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We understand the needs of companies and they must find new ways to manage their
business. They face increasing competition, and the need to cut costs while at the same
time improves quality and customer satisfaction and loyalty. Business processes are the
foundation for companies to improve efficiencies, implement automated or streamlined
processes and become more competitive.
At the basis of our approach to BPR is the capture and validation of Current State ("As
Is") through an iterative process involving exisiting documentation, employee interviews
and performing analysis on these "As Is" processes to determine areas for
improvement. This process results in the development of Future State ("To Be") process
flows and supporting gap analysis and documentation.
Services
A. Management Consultancy: Business Turnaround
• Business turnaround through
o Knowledge conversion
o Management System
o Critical Business Analysis
o Corporate Governance & Human Appreciation
Direct Indirect
Enhanced Moral & Management Values. Organization Image overhauls and Market
positioning.
Improved Governance of Business Processes.Scaling Financially and across Geography.
Scintillating work culture and quality Human Opens up the opportunities for Organic as well
Resource. as Inorganic Growth.
Matured Expressions of Stakeholders. Opens up Joint Venture and Investment
opportunities.
Increased Efficiency and profitability. Many more…
Many more…
B. Knowledge Management
We believe 'Improvement requires Change'
Your existing system is designed to deliver the results you’re currently getting;
If you want different results, you must change the SYSTEMS!
Process:
• Identify Concerns & Constraints
• Identify: What to change? To what to Change? How to cause the change? Overcoming the resistance to change.
• Products: Customized L&D Interventions, Capability Development Initiatives & Programs aligned to business objectives
D. Project Management
Project Management Process:
• The application of Knowledge, Skills, Tools & Techniques to Project activities in order to meet Project Requirements
You can find thousands of books about business process engineering. But at
the end it’s all about getting back to the roots of a company, concentrating at
the core competences and most critical factors of success. Customers and
customers create revenue, not products, not the management, as one of the
To satisfy customers, you have to improve your business everyday and try to
get better. To stay number one, learn to think how number two thinks. There
are several methods to improve quality, e.g.TQM and others. But quality
influences costs and customers not always want the high quality and high tech
product for every day use. Price of the product and image of the company may
Companies run very fast into the magic triangle of “Get better, “Get leaner”
and “Get faster” with respect to competitors as you can see in the picture
below. Because of all these aspects it’s worth for a company to examine their
processes steadily and learn from the best of breed. Business Process
BPR is to improve one special process, maybe sales order processing. But as
you know sales order processing has effects on many other processes. If you
decide to improve this one, you run into Business Reengineering (BR). At the
heart of BR are the whole company and its processes. Managers have to
think, why do we do this or why do we do that, what we do? The core idea of
has steadily evolved over the years. The requirements for these tools are very
2. Process-Flowchart
4. Project management
6. Documentation of improvements
7. Acitivity-based costing
Let me go through all of this requirements and how SAP Netweaver platform
1.) BPA
It’s similar to 1.) You can also use Guided Procedures or Visual Composer for
graphical display.
3.) BP Simulation
For this you can use Business Intelligence and Integrated Planning functions
requirements 1.) and 2.). You may need special developments for setting up
That’s classical done with either CO-PS or cProjects in your ECC. Bring the
data to BI. Create Queries, display and drill-down the data and finally publish it
in a portal environment.
6.) Documentation
You can use ECC standard CO functionality. Results can be loaded into your
Lead times are saved in ECC. Upload data into your BI for further
All described functionality does not come out of the box. You have to do
software tools. You can adapt the SAP Netweaver “fridge” to your company’s
needs and requirements. If you have good tools, there is no need to replace it.
Use SAP Netweaver for these parts of the project where you get the big
benefits.
INVESTORS IN PEOPLE
Using proven ‘Gap Analysis’ methodology we will identify areas of your business where action is required to comply with the Investors In People (IIP) model. We can work with
our clients to achieve accreditation to the IIP framework. Click Here to view the Flow Chart >
HOTEL ASSESSMENTS
This service provided is a complete lifecycle analysis from the booking process to departure plus everything in between. The aim is to improve hotel standards, to increase and
maintain guest retention and complete satisfaction.
Our report to you will identify recommendations and action plans. We will work with you to ensure your requirements are implemented and audited. Size of premises does not
effect the quality of our operation and report. Working together with our clients with no surprises or gimmicks we agree up front when we plan to arrive and exactly what output
you require from our visit. Click Here to view the Flow Chart >
RISK ASSESSMENT
Aragon Consulting Services Limited has a comprehensive list of risk assessment models addressing the key areas of your business. Call us today for a no-obligation review of
your business to see what we can offer you. Moving into new premises? you may like to take advantage of this service we offer by starting the process with a fire risk assessment
of the building. Click Here to view the Flow Chart >
• How do you manage the increasing variety in customer demand and reduce product cost at the same time?
