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2006 | Buch

AGILITY by ARIS Business Process Management

Yearbook Business Process Excellence 2006/2007

herausgegeben von: Professor Dr. Dr. h.c. mult. August-Wilhelm Scheer, Helmut Kruppke, Dr. Wolfram Jost, Herbert Kindermann

Verlag: Springer Berlin Heidelberg

Enthalten in: Springer Professional "Wirtschaft+Technik" , Springer Professional "Technik" , Springer Professional "Wirtschaft"

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Über dieses Buch

Business Process Management has recently become a real "hype" topic. Too often, however, the technical aspects are being focused upon. IDS Scheer AG, leading IT and Consulting company in this business field for more than 20 years, supports a holistic approach. Business Process Management is understood to be a commercially motivated cycle which includes strategy, design, implementation and controlling. This book is dedicated to this cycle in theory and in practice, from the technical as well as the business point of view. Both, the ARIS Platform as well as the methodical approach of ARIS Value Engineering (AVE), are referred to in detail. More than half of the articles are on case studies. The book offers valuable ideas to companies on how to optimize their own business processes and thus become more competitive.

Inhaltsverzeichnis

Frontmatter

Business Process Lifecycle

Frontmatter

ARIS — Software, Method and Instrument

Helmut Kruppke, Wolfram Jost, Herbert Kindermann

Business Processes Support Growth at BMW Group Financial Services

How the financial services provider empowers employees in subsidiaries to optimize business processes themselves

Summary

With its ‘Process Guide’, BMW Financial Services empowers staff in their subsidiaries to analyze and optimize business processes themselves. The first implementations in the various countries are rapidly showing success and are supporting the BMW Group on its course for growth. For their innovative approach, IDS Scheer presented BMW Financial Services as overall winner with the Business Process Excellence Award in 2005.

Nicolas Lacker

Practical Implication and Use of Process Management at T-Mobile Czech Republic, a.s.

Summary

The attention devoted to the field of Process Management at T-Mobile Czech Republic, a.s. (TMCZ) is indisputable. This becomes evident from the fact that it has been integrated into the management style at TMCZ.

The aim of this article is to provide a summary of the historical development of Process Management at TMCZ, which already started earlier than the official announcement of the objective to implement Process Management principles throughout the entire company. After a short description of the company itself, the focus is centered on the milestones of Process Management at TMCZ, the preconditions and reasons leading to the crucial decision taken by top management, and the activities leading to the goal of a process-managed company. Future visions and plans in the field of Process Management are also shortly outlined.

Přemysl Filip, Miloš Ungr, František Havel

When Giants Learn How to Dance — The Introduction of Process Management to a Health Insurance Fund

Summary

‘Health insurance fund = public authority’ — is it possible to break up such an equation which has, often justifiably so, been a fixed association in the minds of many people? Is an organizational method, such as Process Management, able to solve challenges of strategic and vital importance?

The market environment within the German public health insurance fund sector ended its deep, long sleep at the end of the nineties and has woken up to dynamism and competition. At the time, the Kaufmännische found itself in a whirlpool of above average premium rates, increasing expenditure on healthcare, and stagnating member numbers.

A project was set up which had to prove itself by breaking this vicious circle. The project’s eventual success was mainly a result of the method used for business process analysis and optimization, and it undoubtedly influenced the ensuing organizational development to what we today call ‘Process Management’ within our company.

We have not only returned to economic stability, but have significantly increased our ability to act and react.

Yes, the Kaufmännische really can dance ...

Markus Kopetzky, Günter Reich

Business Process Strategy

Frontmatter

From Business to Processes

Summary

Business Process Management is not only about processes. They merely represent an expression of the business and should only be treated in this context. This treatment, on the other hand, can only occur in close cooperation with the employees of the company, respecting their individual characteristics and abilities. The following chapter will present methods which deal with the following questions:

Which strategic information is gathered by using which methods?
How is a business process model designed?
How are the main focuses of the BPM projects determined?
How does BPM become authoritative?
How important is the human factor?

Ioannis Liappas

Business Process Excellence at Royal KPN

Summary

KPN is strongly committed to continue leading the market with quality services, top products, and excellent operational performance. Outstanding Process Management is imperative to our success. This article describes how we enable business success by employing solid solutions for the process life cycle using the ARIS Platform.

