Pengantar Manajemen Proses Bisnis

Transcription

1 Pengantar Manajemen Proses 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)

2 Let Me Introduce Myself: Yudha Saintika Born in Purwokerto Central Java, December 21, 1989, married. IT Operation Team Leader PT. Datacomm Diangraha, Jakarta ( ) 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: Send Me to: yudha@ittelkom-pwt.ac.id

3 Capaian Pembelajaran MK Mampu membuat rancangan sistem informasi dari suatu bisnis dengan menganalisa kebutuhan sistem informasi bisnis itu sendiri (manajemen proses bisnis)

4 Kontrak Perkuliahan Kontrak Perkuliahan

5 Buku Referensi Pustaka Wajib: Pustaka Penunjang:

6 Sub-Capaian Pembelajaran Mata Kuliah Menjelaskan konsep pengenalan manajemen proses bisnis

7 Many ways of modelling process

8 Many ways of modelling process (2)

9 Many ways of modelling process (3)

10 Many ways of modelling process (4)

11 Many ways of modelling process (5)

12 Issues? Different representation of concepts Different level of granularity Different level of scope Different terminology What is the right process model?

13 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)

14 VALUE My Washing Machine won t work Call Centre Technician Warranty? Customer Service Dispatch Parts Store Customer fault-report-to-resolution process

15 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)

16 What is Business Process: Recap

17 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.

18 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.

19 Why BPM? Information Technology Yields Business Value Enables Process Change Yields Index Group (1982)

20 How to Engage on BPM? Continuous Process Improvement (CPI) Mengidentifikasi isu pada proses saat ini dan memecahkannya secara bertahap Business Process Re-Engineering (BPR) Membuat terobosan misalkan dengan cara menghapus cost/biaya yang tidak secara langsung memberikan nilai kepada customer

21 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 faktur berminggu-minggu

22 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

23 The Correct Answer is Mazda s Accounts Payable Department

24 How the process worked? ( as is )

25 How the process worked? ( as is )

26 How the process worked? ( as is )

27 How the process worked? ( as is )

28 How the process worked? ( as is )

29 How the process worked? ( as is )

30 Reengineering Process ( to be )

31 Reengineering Process ( to be )

32 Reengineering Process ( to be )

33 Reengineering Process ( to be )

34 Reengineering Process ( to be )

35 Reengineering Process ( to be )

36 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.

37 BPM Life Cycle Focus of this unit Process identification Process architecture Conformance and performance insights Process discovery As-is process model Process monitoring and controlling Process analysis Executable process model Process implementation To-be process model Process redesign Insights on weaknesses and their impact

38 Process Identification Core processes Support processes Management processes Quote handling Product delivery Invoice handling Detailed quote handling process

39 Process Discovery

40 Process Analysis Qualitative analysis Root-cause analysis PICK charts Issue register Quantitative Analysis Flow analysis Queuing analysis Process simulation

41 Process Analysis (Issue Register) Issue No. Short Description 2 Information regarding units does not match 5 Protected/ Mandatory data entry fields 11 Information on posting orders Issue Explanation Broad Consequence Assumptions Impact Units in Relocation system do not match information provided by... Not all fields in data entry forms are relevant but mandatory. So "fuzzy" information is entered Time consuming to sort through posting orders to identify relocations... Wrongly calculated entitlements cause manual calculation... Resource intensive, incorrect data. Cases in Clarify need to physically be closed. MBR does not get Info pack therefore cannot process move. More information could be provided which could be used later in process... 5% of cases go to the wrong queue, 5 minutes to sort queue and redirect. 5% recalculating on average 10 minutes per calculation. 5% of cases taking 2 minutes to locate and close. 5% of relocations requiring entry that is not needed taking 30 minutes each. Only 1/3 rd of postings and CIPC s are entitled to relocation relocations then sorting through postings. 3 to 4 minutes on average to sort through each. 28,000x0.05x1 5 = 21,000 minutes 350 hours/ hrs 9.5 working days 28,000x0.05x3 2 = 44,800 minutes 477 hours/ hrs 20 working days 84,000x3.5 = 294,000 min/60/7.5 = 653 days /250 working days in year FTE

42 Process Analysis (What-If Analysis/Simulation) 10 applications per hour Poisson arrival process (negative exponential) Receive info Request info No accept Deliver card Start Receive review request Check for completeness complete? Yes 0.7 Perform checks reviiew Make decision 0.2 Decide 0.5 reject Notify acceptance Notify rejection 0.8 Time out review request End 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

43 Process Redesign Costs Time Flexibility Quality

44 Process Implementation- Monitoring/Controlling

45 Process Modelling Tools BPMN-based BizAgi Activiti Progress Savvion BPEL-based Oracle SOA Suite ActiveVOS BPM IBM BPM Microsoft BizTalk Windows Workflow Foundation

46 Latihan Soal Apa itu Bisnis Proses? Bagaimana Ford dapat sukses melakukan gebrakan bisnis? Sebutkan 6 Life Cycle dalam BPM?

47 Summary 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.

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