPR)

• Membuat terobosan misalkan dengan caramenghapus cost/biaya yang tidak secaralangsung memberikan nilai kepada customer

The Ford Case Study (1980)

Ford needed to review its procurement process to:Do it cheaper (cut costs)Do it faster (reduce turnaround times)Do it better (reduce error rates)

Departemen Accounts Payable di Amerika Utara mempekerjakan > 500 orang dan waktu penyelesaian untuk memproses PO dan fakturberminggu-minggu

The Ford Case Study (1980)

• Automation would bring some improvement

(20% improvement)

• But Ford decided not to do it… Why?a) Because at the time, the technology needed to automate

the process was not yet available.

b) Because nobody at Ford knew how to develop the technology needed to automate the process.

c) Because there were not enough computers and computer-literate employees at Ford.

d) None of the above

The Correct Answer is…Mazda’s Accounts Payable Department

How the process worked?(“as is”)

How the process worked?(“as is”)

How the process worked?(“as is”)

How the process worked?(“as is”)

How the process worked?(“as is”)

How the process worked?(“as is”)

Reengineering Process(“to be”)

Reengineering Process(“to be”)

Reengineering Process(“to be”)

Reengineering Process(“to be”)

Reengineering Process(“to be”)

Reengineering Process(“to be”)

The Result

• 75% reduction in head count

• Material control is simpler and financial information is more accurate

• Purchase requisition is faster

• Less overdue payments

Why automate something we don’t need to do? Automate things that need to be done.

BPM Life Cycle

Process identification

Conformance and performance insights

Conformance and performance insights

Processmonitoring and

controlling

Executable processmodel

Executable processmodel

Processimplementation To-be process

model

To-be process model

Processanalysis

As-is processmodel

As-is processmodel

Process discovery

Process architectureProcess architecture

Processredesign

Insights onweaknesses and

their impact

Insights onweaknesses and

their impact

Focus of this unit

Process Identification

Core processes

Support processes

Management processes

Quote handling

Product delivery

Invoice handling

Detailed quote

handling process

Process Discovery

Process Analysis

Qualitative analysis

• Root-cause analysis

• PICK charts

• Issue register

Quantitative Analysis

• Flow analysis

• Queuing analysis

• Process simulation

Process Analysis (Issue Register)

Issue

No.

Short

Description

Issue Explanation Broad Consequence Assumptions Impact

2 Information

regarding

units does

not match

Units in Relocation

system do not match

information provided by

...

Wrongly calculated

entitlements cause

manual calculation...

5% of cases go to the wrong

queue, 5 minutes to sort

queue and redirect.

5% recalculating on average

10 minutes per calculation.

28,000x0.05x1

5 = 21,000

minutes

350 hours/7.5

47 hrs

9.5 working

days

5 Protected/

Mandatory

data entry

fields

Not all fields in data

entry forms are relevant

but mandatory. So

"fuzzy" information is

entered

Resource intensive,

incorrect data. Cases in

Clarify need to

physically be closed.

5% of cases taking 2

minutes to locate and close.

5% of relocations requiring

entry that is not needed

taking 30 minutes each.

28,000x0.05x3

2 =

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....

MBR does not get Info

pack therefore cannot

process move. More

information could be

provided which could

be used later in process

...

Only 1/3 rd of postings and

CIPC’s are entitled to

relocation. 28000

relocations then sorting

through 84000 postings. 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

Process Analysis (What-If Analysis/Simulation)

Start End

Check for completeness

Perform checks Make decision

Deliver card

Receive review

request

Request infoReceive info

Notify acceptance

Notify rejection Time out

complete? Decide

review request

Yes

No

reject

reviiew

accept

10 applications per hour

Poisson arrival process (negative

exponential)

0.5

0.7

0.3

0.5

0.2

0.8

Task Role Execution Time (mean, dev.)

Receive application system 0 0

Check completeness Clerk 30 mins 10 mins

Perform checks Clerk 2 hours 1 hour

Request info system 1 min 0

… … … …

Process Redesign

Costs

Quality

Time

Flexibility

Process Implementation-Monitoring/Controlling

Process Modelling Tools

• BPMN-based• BizAgi

• Activiti

• Progress Savvion

• BPEL-based• Oracle SOA Suite

• ActiveVOS BPM

• IBM BPM

• Microsoft• BizTalk

• Windows Workflow Foundation

Latihan Soal

• Apa itu Bisnis Proses?

• Bagaimana Ford dapat sukses melakukan gebrakan bisnis?

• Sebutkan 6 Life Cycle dalam BPM?

• Bussiness Process is collection of related events, activities and decisions, that involve a number of actors and resources, and that collectively lead to an outcome that is of value to an organization or its customers.

• BPM is Body of principles, methods and tools to design, analyze, execute and monitor business processes.

• BPM provides a natural ground for bridging IT and business.

• Business Process Reengineering is important to remove task that do not directly add value to business.

• There are 6 life cycle in BPM: Process Identification, Process Discovery, Process Analysis, Process Redesign, Process Implementation, and Process Controlling.

Summary