EDI implementation from Initiation to Go-Live

For those considering (or already started) implementing EDI here are some friendly advices.

"EDI is not something you (should) do overnight"

"Your Business should adapt to e-Business"

Your B2B or ERP solution provider will say "we will relieve you from all concerns"

Read one of my other posts (in Dutch) about this relieve "Wij nemen u alle technische en functionele uitdagingen ( lees: problemen) uit handen en zorgen dat het goed komt"

The approach that works and embeds EDI into daily business practice

In a typical Order-to-Cash (O2C) process there are 4 business documents exchanged:
- Purchase Order
- Purchase Order Acknowledgement
- Advanced Ship Notice
- Invoice

Additionally master data can be exchanged / synchronized between trading partners on a regular basis containing:
- Product information
- Price data
- Product characteristics e.g. weights
- Address locations

[Want to know more about master data, read "Supply Chain collaboration - the battle for data".]

The best scenario for implementing EDI business documents with partners consists of a phased-based approach. The overall goal of this approach is to realize a complete and smooth exchange of all agreed business documents and data.

During each phase in the implementation scenario one business document is fully implemented. The implementation phases will overlap to ensure a continuous implementation process.

Phase 0: contains master data alignment
• product information (GTIN – UPC)
• geographic locations (GLN – UPC)
• price data
• product characteristics

Phase 1: implementation of order & order response

Phase 2: contains implementation of shipping notification

Phase 3: contains implementation of invoice

Requirements analysis & agreement phase

Before starting the implementation phases there is a requirements analysis and agreements phase during which following activities are performed:

Collaboratively:
1. Gather and analyze the EDI requirements (documents, data and process steps)
2. Agree upon the business documents, the data exchanged and alignment of process steps
3. Agree upon the communication protocol used
4. Agree upon the implementation scenario

Internally:
5. Estimate the impact on a technical level (registration and processing of data)
6. Estimate the impact on a business level (working instructions for order entry, invoicing and shipment)

The joint deliverables of this phase are:
- EDI Trading Partner Data Sheet
- EDI Message Specifications
- Agreed communication protocol
- Agreed list of business documents, data exchanged and process steps
- Agreed implementation scenario

The internal deliverables of this phase are:
- Technical impact: overview of issues and resolutions
- Business impact: enhanced working instructions

Implementation phases

For each agreed business document the implementation will go through 3 stages:
- Setup & test
- Parallel processing
- Consolidate

To be successful the implementation of EDI need to be managed on a day-to-day basis and requires availability of several specialists: EDI Message expert, ERP integration and process experts and B2B Service Provider.

Setup & Test Stage

Technical activities:
- Setup the connection with the EDI environment of the customer
- Implement transformation mappings at B2B Service Provider
- Test the connectivity with EDI environment of the customer
- Verify the syntax and semantics of the EDI message(s) exchanged

Business activities:
- Validate the document created in ERP and check the working instructions
- Agree upon procedures for handling and monitoring the exchange of the business document

Deliverable(s):
- B2B message mapping delivery
- EDI connection both test and production
- Agreed upon internal working instructions and external procedures

Parallel stage

During the parallel phase both business partners will check the completeness and correctness of the EDI-message for a period of 1 month.

EDI documents are leading during this phase. Non-EDI documents are exchanged until both business partners are completely satisfied that the EDI system is performing well.

Consolidate Stage

During the consolidate stage it is important to gather all issues reported and measures taken and come to an agreement with the customer about the way forward.

Organize a User Acceptance Meeting (UAM) with representatives of the customer and the internal organization. During this meeting finalize the list of issues reported and decide whether or not / when the message can go into operation. After the GO/NO Go decision start with the setup of the operational environment (master data, EDI connectivity, working instructions, …)

As a last step before going live inform the organization formally when the EDI message will be taken into operation and what is expected of all people involved.