• How do you integrate the newly emerging markets, such as China or India, into the overall operations network?
• How can you contribute to product and process innovation?
• How do you master increasing complexity along the entire value chain?
• How can you develop an intelligent approach to building and managing extended supplier networks and outsourcing?
• How do you sustain lasting efficiency?
With many years' experience across a wide range of industries, we are experts in the latest thinking and best practices in
Operations Management. Our insight covers operations strategy, manufacturing operations, innovation and excellence in the
value chain.
Our suite of services measures whether your operations are in line with your overall business strategy and its associated
financial objectives. We can help you define the critical areas in your operational value chain and determine how to achieve
leadership in them. We can also define the optimal network of facilities required by your business to meet volume and service
demand while minimizing the total cost of products or services delivered.
• Operations Strategy
• Interim Management (supply of an operations manager)
• Process Design
• Design of Products and Services
• Layout and Flow
• Process Technology
• Job Design and Work Organisation
• Capacity Planning and Control
• Inventory Planning and Control
• Lean Operations and Just-in-Time
• Failure Prevention and Recovery
• Achieve dramatic and sustainable improvements in safety, quality, waste reduction, cost efficiency, and operating
flexibility.
• Greatly enhance their capacity for organic growth.
• Enable process speed, faster time-to-market and innovation effectiveness.
• Develop end-to-end process performance based customer metrics and insights.
Taking a process-based view, we help our clients identify and resolve challenges, including:
Idea in Brief
At the macro level, the operations deliver the business strategy and business benefits. At the micro level, Operations are made
up of Processes, or unit operations. Process Management deals with the management of the processes which make up the
operation.
• Operations management strategy
• Production management
• Operations (and process) design
• Design of products and services
• Layout and flow
• Application of technology
• Innovation management
• Capacity management and planning
• Lean and agile operations
• Just in time
• Six Sigma
• Failure/defect prevention
• Operations improvement
Idea in Detail
Operations deliver, or operationalise the business strategy. Their function is to implement strategy, support strategy and drive
strategy. All Operations processes are similar in that they transform input resources into output products and services which
deliver value to satisfy the various stakeholders.
Effective operations reduce the cost of producing products/delivering services, increase customer satisfaction, reduce capital
investment required and provide a footing for future innovation.
• Are your processes and operations delivering the value that you expect?
• Do you have the capabilities within your ranks to fulfil the expectations of your stakeholders?
Operations processes also differ in their characteristic output in terms of volume, variety, variationand visibility(the four
V's). So, managing the individual processes within the Operation and aligning them to the business strategy means that there
are crucial performance objectives which must be met, namely: quality, speed, dependability,flexibility and cost.
Effective operations reduce the cost of producing products/delivering services, increase customer satisfaction, reduce capital
investment required and provide a footing for future innovation.
The broad responsibilities of the Operations or Process Manager fall into six distinct categories, namely:globalisation,
environmental protection, social responsibility, technology awareness and knowledge management.
We can analyse and align your production or manufacturing processes to your chosen strategy. We can analyse and align your
production or manufacturing processes to your chosen strategy.
We can analyse and align your business processes to your chosen strategy using the well-proven Process Trianglemodel.
By understanding stakeholder needs, desires and expectations we can advise as to where best to focus effort in process
competence.
(2)
(3)
Map no 01
UpperCASE Tool
LowerCASE Tool
o Configuration Management Tool
o Content Management System
o Database Management System
o Documentation Tool
o Management Tool
o Metrics Tool
o Multimedia Tool
o Performance Tool
o Process Engineering Tool
o Quality Tool
o Requirements Tool
o Security Tool
o Storage Management Tool
o System Administration Tool
o Test Tool
Responsibilities
The typical responsibilities of a Tool are to:
• Automate work that cannot be performed manually.
• Automate work that is normally performed manually by a person to:
o Improve the quality of the resulting work.
o Improve productivity.
Guidelines
• The tools should support the process, not the other way around. First select the project-specific
process, then pick the best tools to support the process.
• Look for tools that interface to produce an Integrated Development Environment (IDE).
• Do due diligance to determine the actual capabilities and limitations of the tools instead of relying
totally on the tool vendor's marketing.