Eric Kramer, Eric Roovers

Quality Management Handbook on the Web — A Visionary Platform

Summary

Owing to a huge increase in sales in 2003, the technical consultant Ingenics AG faced the challenge of developing and implementing new structures and processes. Core elements from the Toyota production system were replicated onto the Ingenics administration. The new management and process culture creates the framework for the orientation towards value-adding activities and striving for continuous development.

The defined business processes are published in a Web-enabled Quality Management (QM) handbook using ARIS products. The platform unites the elements process view, data view (documents and SAP transactions), and organizational view.

By respecting the Best-Practices approach, the QM handbook today represents the central platform for employees, integrating business processes and IT.

Jakob Hefele

New Roof for Austrian Railways Network Provider — The Introduction of Business Process Management at ÖBB Infrastruktur Betrieb AG

Summary

“The client is king.” — a sentence which has been heard so often but the meaning of which has seldom been experienced. Many managers have recognized this ‘market loop’ within the company and have firmly embedded a customer-oriented approach as an essential element in their corporate strategy. A simple formula can describe what today’s management wants to achieve: high customer satisfaction = great business success. In practice, however, it is evident that the successful implementation of such a strategy cannot always be taken for granted. This article comprises a case study of ÖBB Infrastruktur Betrieb AG and describes, how Process Management can support consistent customer orientation and can thus exploit sustainable application potential within various areas of the company. The focus is on the implementation of a coherent Process Management method supported by the ARIS product line.

Kurt Hrdlicka, Bela Szalay, Zhong Hong

Industrialized Sales

Summary

While in both production and administration in recent years a great deal of effort has been invested in process re-engineering, the sales departments of such companies have not been included. At the same time, competition has increased in all fields, as has the demand for more intensive and better quality sales and market development. Using the media sector as an example, this report investigates the changes to be implemented in the re-engineering of processes and structures in order to create a more effective and efficient sales organization.

Dirk H. Beenken

What Business Leaders Can Learn from Jazz Musicians About Emergent Processes

Summary

Using the jazz metaphor, conventional wisdom suggests that managers (jazz band leaders) should lead knowledge workers engaged in emergent work processes (jazz band members), using plans as guides, becoming experts in the work they’re managing, hiding the emergent nature of the work from their customers, and leading charismatically in the face of uncertainty. The authors’ research and experience, with both jazz and management, indicates that this conventional wisdom does not capture the essence of what either successful managers or jazz leaders do, since it separates learning from doing the business of emergent work. Instead, successful managers of emergent work focus on conversations, not plans; they rely on and constantly build mental maps of the expertise in their ‘bands’; they engage rather than hide from the public, as knowledge about the work emerges, and they lead through making connections, not through charismatic showmanship.

Ann Majchrzak, Dave Logan, Ron McCurdy, Mathias Kirchmer

Business Process Design

Frontmatter

Business Process Design as the Basis for Compliance Management, Enterprise Architecture and Business Rules

Summary

The flexible methods of the ARIS Platform enable company-wide Business Process Management. By enhancing such methods, new subject areas are continually being developed. In this article you will read how ARIS, based on Business Process Design, can be employed for Compliance Management, the management of Enterprise Architectures, and for the application of business rules.

Karl Wagner, Joerg Klueckmann

Process-Oriented Changes in the Slovak Railways

Summary

The integration of the Slovak Republic into the EU has had a considerable impact on the behavior of business entities willing to implement substantial changes. Railway transport in Slovakia has been experiencing a harmonizing process of business structures with EU rules over the past couple of years. Since 2000, the state-owned Slovak Railways have gradually been transforming into a group of modern, dynamic companies capable of facing and coping with the increasing competition on the European transportation markets.

Since October 2003, IDS Scheer Slovakia has significantly contributed to this transformation in the light of process engineering. Together with a team of ZSSK internal staff, they carried out an analysis in order to design a new business structure and new processes for two separate passenger and freight transport companies that would be carved out of ZSSK (ZSSK — Železničná spoločnost’ Slovensko, Slovak Railways Transport Company). The project was implemented under harsh time constraints and with high commitment from all team members. The separation was brought into effect as of January 1, 2005.