Deliverables are:
- User Acceptance Document
- Updated issue and resolution list
- Working EDI and ERP environment
- Adapted working instructions

Operation phase

Activities to be performed are:
- Monitor communications to ensure EDI documents continue to flow
- Respond to inquiries from business partners as issues arise
- Report on business partner activity
- Make updates to translation maps and/or communication protocols as new documents are added

Deliverables are:
- Updated issue- and priority list
- Performance overview report
Number of messages received / sent
Number of issues reported and solved
Number of changes requested and performed

My focus areas are business processes, business information systems (ERP, CRM, BPM, ...) and integration of business processes and systems over the boundaries of companies AND not to forget Open Source business applications.

If you have an opinion about the implementation or use of EDI then do not hesitate to react. If you agree with the fundamentals then share it with others.

Tags: e-Business, e-Invoicing, e-Procurement, e-Commerce, EDI

Continue!

Supply Chain collaboration - the battle for data

"the comparison between ETIM, GS1 GPC International and GS1 DIY"

Read on and learn a little bit:

Did you visit the GS1 conference "Collaboration in the Do-It-Yourself Supply Chain"! Do you want to know what has been said visit the post event page.

Are you now aware of the Information Need - Pressure that is falling down upon the Manufacturer!

Have a look at the ETIM classification model, the eCl@ss model and the UNSPSC®.

The ETIM model can be downloaded freely. Now add to all these models the GS1 DIY product classification model (once it becomes available and accessible!) and maybe the real "product data classification dilemma" is apparent.

I do not have access to the GS1 DIY product classification model but it seems that the GS1 GPC Standard version June 2016 is not taken as the starting point.

How can we see this?

Go to the GS1 GPC Browser and enter:

The result is:

Now go to Doe-het-zelf veldenkiezer and enter:

The result is an URL: https://www.gs1.nl/doe-zelf-veldenkiezer?segment_id=9&family_id=18&class_id=29&brick_id=1216

We can see that these are other families, classes and bricks:

The found characteristics (snippet) are:

And now go to the ETIM Classification Management Tool and search for the class EC000125.

You will now see all the characteristics of the Class EC000125.

I am comparing both results and will come back on the findings later.

Main question !?

How are we collaborating in this battle for data? Will there be winners? And who will survive? At what cost?

I went home with a lot of ideas to help manufacterers in their quest for data classification and provisioning.

Love to hear from other visitors what they felt and what they took home!

My focus areas are business processes, business information systems (ERP, CRM, BPM, ...) and integration of business processes and systems over the boundaries of companies AND not to forget Open Source business applications.

If you have an opinion about the utilization of product data classification then do not hesitate to react. If you agree with the fundamentals then share it with others.

Tags: ETIM, GS1, Retail, data pools

Continue!

Ketensamenwerking - het gevecht voor data

"de vergelijking tussen ETIM, GS1 GPC Internationaal en GS1 DHZ"

Lees verder als u een tip(je) van de sluier opgelicht wil zien:

Bezocht u het GS1 congres "Samenwerken in de doe-het-zelfsector"! Wilt u toch nog weten wat er allemaal gezegd is ga dan naar de post event pagina.

Bent u nu bewust van de Informatie Behoeften en Eisen van buitenaf waaraan fabrikanten nu en in de toekomst moeten voldoen.

Kijk eens naar het ETIM classificatie model, het model van eCl@ss en de UNSPSC®.

Het model van ETIM kan vrij worden gedownload. Voeg aan al deze modellen het GS1 DHZ product classificatie model toe (eenmaal het beschikbaar en toegankelijk is!) en misschien wordt het echte "product data classificatie dilemma" herkenbaar.

De toegang tot het classificatiemodel van de DHZ sector blijft helaas achterwege. Het lijkt er bovendien op dat de GS1 GPC Standaard versie Juni 2016 niet als basis is genomen.

Waaruit kunnen we dat opmaken?