Challenges
This website contains information that will enable its users to successfully meet the following challenges:
• Business Engineering:
o Businesses are rarely engineered.
o Business processes are obsolete or inappropriate.
o Businesses are often poorly or inappropriately organized.
o Businesses have difficulties introducing new information technology that could enable
new applications that can improve the way the businesses do business.
o Businesses are information-intensive and require numerous applications to support their
business processes.
o Businesses have difficulties selecting and prioritizing new applications.
• Development Organization:
o Development organizations are not implementing the best industry practices and are
sometimes even implementing known worst practices.
o Development organizations are improperly implementing best industry practices.
o Development processes are not properly specified and communicated to those who will
use them.
• System Development, Usage, and Retirement:
o Systems typically contain large amounts of software, which is intrinsically intangible,
abstract, and complex.
o Software-intensive systems are often highly complex due to both intrinsic and accidental
complexity.
o Software-intensive systems are expensive to develop and maintain.
o Software-intensive systems requirements often do not meet customer goals.
o Software-intensive systems are typically delivered:
Behind schedule.
With large cost overruns.
With less capabilities than promised or expected.
With inadequate or obsolete documentation.
That are neither reliable nor robust.
o Some 25% - 33% of software applications are never delivered at all.
o Software-intensive systems are often difficult to:
Develop.
Extend to meet new requirements.
Integrate with legacy applications and databases.
Port to new environments (e.g., the Web, n-tier client/server).
Use.
o Maintenance is often complex and error-prone.
To successfully meet the challenges facing its users, this website provides managers, technologists,
strategists, user experience personnel, process engineers, methodologists, consultants, trainers, and academics
with the best current industry practices for constructing processes to perform:
• Business (Re)Engineering including business requirements engineering, business architecting,
digital branding, management, etc.
• Application Development(*) including application requirements engineering, architecting,
design, implementation, integration, testing, etc.
• Applications Usage including operations, maintenance, content management, and eventual
retirement.
• Reusable Component Development including requirements engineering, architecting, etc. of
either individual components or frameworks of related components.
• Improve Processes.
Improve the reengineering, development, operations, usage, and retirement process:
o Improve processes and work product quality.
o Enable continuous process improvement by providing a well-defined and documented process
baseline.
o Manage endeavor complexity.
o Achieve process repeatability and manageability.
o Improve productivity and therefore decrease time to market.
o Improve predictability concerning quality, cost, and effort.
o Deliver work products consistently.
o Improve communication among stakeholders and developers.
Every business has a strategy to achieve its goals. Successful businesses learn to use the power of Information Technology to leapfrog into an advantageous position. Investing in IT is expensive, bu
Process Improvement, together. Then businesses get a startling advantage which will help them offset the costs and transcend to higher competitive levels.
When IT Strategy is designed with the help of business process consulting, it leads to drastic business process improvement and hence profitability. Many a times, a general improvement in productiv
Merely having an IT Services division , implementing ERP, investing in infrastructure management tools or buying business intelligence and data warehousing tools, do not help a business stay ahea
is put together in accordance with the business strategy of the company. The strategy should comprehensively demonstrate that real business value is derived from it.
At Sigma, through our strategic consulting wing we help businesses put together an IT Strategy. Our IT strategy teams have domain knowledge experts who understand a client’s business and its req
technology and understanding of IT systems is deep. We can help you synergize IT expense with business value and productivity. With our strategic consulting, we aim to give our clients robust solu
consultants come up with IT strategies which help in delivering business goals.
Approach
At Sigma’s strategic consulting group, the analysts have a deep understanding of diverse businesses. Our analysts have the competence to study business and quickly identify the business drivers.
As a first step in our approach to help formulate the IT strategy, our analysts at strategic consulting, understand our client’s business and identify the business drivers using the two way approach of a
the members of the business units and analyzing future business drivers jointly arrived at by Sigma’s analysts and the client’s business representatives.
AS-IS State
o Based on these business drivers our analysts at business process consulting examine the current state of the business or the ‘AS-IS’ state. We analyze it from three angle
Opportunities. This level of business process consulting, also throws up obvious weaknesses in the business process flow that need to be rectified.
TO-BE State
o In strategic consulting, we like our clients to be protected for future in both IT infrastructure management and business processes. The IT strategy we provide must take ou
strongly believe our clients ought not to be at the same juncture with the same set of decisions to be made because of poor strategy. With this working in the background, we help our clients art
client has; the strengths they can use in their business within stated time-frames and industry best practices. Towards this goal, our analysts at business process consulting help draw up IT and
opportunities against key business drivers.
