BUSINESS PROCESS MANAGEMENT CASES Digital Innovation and Business
BUSINESS PROCESS MANAGEMENT CASES Digital Innovation and Business Transformation in Practice EDITORS: Jan vom Brocke Jan Mendling
BUSINESS PROCESS MANAGEMENT IN THE MANUFACTURIN G INDUSTRY Jörg Becker, Nico Clever, Justus Holler, Maria Neumann
INTRODUCTION
Introduction • Medium-sized family-owned manufacturing company in the area of Computer Numeric Control (CNC) underwent change of management • Dynamic market environment and increasing competition required improvement of production processes as well as compliance with modern quality standards • Support in structuring and organizing modernization activities needed • Identification and documentation of existing business processes to initially manage the complexity of these activities
SITUATION FACED
Situation faced • Number of problems uncovered during transfer of management from one generation to the other – – Prevalence of tacit knowledge Inefficient decision-making Outdated IT system support Need for certification of production processes according to quality-assurance standards (ISO 9001) • Thorough documentation of as-is business processes to guide improvement activities needed
ACTIONS TAKEN
Action taken • Modeling of company’s process landscape during initial workshop to ensure valid communication medium character of the models • Semi-structured interviews with employees in all departments of the company – Incorporation of process weaknesses and potential improvements during the interviews • Depiction of as-is and to-be process models with the help of the icebricks modeling method and the corresponding tool
RESULTS ACHIEVED
Results achieved • Explication of the company’s knowledge and good-practice processes during modeling phase • Process landscape as basis for wellinformed decisions regarding implementation options of a new ERP system (SAP Business One) • ISO 9001 recertification of production processes
LESSONS LEARNED
Lessons learned • Simple deployment of process models in the company’s intranet not necessarily leading to desired comprehension and use – Employees need to be trained to use process models as means of communication and that these are subject to change • Definition of process owners necessary to take responsibility for adjustments to the process environment beyond such a project’s lifecycle • Appropriateness of the icebricks modeling method and tool for the manufacturing domain although originally designed for the retail industry
- Slides: 12