Jozef Ondáš, Anton Jaborek, Rastislav Glasa, Miloš L’os, Ján Sirota

Success Formula for the Regulated Economy — Certitude Through Compliance Management

Summary

Companies must ensure their compliance with increasingly complex requirements and regulations in their daily processes and must also be in a position to lay bare this compliance. This article is a short description of the very diverse and comprehensive subject of Compliance Management. As with all business areas, efficient IT is absolutely essential for Compliance Management. However, it can also be said that in a successful compliance project the IT is only as good as the concept upon which it is based — the compliance strategy. Read, how a company-wide compliance strategy supports companies: a) in turning the seemingly cost-driving factor of compliance into an important building block of strategic corporate governance; b) in exploiting the synergies arising from the link between Business Process Management and Compliance Management; and on how to integrate this subject seamlessly into the BPM approach of IDS Scheer.

Sybille Langenbahn

IOP — Intelligent Order Processing

Summary

“Every customer is an e-customer!”. The BASF AG ‘Plastics’ business units have made a big step towards this goal by developing and successfully rolling out ‘IOP’- Intelligent Order Processing. IOP solves the ‘double order-entry’ problem, resulting in high customer acceptance — a genuine win-win situation for BASF and their customers.

Jürgen Ahlers, Hermann Eichert, Johannes Musseleck

Business Process Implementation

Frontmatter

Business Process Implementation — More than Just Implementing IT

Summary

The implementation phase is often considered to be a separate discipline for IT specialists only. In the end, however, it is this phase which represents the fundamental challenge: this is where it shows whether the realization of the concepts produced in the previous strategy and design phases is actually successful, with the result that an improvement in processes has actually taken place. Consequently, the key to success lies in a neat, methodical approach, which seamlessly translates into the actual workmanship — with and without IT. Such a methodology is presented here using a concrete example for the implementation of SAP solutions. Service-oriented Architectures are currently an area emphasized in IT implementation and are treated separately in this article. The example reinforces the fact that it is not primarily about the introduction of technology but about realizing improved processes.

Carsten Jörns

Building an Integrated Performance Management System for Process-Oriented Operation Management

Summary

The Unterweser Nuclear Power Plant (UNPP) has built up a Performance Management System (PMS) that has been implemented in form of an all-embracing control system. It is based on target values and pursues a clear strategic direction. An integrated management concept was required to implement the PMS using a coordinated tool landscape which would efficiently assure the achievement of the various corporate goals. The uniqueness lies in the continuity of the solution across all phases of the improvement cycle. The integration of all solution components, in particular, using ARIS PPM from the IT perspective and including the derivation of measures and their monitoring from the organizational perspective, ensures the efficiency of the management system. The implementation has been concluded for all operational management processes and all relevant processes of organizational management as a whole. The control system itself has a flexible layout and is controlled and modified regarding effectiveness and suitability on an annual basis. The results of the PMS are made available to all employees via various information channels (Intranet, reports; screens in the entrance area).

Karl Ramler, Jürgen Schwarzin, Andreas Kronz

Integrated Manufacturing Execution Systems — Yesterday, Today and Tomorrow: From Systems Integration to Comprehensive Optimization of Business Processes

Summary

Today, the optimum management of complex production plants requires a complex data processing network connecting the logistic, technical and economic world. Consequently, systems integration projects, in which such IT systems are installed, take up a central position. At the same time, these Manufacturing Execution Systems (MES) — here also called Operation Management Systems — represent integration projects, which primarily focus on business processes between the Process Control System level and the organizational management level and involve several different systems. Looking at the history of integrated Operation Management Systems at Bayer AG, this article will give an example of the gradual convergence of Process Management systems and Enterprise Resource Planning (ERP) — also called Organizational Management Systems here. It will become evident that a consistent data model is of crucial importance for the horizontal and vertical integration of all systems within an organization. In order to achieve maximum optimization, the business processes must be represented appropriately. As an example of a modern, recipe-based, and fully-integrated Operation Management System, we will examine order processing inside a state-of-the-art, multioperational company. Finally, we will give an outlook on the future development of Operation Management Systems.

Rudolf Lobecke, Timo Slawinski

Hawaiian Tropic Sizzles with Integrated mySAP All-in-One Solution

Summary

With a mySAP All-in-One solution from IDS Scheer Small and Midsize Enterprises (SME), Hawaiian Tropic shines in the competitive international sun care product market.