Ga naar de GS1 GPC Browser en vul in:

Dat geeft als resultaat:

Ga nu naar de Doe-het-zelf veldenkiezer en voer in:

Begin Update 7-5-2018]

Dat geeft als resultaat de URL: https://www.gs1.nl/sectoren/doe-zelf-tuin-en-dier/gs1-data-source/slag-gs1-data-source/global-product-classification?segment_id=10&family_id=16&class_id=26&brick_id=1230

Einde update 7-5-2018]

Hieruit valt al op te maken dat het andere families, classes en bricks zijn.

De gevonden kenmerken (snippet):

En ga nu eens naar het ETIM Classification Management Tool en zoek naar de Class EC000125.

Dan ziet u al de kenmerken voor de Class EC000125.

[Begin Update 7-5-2018]

De goederencode kunnen we terugvinden via de website ArcticTARIFF van de Belastingdienst. Als we zoeken naar stopcontact dan vinden we de code 8529 90 65 15.

Eenvoudig is het echter niet om de juiste codes te vinden. Kijk maar even naar de catalogus van Siemens voor het artikel 5UB1551-0KK.

[Einde Update 7-5-2018]

Belangrijkste vraag!?

Hoe werken we samen in deze strijd voor gegevens? Zullen er winnaars zijn? En wie zal overleven? Tegen welke kosten?

Ik ging naar huis met een heleboel ideeën om fabrikanten te helpen in hun zoektocht naar gegevens classificatie en voorziening (provisioning).

Hoor graag van andere bezoekers wat ze voelden en wat ze mee naar huis namen!

U mag het mij ook persoonlijk vertellen, wat u zelf wilt, zie hierna.

Mijn aandachtsgebieden zijn bedrijfsprocessen, bedrijfsinformatiesystemen (ERP, CRM. BPM, ...), integratie van bedrijfsprocessen en systemen over de grenzen van bedrijven EN niet te vergeten Open Source bedrijfsapplicaties.

Als u een mening of visie heeft over het gebruik van product data classificatie aarzel dan niet om deze hier kenbaar te maken. Als u zich kunt vinden in het artikel of de herkenning groot is dan deel het met anderen.

Continue!

Are you ready for a tailored ERP approach on force.com?!

Large ERP suites repeatedly fail to deliver to expectations leading to huge cost overruns and disappointments.

Many companies are reluctant to start their second-time (or third) ERP project and continue struggling. Implementation of ERP, almost always, boils down to "projects limited by technology". While companies only want to automate their business processes, information house-keeping and interactions with upstream and downstream supply chain partners.

Nowadays companies look for alternative agile approaches to shape their business information systems landscape.

One such approach is best-of-breed.

But, an on-premise best-of-breed approach is not a viable option. It requires a strong integration platform and a huge degree of openness of involved applications.

Integration-in-the-Cloud, on the other hand, is a lot easier. A best-of-breed approach using solutions available on the Force.com platform can be done smoothly.

Some best-of-breed already working combinations are: Rootstock - FinancialForce and PropelPLM / Rootstock and SalesForce CRM.

I believe that the 'customer-to-customer' processes of a manufacturing company can easily be automated with a best-of-breed approach. Best-of-breed becomes a simple configuration act - in the same way that we configure a bike using the best components available.

Check out the components in the process flow below:

Click here to view the process flow on SlideShare.

[Begin Update: October 2018]

I have been using Archimate lately to model and show existing and future Process- and Application Landscapes. The picture below shows how this would look for the above process flow.

[End Update: October 2018]

The ultimate ERP feel is ‘tailored ERP’.

If you have read my posts about the innovation of your ERP, the best-of-breed approach fits in the steps Sub-Project Selection Contracting and Sub-Project Implementation. Gradually in time all components needed to support your business are all integrated - implemented.

"Take the innovation of your ERP-system in your own hands!"

"Which approach to follow for the innovation of your ERP?"

My focus areas are business processes, business information systems (ERP, CRM, BPM, ...) and integration of business processes and systems over the boundaries of companies AND not to forget Open Source business applications.

If you have an opinion about the implementation or the use of ERP in the Cloud then do not hesitate to react. If you agree with the fundamentals then share it with others.

Tags: ERP, Cloud, BPM, Rootstock, Salesforce, PropelPLM, DSDM

Continue!

