Simplifying and Sustaining Global Process Transformation. Mike Bonfiglio, Business Process Management Lead June 22, 2010
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1 Simplifying and Sustaining Global Process Transformation Mike Bonfiglio, Business Process Management Lead June 22, 2010
2 Agenda Rockwell Automation at a Glance Global Process Transformation Business Process & Architecture challenges Industry Best Practices & BPMS selection Process Modeling Baseline at Rockwell Automation BPM & Business Process Architecture Benefits Lessons Learned Next Steps Get There Faster. 6/29/2010 Process World
3 Rockwell Automation at a Glance Leading global provider of industrial automation control and information solutions Annual Sales: $4.6 billion World Headquarters: Milwaukee, Wisconsin, USA Trading Symbol: ROK Electronics/Industrial Automation Employees: About 19,500 Serving customers in 80+ countries 6/29/2010 Process Get World There 2010 Faster. 3
4 Rockwell s Vision of Becoming a Process-Oriented Company Views from Keith: As our company grows globally, it is imperative that we become a more efficient company Our customers are demanding improved quality, delivery performance and ease of doing business with us regardless of where and how they interact with us For us to constantly deliver more customer value, we must be consistent in our end-to-end business processes around the world to enable optimization Keith Nosbusch Rockwell Automation CEO 6/29/2010 Process Get World There 2010 Faster. 4
5 Get There Faster. 6/29/2010 Process World
6 GPT & ARIS Project Scope Business Case Conversion Project IT Artifacts, Processes ARIS Pilot Controls, Training & EU Launch BPM, Sustain Model ERP Product Life Cycle Management (PLM) Product Data Management Project/Portfolio Management Engineering Quality SAP and new Portals processes will be be deployed Cost to to all all regions of of the the world by by 2013 (started in accounting in 2004)! Configurators Customer Relationship Management (CRM) Sales Marketing Customer Support Order Management Pricing Supply Chain Management (SCM) Planning Sourcing and Procurement Manufacturing Logistics and Export/Import Compliance Finance Accounting Accounts payable Accounts receivable Financial analysis Treasury HR Compensation Staffing Talent management Training Time & attendance Get There Faster. 6/29/2010 Process World
7 Business Process challenges at Rockwell Documentation out of date and out of synch with ERP Implementation Published standards and conventions were not followed nor enforced A large collection of non-integrated process documents/files Business Processes stored in tool, where finding information was difficult Process modeling tool not supportive of standards enforcement nor BPM Audit findings around Controls, Policies and Procedures tied to Process 6/29/2010 Process Get World There 2010 Faster. 7
8 Industry Best Practices What best practices have companies employed on their Process-Oriented journey to address similar challenges to Rockwell s Business Process Management, supported by: Process Governance, Standards and Methods Business Process Architecture Web-published Business Processes Better processes produce lower costs, higher revenues, motivated employees and happier customers 6/29/2010 Process Get World There 2010 Faster. 8
9 Business Process Management BPM positions Rockwell to continually understand, optimize, and extend this investment through disciplined execution of processes, process performance and continuous improvement Strategic Alignment Process Strategy Process Analysis Process Optimization Process Performance Management Process Benchmarking BPM Business Discovery Process Design Process Execution Process Monitoring 6/29/2010 Process Get World There 2010 Faster. 9
10 Process Governance and Standards Historically with former tools: Which PowerPoint version of the standards do we follow? Did not enforce standards & conventions Version control is only thru file names Now with ARIS Now with ARIS Enforces discipline and drives standardization, harmonization, consistency for our common global processes Supplies significantly higher-quality processes that are sustainable long-term Version control Get There Faster. 6/29/2010 Process World
11 Business Process Architecture What ARIS Brings to the Table: Business Process Architecture framework and centralized information about how the business is structured, what it does (processes) and what it needs to do to meet its goals Shareholders Strategy Process Governance HCM: Source to Retire Financial Management Issue to Resolution Purchase to Pay Order to Cash How Rockwell Automation Benefits: A disciplined approach to creating and maintaining our business-owned information assets that serve as a blueprint for the planning and execution of strategy Architecture Groups Process Level & Model Market to Quote Idea to Offer Management Processes Enterprise Global End-to-End Processes Global End-to-End Sub-Processes Main Process Catalog for each E2E Sub-Process Detailed Processes Customers Process Steps/Activities Global Regional Area Country Get There Faster. 6/29/2010 Process World
12 Web-published Business Processes Historically with former tools: Tool has limited access to Rockwell employees Files not structured by End-to-End Process Files do not have process interdependencies Usually cut and paste into PowerPoints for Process training Now with ARIS: Now with ARIS: Supports our desire for well-understood global processes driving success as a global company, helps identify and resolve issues via end-to-end process interdependencies, improves processes and enables optimization through collaboration Get There Faster. 6/29/2010 Process World
13 Why did we select ARIS by IDS Scheer? ARIS Platform provides: Integrated software product Helps enterprises to continuously improve their business processes Covers all phases of a BPM project All ARIS tools are based on a central repository Consistent and reusable process models Supports global rollout of business processes via access to a central repository Supports linkage and synchronization to ERP solution Supports linkage into Document Management Systems 6/29/2010 Process Get World There 2010 Faster. 13
14 Value Added Chain Diagram (VACD) 6/29/2010 Process Get World There 2010 Faster. 14
15 Business Process (EPC) baseline Business Process level Event Process Chain (EPC) in ARIS Events (trigger and/or outcome of process step) Manual process steps Job responsible Control Points ERP process steps Job - responsible Control Points Process interfaces (integration to other processes) Workflow, Interfaces, Portal 6/29/2010 Process Get World There 2010 Faster. 15
16 ERP Process Step (FAD) baseline ERP Process Step level Functional Allocation Diagram (FAD) in ARIS ERP process steps & Transaction (s); Synch d from Solution Manager Transaction help linked (BPPs) Document links 6/29/2010 Process Get World There 2010 Faster. 16
17 Global Jobs Tied to Process Activities Copied into business process from Global Jobs library in ARIS 6/29/2010 Process Get World There 2010 Faster. 17
18 Links to Rockwell s Knowledge Center 6/29/2010 Process Get World There 2010 Faster. 18
19 Access to Courses, Job Aids and Information 6/29/2010 Process World Get There Faster.
20 ARIS Training Available direct from ARIS model 6/29/2010 Process Get World There 2010 Faster. 20
21 Legend Job Aid - EPC 6/29/2010 Process Get World There 2010 Faster. 21
22 Lessons Learned Develop process standards early Conduct pilot program ARIS and process modeling training is mandatory to obtain license Create Legends for Process Designers and End Users Quick Learning Guide for end users (how to find information in Business Publisher) Governance process needs to be communicated frequently Change Management and Business Readiness 6/29/2010 Process Get World There 2010 Faster. 22
23 Next Steps ARIS Business Publisher Reporting Automate exports Global Business adoption of BPM BPM education (GPOs, BPOs, Super Users, End Users) Support for Process optimization and improvement Add non-gpt (SAP) processes Global IT adoption Add IT artifacts (interfaces, applications, legacy systems, controls) to the business processes Process Execution and Performance Management KPI measures Dashboards Sustain Organization (Establish BPM Competency Center) Develop Service Delivery Model for Enterprise BPM (Vision, approach, plan, etc.) Process & Project Governance 6/29/2010 Process Get World There 2010 Faster. 23
24 Thank you!
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