Gap Analysis
o Our strategic consulting experts undertake a gap analysis between the ‘AS-IS’ and ‘TO-BE’ states and the gaps are slotted under IT or Process Support or Business Oppo
process consulting group, takes this opportunity to identify gaps in the organizational processes as it can paralyse the IT strategy execution ability. By fixing these, business process improveme
At Sigma, the strategic consulting group partners with clients in putting together an IT strategy, which is aligned with the business goals of the enterprise. Business process improvement is the c
o We suggest to our clients to have a program management framework that approves, monitors and manages all ongoing projects. Our business process consulting team he
enable and support the business goals. Our functional experts and IT specialists from strategic consulting help client businesses ensure that their IT strategy is well aligned with their business g
IT Strategy - Alignment
Main Sub-Offerings
• Our team at Sigma’s strategic consulting helps clients in Business Process Re-engineering. We run the current processes through a set of diagnostic tools to identify process improveme
analysts who suggest a set of incremental process changes which can bring about business process improvement.
• Our domain experts’ help our clients redesign processes to work more efficiently and design and institutionalize metrics for measuring business process improvement. This effort which
for our clients can improve efficiencies of the organization at the process level, which in turn will collectively help reach our client’s business goals.
o Over the years, with Sigma’s experience in IT Services our knowledge of IT systems is deep and comprehensive. Within our strategic consulting wing we have domain kno
services and strategic consulting, have contributed to streamlining the systems of various our clients. They have been made productive, effective and lean.
Sigma`s consulting for a Balance Score Card approach enables an organization to systematically articulate its all round goals, be it Financial, Customer, Operational or Learning and Growth ob
sustained growth rather than focusing on short term tactical goals. It then provides a framework for communicating strategy in operating terms organization wide by defining Key Performance In
developing strategies to achieve the KPIs – Business, Process and Personnel.
o Sigma’s strategic consulting wing has worked on the Balance Score Card methodology bringing into it the expertise that they have built in various domains. Our business p
the amalgamation of technology and business goals that businesses can flourish.
Business Process Modeling Tools are used to create business process models, process flow models, and data flow models.
Popular Business Process Modeling Tools
Tool Name Company Name
Visio Microsoft
Casewise
Corporate Modeler
Systems
Domain
Procarta
Knowledge
Platinum
Aion
Technology
Holosofx IBM
Proforma
Provision
Corporation
In order to explain a Business process modeling in a simple manner, let us assume an activity of getting a seat in a college.
• To obtain a seat in a college, first the applicant need to submit an application along with GRE and TOEFL scores, school mark sheets,
birth certificate, payments etc. In Business process modeling, these are represented as input s with arrows pointing inwards.
• In order to process the application, college should have computing systems; employees, accounting systems etc., and mechanism
arrows represent these.
• The application should only be approved upon satisfying several factors like; legal requirements, government rules, valid mark sheets
etc. and control arrows represent these.
• When all processes are completed, the applicant will be notified of the selection, scholarships, books etc and output arrows represent
these.
• Thus the diagram mentioned provides a clear picture of the activities to join in a college and the information related with that activity.
Ref: www.learndatamodeling.com
Steve Towers
A theme of recent global conferences has been the mix of different approaches to
improving business performance. This quest for business performance improvement as
measured by reducing costs, improving revenues and enhanced service (also known as
‘the triple crown’) is a worldwide phenomena brought on by increasing competition,
greater customer promiscuity, chaotic business cycles and more generally
‘globalization’.
The pressure continues to increase and companies are seeking to extract every last
opportunity out of their various initiatives and approaches. So what works best then?
The last three decades have seen a gradual refinement of management thinking and practice
to now present a strategic choice for organizations. The route people take should be
determined by the place companies find themselves in, the place they would like to get to and
the speed with which they need to move. Unfortunately all too often companies are choosing
inappropriate methods and tools, investing large amounts of money in dubious technologies
and training their people in techniques already proven suspect in the last century. Why is this
so?
Confucius said “Knowing the right thing and not doing it is the ultimate cowardice”. None
more so in the current business climate where political and shareholder pressure has resulted
in extreme short–termism. It is estimated that the average tenure of the CEO in the 21st
century is less than three years and accordingly results need demonstrating in quick-time.
Senior executives faced with this kind of pressure will often revert to what they think they
know best. It is a popular military axiom that the generals in the face of battle will fight the
last war again, despite improvements in machinery and capability. History is littered with
examples of such failures and it seems in business some CEO’s are just as culpable. Witness
the recent statements from one CEO of a top three American airline commenting that their
industry (airlines) was really not profitable anymore and at best they are striving for a social
service for the best part? Contrast that with South West airlines and 57 quarters of successive
profit.
