Cramer Spring2014

LEARN. NETWORK. DISCOVER. | #QADexplore LEARN. NETWORK. DISCOVER.
| #QADexplore
QAD BPM: Let Process Be Your
Guide - MWUG
Rob Cramer BPM, Practice Manager
LEARN. NETWORK. DISCOVER. | #QADexplore
The following is intended to outline QADs general
product direction. It is intended for information
purposes only, and may not be incorporated into
any contract. It is not a commitment to deliver
any material, code, functional capabilities, and
should not be relied upon in making purchasing
decisions. The development, release, and timing
of any features or functional capabilities
described for QADs products remains at the sole
discretion of QAD.
Safe Harbor Statement
QAD BPM: Let Process Be Your Guide - MWUG

Agenda

What is BPM QAD BPM?
Demonstration
Standard Processes
What is Being Process Driven?
Questions?

LEARN. NETWORK. DISCOVER. | #QADexplore LEARN. NETWORK. DISCOVER. | #QADexplore
What is BPM QAD BPM?
4
Processing power is creating a digital explosion in our
tools ability to do more with less at a faster rate, and
bandwidth is increasing exponentially, and storage is
moving to the cloud, over the next five short years we
will be transforming how we sell, market, communicate,
collaborate, innovate, train, and educate.


Daniel Burrus
Flash Foresight
Repetitive tasks?

Rule-based skills?

Intelligent systems are going to be able to do those
procedures for you.

Makes You the Best? (KPIs, Metrics)


Cost Leadership Differentiation
Innovation
Operational
Effectiveness
7
What Holds You Back? Constrains You?
Compliance
Regulatory
Customer
Bottlenecks
Quality
Decision Making
Lead Time

Strategic Directions
Current IT Environment
Metrics and KPIs
Business Processes
Industry and Market
Requirements
Discover
Its All About Processes
Direct/Core
Indirect/
Support
Enterprise
Applications
QAD BPM
Enterprise
Applications

Type of Process Solution
Key Processes

Problems with Processes
Quality of processes
Low value-added activities
Tracking events and measuring performance
real time
Compliance
Paper, memory based

Documenting handoffs,
timing, and responsibilities
often leads to productivity
improvements of more than
12 percent.
QAD BPM
What is Business Process Management
(BPM)?
Systemic approach for capturing,
designing, executing, documenting,
measuring, monitoring, and controlling both
automated and non-automated processes
to meet the objectives and business
strategies of a company.
Benefit Example
Eliminate Manual Data Entry Reduction in time 80%
Reduce Process Cycle Time Reduction in time to process
change orders 75%
Reduce Manual
Analysis/Routing
Elimination of 80% of manual
activities
Benefits: Efficiency
QAD BPM: Let Process Be Your Guide

Benefit Example
Handle Exceptions Faster &
Better
Distressed shipments saving 70%
Make Better Decisions Better review process results in
$3M saved in billing dispute
write-offs
Consistent Execution Customer satisfaction
improvement to 92%
Benefit: Effectiveness

Benefit Example
Faster Regulatory Compliance Change customs related
processes within 90 days to
comply with new federal
regulations
Support New Business Models Change shipping partners
within 10 minutes in core
process
Benefit: Agility

Free if current on maintenance
On Demand, On Premise
Technical dependencies
QXtend 1.8.3 +
QAD 2011EE + or QAD 2007.1 SE +
.Net 2.9.4+
OpenEdge 10.2B 07 09+
Java 6
Foundational Requirements
Demonstration
18
Standard Processes
19

Standard Process: Inspection
Standard Process: Receiving Process
Per Process Cost Considerations
Implementation
(Per Process)
Model Process
(1-5 Days)
Implement Process
(1-5 Days)
Go Live Support
(0-3 Days)
Configuration Migration
(1-2 Days)
Project Management
(1-3 Days)
What is Being Process Driven?
Process Management Focus
24
Business
Process
Management
Objectives
& Strategy
Model
Analyze &
Optimize
Implement
Solution
Analysis
Solution
Modeling
Assessment
Process Managed Organizations
Strategic plans drive processes
Relationship between processes and key
business results
Strategic assets to be understood,
managed, and improved to deliver value-
added products and services to clients
Reach towards an even higher level of
performance.

Know business processes and capture them
in process maps, procedure manuals, or
agreed ways of doing things
Managers track the performance of
processes
Top management systematically invests in its
processes
Its a regular way of doing things
Do You have a Process Focus?
Assessment: Targets for Improvement
Large & complex
Dynamic
Business & technical in nature
Human intelligence & judgment required
Coordination essential
Compliance requirement

Sample Selection Criterion
Clear and direct linkage to management
objectives
Consider value of process to business and its
health
Customers rarely interact with just one
function
Focus on eliminating a key system constraint

Question Yes No
Is your team failing to meet quality, cost, or time requirements?
Are there significant external developments that may require considerable
adjustment to current processes?
Re there important changes within your organization that may suggest a
need for process improvement
Have you seen evidence of fragmentation and lack of cooperation or
coherence in how work is being carried out?
Are customers complaining about the quality of service they are getting
from your team?
Does your teams performance compare unfavorably with that of other
teams in the organization that do similar work?
Do tasks often get done incorrectly the first time?
Are some tasks taking too long to complete?
Do certain procedures seem overly complicated?
Is Process Improvement Necessary?

Process Cost
Saving
Potential
Source of
customer
complaints
Opportunity
for
Improvement
Easy to
Change
Source of
staff
frustration
Total Score
Setting up
new
accounts
5 5 2 2 4 18
Evaluating
applicant
credit
history
4 2 4 3 4 17
Process Selection Matrix

Map the existing process
Examine the process map to identify problems
Interview stakeholders to gain insights on the
process
Benchmark how other organizations handle the
process

Solution Modeling: Analyze Process

Assist in understanding existing processes
and designing solutions
Communicate real world state and what
team wants to change to
Not an organizational chart
Less abstract
Pictures Are Vital

Meet performance targets?
Potential issues?
Improvement opportunities?
Anything missed? Is it important?
Test Your Ideas
Implications?
Solution Analysis: Document & Refine the
New Design

Hurdles
Resistance from employees
Resistance from managers
No champions to push the effort

Implement

Is the new processs outcome free of errors
or defects?
Does the process produce its intended
outcome in a timely manner?
Are customers satisfied with the processs
outcome?
Does the process produce its intended
outcome in a cost-effective manner?
Analyze & Optimize

Explore 2014
36
May 5 8, 2014
New Orleans La.
650 + attendees

"The benefit of attending Explore for me is to be able
to see not only where the organization is today but
where it's going in the future."

Toni Clubb, CFO, VitaTech

Why Come to Explore?

38
Learn
40+ sessions (Including BPM)
Hands-on Training (Including BPM)
APICS continuing education credits
Network
Sharing best practices
Personal interaction/networking
Discover
Not just ERP
New functionality
Leveraging QAD investment
Why Come to Explore Focus

Presenter Name:

Rob Cramer, rac@qad.com

Questions & Answers

Cramer Spring2014

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