HOW TO IMPROVE OPERATIONAL EFFICIENCY

Transcription

1 PRESENTATION HOW TO IMPROVE OPERATIONAL EFFICIENCY Mauro Pozzan

2 DIGITAL BUSINESS PLATFORM CAPABILITIES IT & BUSINESS TRANSFORMATION ANALYTICS & DECISIONS Business Dashboards Process Discovery Process Monitoring pattern Detection Visual Analytics Predictive Analytics Event Processing Business Strategy and Planning Collaboration Design and Analysis Risk and Compliance Management Audit Management PROCESS INTEGRATION Process Automation Application Development case Management Application Integration B2B Integration Master Data Management Mobile Enablement Task Management Rules Management Cloud Service Integration IoT Integration Mobile Integration Process Orchestration Services Governance API Gateway API Portal CLOUD + HYBRID portfolio Management Enterprise Architecture IN-MEMORY DATE In-Memory Data Management Universal Messaging Search & Compute Continuous Query ON PREMISE

3 HOW TO IMPROVE OPERATIONAL EFFICIENCY WHAT IS PAIN? Support Why we do not get control over our processes? WHAT IS THE PLAN? Operational intelligence providing transparency and complete visibility in the processes that support the model business. WHAT IS THE GAIN? Effective transformation in a dynamic environment.

4 WHAT IS PAIN? Why we do not get control over our processes? Dilemma: vs. Productivity Inventory Transparency limited in processes: structural and operational Today, reports are made on a monthly basis with aggregation of several indicators Specific reports require high effort and time. "Genealogy" = solve today's operating turbulence that occurred four weeks ago Dysfunctions and constant change processes

5 WHAT IS PAIN? The intelligence in business is as important as a fuel gauge in a car. Although you can drive without it will not work for so long! turnover Generation Recipe EBIT Satisfaction of the customer reliability delivery Cycle Time Error rate cost of Process Operational efficiency

6 WHAT IS PAIN? Support, it is the ability to sustain or support one or more conditions, displayed by something or someone. It is a characteristic or condition of a process or a system allowing their stay, at a certain level for a certain period. Important points of support: 1. Business Value Chains 2. Business Process 3. Documentation 4. Information Security (SoD) 5. Methodological procedures 6. Indicator Management 7. Risk management 8. Tools 9. Training 10. Change Management

7 WHAT IS PAIN? Subtitle Critical Attention Control Important points of support: 1. Business Value Chains 2. Business Process 3. Documentation 4. Information Security (SoD) 5. Methodological procedures 6. Indicator Management 7. Risk management 8. Tools 9. Training 10. Change Management Implementation Operation Optimization

8 WHAT IS PAIN? processes documented processes implemented processes executed Because typically there are three different types of process...

9 WHAT IS PAIN? OVERVIEW OF AN ORGANIZATION

10 performance Process Financial metrics WHAT IS PAIN? GAP BETWEEN INDICATORS AND OPERATIONAL PERFORMANCE Financial KPI Raw Half finished Products input outflow input outflow Stock outflow Gap? Cycle Team Source Processes Cycle Cycle Quality waste demand Team Team make Deliver Processes Processes Gap between Strategic and Operational Performance Indicators

11 performance Process Financial metrics WHAT IS PAIN? PARADIGM SHIFT TO "PROCESS INTELLIGENCE" Financial KPI Raw Half finished Products input outflow input outflow Stock outflow Cycle Team Cycle Quality waste Team Cycle Team demand Source Processes make Processes Deliver Processes Gap between Strategic and Operational Performance Indicators

12 WHAT IS PAIN? OTC INTEGRATED CHAIN sales contracts sales Revenues Logistics Logistics Quotation Management Contract Management Sales Management Invvoice Management Delivery Management Shipping Management

13 WHAT IS PAIN? PERFORMANCE INDICATORS (KPI & PPI) KEY PERFORMANCE INDICATORS KPIs represent the business goals that a company wants to achieve strategically Indicators are used by business owners to align strategy with business goals PROCESS PERFORMANCE INDICATORS PPIs represent the process of the goals that the company wants to achieve at the operational level Indicators are used by process owners in management processes in order to control the continuous improvement Examples: Revenues Staff turnover New Employee Number Product license revenue Examples: Cost: cost applied by the applicant Time: average time to fill a position Quality: hiring Loss Factor

14 KPIs interface for management levels no Financ financ no Financ PPI interface for the management levels WHAT IS PAIN? PERFORMANCE INDICATORS (KPI & PPI) KPI Cost PPI Quality Time