Bent u klaar voor een op maat gesneden aanpak van ERP op force.com?!

Uitgebreide ERP-suites maken herhaaldelijk de verwachtingen niet waar en leiden tot enorme kostenoverschrijdingen en teleurstellingen.

Veel bedrijven zijn daarom terughoudend in het starten van hun tweede-generatie (of derde) ERP-project en blijven worstelen met hun legacy-omgeving. Implementatie van ERP komt, bijna altijd, neer op "projecten beperkt door technologie". Terwijl bedrijven alleen hun bedrijfsprocessen, informatiehuishouding en interacties met upstream- en downstream ketenpartners willen automatiseren.

Tegenwoordig zoeken bedrijven naar alternatieve wendbare benaderingen om hun landschap van bedrijfsinformatiesystemen vorm te geven.

Een dergelijke aanpak is de best-of-breed.

Echter, een on-premise best-of-breed-aanpak is geen haalbare optie. Het vereist een sterk integratieplatform en een grote mate van openheid van de betrokken applicaties.

Integratie-in-de-Cloud, daarentegen, is een stuk eenvoudiger. Een best-of-breed aanpak met oplossingen beschikbaar op het Force.com platform kan soepel en vlot ingericht worden.

Sommige reeds operationele best-of-breed combinaties zijn: Rootstock - FinancialForce en PropelPLM / Rootstock en SalesForce CRM.

Ik denk dat de ‘klant-tot-klant’ processen van menig productiebedrijf gemakkelijk kunnen worden geautomatiseerd met een best-of-breed aanpak. Best-of-breed wordt dan een gewone configuratie activiteit zoals het configureren van een fiets met behulp van de beste componenten die beschikbaar zijn.

Bekijk de oplossingen in het verloop van het bedrijfsproces hierna:

Klik hier om het verloop van het bedrijfsproces te bekijken op SlideShare.

[Begin Update: Oktober 2018]

De laatste tijd heb ik Archimate gebruikt voor het modelleren en beschrijven van bestaande en toekomstige Proces- en Applicatielandschappen. Zie Archimate plaatje hieronder hoe het hierboven beschreven proces eruit ziet:

[Einde Update: Oktober 2018]

Het ultieme ERP gevoel is 'ERP op maat'.

Als u mijn berichten over de innovatie van uw ERP gelezen heeft, de best-of-breed aanpak past in de stappen Sub-Project Selecteren en Contracteren. Geleidelijk in de tijd worden alle onderdelen die nodig zijn om uw bedrijf te ondersteunen geïntegreerd en geïmplementeerd.

"Neem de innovatie van uw ERP-systeem zelf in handen!"

"Welke aanpak volgt u voor de innovatie van uw ERP?"

Mijn aandachtsgebieden zijn bedrijfsprocessen, bedrijfsinformatiesystemen (ERP, CRM. BPM, ...), integratie van bedrijfsprocessen en systemen over de grenzen van bedrijven EN niet te vergeten Open Source bedrijfsapplicaties.

Als u een mening of visie hebt over de invoering of het gebruik van ERP in de Cloud aarzel dan niet om deze hier kenbaar te maken. Als u zich kunt vinden in het artikel of de herkenning groot is dan deel het met anderen.

Tags: ERP, Cloud, BPM, Rootstock, Salesforce, PropelPLM, DSDM

Continue!

MAKE LIFE at work MORE ENJOYABLE for the knowledge worker of TODAY

"To muse is to consider something thoughtfully"

business processes in the eyes of leaders

short-term / near-term horizon

Leaders 'often' care too much about short-term profits / gains.

As such they omit factors that only affect the long-term viability of the company.

denial and ignorance

Leaders 'often' deny the lack of maturity of their business processes and information householding OR have adopted a narrow, isolated view of their business ignoring all kind of external and internal inter-dependencies.

unbelievable confidence

Leaders 'often' believe their carefully chosen business application suites are able to support the whole organization.

