pengantar manajemen proses bisnis · let me introduce myself: yudha saintika • born in purwokerto...
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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: [email protected]
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