For Hawaiian Tropic, being a David to the Goliaths of sun care products takes ingenuity, hard work and the power of a mySAP All-in-One solution. As the only privately owned international sun care brand manufacturer in a hot market, Hawaiian Tropic vies for shelf space with the products of industry giants, such as Schering-Plough’s Coppertone label and Playtex’s Banana Boat brand.

Hawaiian Tropic, also known as Tanning Research Laboratories (TRL) Inc., faces this heavy competition for its Hawaiian Tropic brand, as well as its private-label sun care products sold by major retailers, pharmacies and supermarkets.

To remain competitive, the Florida, US-based company knew it had to improve inventory management, production schedules and customer satisfaction. That’s why, two years ago, the 500-employee company chose a mySAP All-in-One solution from IDS Scheer SME, a SAP Business Partner and vertical solution reseller (VSR). ARIS SmartPath for Consumer Products /Cosmetics set them on the path to success.

Jean Rogers

Aligning the Core Logistics Processes of the US Army with SAP

Summary

The US Army is using the ARIS Business Suite and the SAP Solution Manager to manage its implementation of the Single Army Logistics Enterprise — one of the largest SAP ERP system implementations to date. For the US Army, this approach enables the Army’s transformation from a supply-based and often stove-piped logistics enterprise into an integrated, streamlined, responsive distribution-based enterprise that delivers ‘the right support to the warfighter in the right place, at the right time, and in the right quantities.’

The article describes how the involved projects are utilizing ARIS and SAP Solution Manager for the management of this complex implementation. The development and use of End-to-End scenarios ensures that the implementation is executed via a process-centric methodology rather than from a component-driven approach.

Matthias Ledwon, Jonathan Roth, Thomas Gulledge

From Business Process to Application: Model-Driven Development of Management Software

Summary

Management applications serve an essential purpose: they are there to optimally support the business processes of a company. Insufficient consideration of this in a software development project would, at best, lead to second class results and, at worst, to failure. This article shows how to integrate classic business process design into a software development project as an elementary component using ARIS UML Designer. The result is a completely model-based and integrated approach for the development of management applications: from business process analysis right through to system design.

Thomas Andres

Business Process Controlling

Frontmatter

Monitoring, Analyzing and Optimizing Corporate Performance — State of the Art and Current Trends

Summary

What can methodology and system support, which is designed to assist comprehensive and continuous analysis of company performance, look like?

This article will demonstrate what requirements lead to an amalgamation of Business Process Management and traditional Business Intelligence approaches and the resultant new opportunities that arise from this. It will highlight the utilization of the ARIS Controlling Platform components that visualize the performance of a company and analyze early indicators relating to success factors. New topics such as RFID and Compliance Management are integrated into this context.

Helge Heß

Closed Control Cycle for Business Process Management on the Credit Suisse Securities Platform

Summary

Credit Suisse, a global financial services provider, is currently reengineering its securities platform. For this purpose, the individual applications are transferred into a process- and service-oriented IT architecture. It is noteworthy that the process models developed in a team-effort by Business and IT are being employed directly for process-driven order processing. The ‘Auftragsmanager’ (order manager), developed within Credit Suisse, carries out the actual controlling and monitoring tasks. Implementing the ARIS Process Performance Manager (ARIS PPM) completes the Business Process Management control cycle. Our motivation for re-engineering is our conviction that efficient Process Management relies on transparent processes throughout the entire Process Management control cycle, including design, the straightforward execution by IT systems, and analysis and optimization. Alongside the account of the conceptual and technical implementation of the control cycle, the benefits for operations will be illustrated in a case study on stock market transaction processing

Dirk Kogelschatz, Patrik Wyss, Markus Bucher, Sandra Seifert

From Process Efficiency to Organizational Performance

Summary

In a lot of organizations and lines of business, efficiency and productivity not only depend upon well-structured processes and the best possible IT-support, but increasingly rely upon optimizing the communication between participating teams and groups. This article highlights the way in which these organizational interrelations may be analyzed and visualized in order to increase organizational performance.

Tobias Blickle, Helge Heß

Titel: AGILITY by ARIS Business Process Management
herausgegeben von: Professor Dr. Dr. h.c. mult. August-Wilhelm Scheer
Helmut Kruppke
Dr. Wolfram Jost
Herbert Kindermann
Verlag: Springer Berlin Heidelberg
Electronic ISBN: 978-3-540-33528-3
Print ISBN: 978-3-540-33527-6
DOI: https://doi.org/10.1007/3-540-33528-5