Now it is time to look at things differently

We need to take a different view at business applications!

Today complexity of changes in business environments increases by the month and business application users are dealing with a growing diversity of critical opportunities, challenges and problems in their daily life. They have become real knowledge workers no longer talking to customers only about sales orders but also managing quotation requests, product catalog distribution and handling disputes, and much more.

In future years this will get worse because we will have fully automated standard tasks - such as creating sales orders and issuing invoices.

But our highly praised business applications are still task driven / oriented - there is a menu option for each activity to be executed. Well yes they are no longer running on premise but in the cloud, and yes they are accessible at any time, at any place with any device.

However our knowledge worker is no longer task-oriented but goal-oriented. He or she handles business complaints - validates whether they are justified - and at the same time ensures new products are shipped to customers with the highest urgency or goods returned to suppliers for replacement. Meanwhile answering questions over the phone or via chat coming from prospects, customers, suppliers or sales people in the field. Yes, the future knowledge worker no longer deals with the whole organization but with the whole supply chain - all internal and external stakeholders.

Work can no longer be done in a functional task oriented manner. The knowledge worker needs context-driven and goal-oriented access to prescribed business processes. Moreover the knowledge worker wants to be able to adjust ways of workings or approaches based on knowledge gained while doing the work. And wants to be able to reuse this knowledge.

When dealing with a request of a customer the knowledge worker wants, instead of executing a predefined business process, to choose which prescribed business process to execute based on the status of information at hand supported by decisions made in similar situations.

I am modeling the work of a future knowledge worker combining BPMN, CMMN, DMN and integrating this with business applications.

We need to take a different view at business processes!

We deal no longer with structured business processes but work will become unstructured for the greater part with lots of decisions and process variants.

As it looks to me now, our current business information systems / applications (just to name a few: ERP, CRM, PLM, ...) in their current fashion will no longer be suitable / capable to support the knowledge worker. I doubt whether with the growing diversity they can still support the business.

So we need a combination of process management and decision management controlled no longer by the process control flow but by context - cases and it need to integrate with all kind of devices and application systems of business partners. And it need to be adaptive - extensible on the spot by generating new functionality or integrating it with existing solutions in the cloud.

What we need is the intuitive way of working / the human logic in the head of some knowledge workers that already today deal with so many business information systems such as ERP, CRM, SRM, B2B platforms to get their job done.

What we want is MAKE LIFE at work MORE ENJOYABLE for the knowledge worker of the future.

Tags: BPM, BPMN2, DMN, Process Modeling, ACM

Continue!

Get more insight in your business!

NO this time no lectures from me BUT just a few pictures for the reader to muse about.

"To muse is to consider something thoughtfully"

Let the readers know your thoughts!

How do you look at your company?

Or the new way

Some ideas for the muse!

How to improve your Business Processes for growth?

Moeten bedrijfsprocessen op de schop voor BPM?

Should business processes on the shovel for BPM?

Waarom willen bedrijven nog steeds interfaces ontwikkelen?

What processes add value for the customer?

Hoe procesbewust zijn onze bedrijfsinformatiesystemen?

Tags: BPM, BPMN2, DMN, Process Modeling

Continue!

Should business processes on the shovel for BPM?

Why do companies not see the opportunities? Are they too busy with other things? Or are they blind to the blind spots?

Are your business processes well organized or is there still room for improvement. Gaining insight gives each company more grip and opportunities to grow. A welcome gift for which little needs to be done and up for grabs. Mapping business processes, documenting, sharing and discussing with each other – NOTHING MORE.

Is mapping of processes at your company also not high on the agenda?

Are you like so many other managers and staff not seeing the opportunities and possibilities?

Take a look around you, look at those processes which you for years believe are optimally organized: what data is required or generated in each activity, where does this data come from and for what purpose is it used, who owns this data and what if it is not present, can activities live without this data, where and how is this data logged , how do we share this data with stakeholders (employees, customers, suppliers, third parties, ...), ...

Clear?