15 KPIs interface for management levels no Financ financ no Financ PPI interface for the management levels WHAT IS PAIN? PERFORMANCE INDICATORS (KPI & PPI) KPI Cost PPI Quality Time

16 WHAT IS THE PLAN? OPERATIONAL INTELLIGENCE "Process Analytics" Act in the disability process using performance indicators Organizational analysis Optimize team and collaboration structures with organizational analysis "Discovery Process" Ensure transparency through automatic discovery processes and identification of best practices Provide transparency and complete visibility into the processes that support the business model. dashboards Increase knowledge through "live" information on dashboards

17 WHAT IS THE PLAN? PROCESS DISCOVERY PPM generates quote creates order creates document delivery And generates Invoice counts Check receipt Salesman Adm. De Sales Logistics Revenues Bills to receive Solicitation price Order Shipping Revenues receipt Time Extractor Extractor Extractor CRM ERP FI/CO

18 informing the claimant giving order to demand a repeated serving to the post order given no incorrect/incompl ete document decided for the registrar registrar claimant informed and asked informing the parties (module1) parties informed executing the procedure procedure has finished arranging the archiving of the file arranged archiving the file file archived checking if file is archived three years not O.K. deciding who informs the claimant asking claimant to adjust the application within 4 weeks writing office adding the order to the file order added registrar registrar courts office yes destructing all costituent parts of the file except for the enforcement order destructed signalizing on the file if executed doc has been issued signalized destroying the whole file after 30years file destroyed after 30 years Module 1 decided not for the registrar registrar gives writing office order to compose a letter letter composed transmitting the letter and order to the courts office transmitted to the courts office courts office sending letter to claimant letter sent to claimant serving has not been possible informing claimant&ask him to adjust the direction of the defendand within 3weeks using Module 1! claimant informed no request of claimant transmitting the letter to the post office letter transmitted checking calculations of interest transfering the procedure to the competent court transfered informing the parties about the transfer (Module1) parties informed issueing payment order payment order isssued check if procedure should be transferred to other court upon request of claimant registrar defendand agrees to transfer to another court served by the post O.K. calculations checked but not verified giving order to the courts office to serve payment order order given comissioning to serve the payment order checking if serving was successful successful transmitting the serving document to the court serving document transmitted examining the serving document request of claimant serving document examined informing defendand about the request (Module 1) defendand informed asking if defendand agrees (Module2) applying for the divesture to the judge applied checking calculation of costs informing the defendand about his options defendand informed served by the police defendand agrees not registrar registrar adding objection to the file objection added yes claimant giving an order to inform the central costs office to send him the file order given sending file to claimant sent to claimant executing the file file was executed sending back the file to courts office file received in courts office order not given sending objection to the post office objection received by the post office sending objection to the courts office objection sent courts office informing claimant about objection and his options to react (Module1) claimant informed checking if claimant wants to engage the ordinary legal procedure paying the costs for an ordinary procedure costs payed registrar cost office claimant Module 2 transmitting objection to registrar defendand transmitted to registrar registrar post office no issueing the enforcement order upon application of the claimant (Module2) declaration about all payments not O.K. enforcement issued checking if application is conform to the time limit registrar O.K. arranging the serving procedure serving procedure arranged registrar issueing a executed copy executed copy issued WHAT IS THE PLAN? PROCESS END - TO - END = WALKTHROUGH! Order Sale PR 1111 Shipping / Billing POWDER 4444 Receiving (Case) POWDER 4444

19 JDBC extractor SAP extractor CSV extractor Analysis GUI (Web Application) API (Web Service) Portal / Mashzone CRM ERP BUSINESS SYSTEMS

20 WHAT IS THE GAIN? TRANSPARENCY Allows the transparency of business processes, giving managers instant fotos process performance. Identifies best practices and potential process optimization of business PERFORMANCE OPTIMIZATION Monitor and analyze the performance of the operational business processes; Analyze changes in business processes from the point of view of organization and products INCREASING THE EFFECTIVENESS Automatic discovery of processes endto-end of any system (ERP, CRM or legacy systems) Less effort to maintain documentation "as-is" business processes RISK REDUCTION Service level agreements (SLA) quickly measured to ensure the quality aspects of which do occur Reliable data = = transparent decisions optimized planning

21 WHAT IS THE GAIN? T Process cycle time sales contracts sales Revenues Logistics Logistics Quotation Management Contract Management Sales Management Invvoice Management Delivery Management Shipping Management THE Offer B Contract Order Sale W D Invoice Shipping AND Delivery F

22 HOW DO WE DO IT? OTC ENVIRONMENT

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