Similar comments from the financial service, retailing, pharmaceutical and petroleum
industries appear in the press ever-day. And yet those companies like South West continue to
buck the trend and achieve double digit growth consistently. Delivering the Triple Crown is a
way of life for these companies and interestingly the formula for this success is not difficult
to understand.
So back to the myriad of different approaches and how they compare. There is in fact a
means of understanding which one to choose and what size of benefit may result from the
effective implementation of the correct choice. In terms of timeline the evolution from
acknowledging processes to fully exploiting those covers the best part of thirty years. During
this time practical experience of the different forms of business improvement has resulted in a
range of approaches that can help us determine how best to make our companies more
successful. In the ultimate form the emergence of Customer Expectation Management in the
last two years produces a formula that embraces and suits current business challenges. A
range of industry leading companies have emerged who consistently achieve Triple Crown
plus performance some of their approaches are discussed in our book on this theme.
To better understand the ontology of Business Process Excellence we have produced the
following chart. Explanations of each approach are provided in part by Wikipedia.
Figure 1: Approaches for Improving Business Performance
(Research of 800+ organizations, BP Group (www.bpgroup.org) 2006-7)
The goal of BPI is a radical change in the performance of an organization, rather than a series
of incremental changes (compare TQM). Michael Hammer and James Champy popularized
this radical model in their book ‘’Reengineering the Corporation: A Manifesto for Business
Revolution’’ (1993). Hammer and Champy stated that the process was not meant to impose
trivial changes, such as 10 percent improvements or 20 percent cost reductions, but was
meant to be revolutionary (see breakthrough solution).
Unfortunately, many businesses in the 1990s used the phrase "reengineering" as a euphemism
for layoffs. Other organizations did not make radical changes in their business processes, did
not make significant gains, and wrote the process off as a failure. Yet others have found that
BPI is a valuable tool in a process of gradual change to a business.
Six Sigma
is a set of practices originally developed by Motorola to systematically improve processes by
eliminating defects. A defect is defined as nonconformity of a product or service to its
specifications.
While the particulars of the methodology were originally formulated by Bill Smith at
Motorola in 1986,
Six Sigma was heavily inspired by six preceding decades of quality improvement
methodologies such as quality control, TQM, and Zero Defects. Like its predecessors, Six
Sigma asserts the following:
Continuous efforts to reduce variation in process outputs is key to business success
Manufacturing and business processes can be measured, analyzed, improved and controlled
Succeeding at achieving sustained quality improvement requires commitment from the entire
organization, particularly from top-level management
The term "Six Sigma" refers to the ability of highly capable processes to produce output
within specification. In particular, processes that operate with six sigma quality produce at
defect levels below 3.4 defects per (one) million opportunities (DPMO).
Six Sigma's implicit goal is to improve all processes to that level of quality or better.
The term operational business processes refers to repetitive business processes performed by
organizations in the context of their day-to-day operations, as opposed to strategic decision-
making processes which are performed by the top-level management of an organization.
BPM differs from business process reengineering, a management approach popular in the
1990s, in that it does not aim at one-off revolutionary changes to business processes, but at
their continuous evolution. In addition, BPM usually combines management methods with
information technology.
Within CEM everything the organization seeks to achieve should be aligned with achieving
Successful Customer Outcomes – anything that doesn’t can be regarded as potentially ‘dumb
stuff’ and eliminated.
Various CEM approaches, such as the CEMMethod(tm), place the customer firmly at the
centre of everything an organisation does. This evolving field includes world best 21st
century performing companies such as Best Buy, Apple, Gilead Systems, South West
Airlines, Zara and Virgin.
The original pioneers of earlier approaches e.g. Toyota & Lean, General Electric & Six
Sigma, have not stood still. In fact they are now the very companies pushing further and
widening the gaps between themselves and rivals through what we have come to know as
CEM. Other notable exponents of CEM type approaches include FedEx, Virgin Group, Ryan
Air (Europe’s largest airline), Citibank, Zara and Best Buy.
Common themes to note are these companies ‘outside-in’ perspective, their alignment to
achieving and exceeding customer expectations, the constant stretch to delivering Successful
Customer Outcomes and a relentless focus on business success through reduced costs,
improved revenues and enhanced service.
CEM is a natural evolutionary approach and yet remarkable in its ability to produce
immediate and significant impact on corporate performance. It is readily embraced and
incorporates facets of its predecessors. It is easy to understand at all levels (alignment to
achieving Successful Customer Outcomes) and does not require significant technology
investment.
http://www.criinj.com/businessprocessregineering.html