Business processes are about more than activities and people. It is the combination of steps and sequence (control flow), data and resources (people/information systems/partners in crime).

Did you consider this combination when looking at your processes! Did you see that some processes require data that is stored in several information systems (or nowhere – only in our heads) and where they need to be enriched? Have you seen who wants to edit this data and/or consult? Have you seen what can go wrong (or already did) when this data – at the time it becomes information – is not available or incomplete/incorrect?

Why is that so? Everyone will point the finger to the business process – the steps to convert input into output. Please note output is what it's about when we talk about "what processes add value for the customer?".

Two easy steps (yes, also a process) already help to improve your "business values" (corporate values and business interests) without taking your business processes on the shovel. These steps have everything to do with understanding these business processes and how they contribute to the realization of your business objectives and the expectations of your customers.

Process Discovery

● Awareness leads to Improved Efficiency

why! Each process (in scope) is examined and modeled (AS-IS) which immediately reveals waste or inefficiencies – redundant work / poor hand-overs.

● Awareness leads to Accelerated Effectiveness

why! AS-IS process models reveal the relation between data, resources and events which allows for making better decisions and faster handling of exceptions.

● Awareness leads to Improved Agility

why! AS-IS process models reveal all existing and related processes which allows for executives and staff to find the best process for the task ahead.

Process Analysis

● Insight leads to Improved Efficiency

why! Exploring processes reveals the real pains and presents ways to resolve bottlenecks.

● Insight leads to Accelerated Effectiveness

why! Discussing issues and weaknesses reveals how work can be done by the right person with the right data at the right time.

If I may give some advice - not that I do better, looking at my situation - but still "Just take some distance from how things run today and check if they can be done differently. If needed, go visit fellow companies or join the association of companies in your area. Do not stick stubbornly to the old, but give innovation a chance."

Also look at my presentation: "Business Process Modeling and Automation - Food for Thoughts".

Tags: BPM, BPMN2, DMN, Process Modeling

Continue!

Moeten bedrijfsprocessen op de schop voor BPM?

Waarom zien bedrijven de kansen niet? Zijn ze te druk met andere dingen! Of zijn ze blind voor de blinde vlekken!

Zijn uw bedrijfsprocessen goed georganiseerd of is er nog ruimte voor verbetering. Verwerven van inzicht geeft elk bedrijf meer grip en kansen om te groeien. Een welkom geschenk waarvoor men weinig hoeft te doen en zomaar voor het grijpen ligt. Bedrijfsprocessen in kaart brengen, documenteren, delen en bespreken met elkaar - MEER NIET.

Staat het in kaart brengen van processen ook in uw bedrijf niet hoog op de agenda?

Ziet u net als zoveel andere verantwoordelijken en uitvoerenden de kansen en mogelijkheden niet?

Kijk dan eens om u heen, kijk naar die processen waarvan u al jaren denkt dat deze optimaal zijn georganiseerd: welke gegevens worden in elke activiteit gevraagd of gegenereerd, waar komen deze gegevens vandaan en waarvoor worden deze gebruikt, wie bezit deze gegevens en wat als ze niet aanwezig zijn, kunnen activiteiten zonder deze gegevens, waar en hoe worden deze gegevens vastgelegd, hoe delen we deze met belanghebbenden (medewerkers, klanten, leveranciers, derden, ...) , ...

Duidelijk?

Bedrijfsprocessen gaan over meer dan handelingen / activiteiten en mensen. Het is de combinatie van stappen en volgorde (control flow), gegevens (data) en mensen/middelen (resources/information systems/partners in crime).

Heeft u deze combinatie meegenomen wanneer u naar uw processen keek! Heeft u ook gezien dat sommige processen gegevens vragen die in meer informatiesystemen (of nergens - alleen in onze hoofden) liggen opgeslagen en daar weer verrijkt moeten worden? Heeft u gezien wie allemaal die gegevens wil bewerken en/of raadplegen? Heeft u gezien wat fout kan gaan (of reeds gaat) wanneer deze gegevens - op het moment dat ze informatie wordt - niet beschikbaar zijn of onvolledig / onjuist zijn?

Hoe komt dat zo? Iedereen zal met de vinger wijzen naar het bedrijfsproces - dat zijn de stappen die moeten worden doorlopen om input om te zetten in output. Let wel output is waar het over gaat wanneer we hebben over "welke processen voegen waarde toe voor de klant?".

Twee eenvoudige stappen (ja, ook dit is een proces) helpen reeds om uw "business values" (bedrijfswaarden en bedrijfsbelangen) te verbeteren zonder dat uw bedrijfsprocessen op de schop moeten. Deze stappen hebben alles te maken met het verkrijgen van inzicht in deze bedrijfsprocessen en hoe deze bijdragen tot de realisatie van uw bedrijfsdoelstellingen en de verwachtingen van uw klanten.

Process Discovery - Ontdekken van processen

● Awareness leads to Improved Efficiency

waarom! Elk bedrijfsproces (in scope) wordt onderzocht en gemodelleerd (AS-IS) waardoor onmiddellijk verspillingen - overbodig werk, poor hand-overs - zichtbaar worden.

● Awareness leads to Accelerated Effectiveness

waarom! AS-IS procesmodellen onthullen de relaties tussen gegevens, mensen of systemen, en gebeurtenissen of activiteiten waardoor onmiddellijk mogelijkheden ontstaan voor het nemen van betere besluiten en het sneller afhandelen van uitzonderingen.

● Awareness leads to Improved Agility

waarom! AS-IS procesmodellen onthullen alle bestaande en aan elkaar gerelateerde processen waardoor beslisnemers en uitvoerenden het beste bestaande proces kunnen vinden voor de uit te voeren taak.

Process Analysis - Doorgronden van processen

● Insight leads to Improved Efficiency

waarom! Verkennen en doorgronden van processen onthult de werkelijke pijnpunten en presenteert benaderingen voor het oplossen van de knelpunten.

● Insight leads to Accelerated Effectiveness

waarom! Bespreken van de problemen en zwakke punten onthult hoe werk anders gedaan kan worden door andere mensen met gebruik van de juiste gegevens en op het juiste moment.

Als ik een advies mag geven - niet dat ik het beter doe, kijkende naar mijn situatie - maar toch "Neem eens afstand van hoe dingen al jaren lopen en kijk eens of het anders kan. Ga desnoods op bezoek bij collega bedrijven of sluit u aan bij de vereniging van bedrijven in uw regio. Blijf vooral niet hardnekkig vasthouden aan het bestaande, maar geef vernieuwing een kans."

Kijk ook eens naar mijn presentatie: "Business Process Modeling and Automation - Food for Thoughts".

Tags: BPM, BPMN2, DMN, Process Modeling

Continue!

What processes add value for the customer?

Many companies are struggling to anticipate (un)announced changes in their environment. They are unable to oversee the impact of disturbances on processes and systems and to take preventive measures to reduce risks. Overview and insight in processes play an important role to identify time critical situations and take action.

Often companies have procedures and working instructions. Procedures focus on the coordination of activities across departments. They capture agreements about cooperation between people or services within a process. While work instructions describe the work of an individual or a Department. These documents are often drawn up as part of the quality management system.

Procedures and work instructions give companies little or no insight into the total chain of activities aimed at providing products or services to customers. Especially the integral coherence of critical processes is insufficient visible. By the lack of insight departments operate independently of one another and initiatives to improve the ‘value chain’ lead to sub optimization.

Getting a grip on business processes requires insight in the purpose of a process, the sequence of activities, the people and resources needed, the desired results and the coherence between processes.

But about what processes are we talking.

The last time I read more often that it is about the processes from ‘customer-to-customer'. That gets explained as processes that add value for the customer and for which the customer wants to pay. These are all the processes from the first to the last contact with the customer, from the customer's need to the delivery to the customer.

In this approach price, quality, service, delivery time and flexibility are paramount. They determine the entire customer value during the customer life cycle.

Customer value [1] = What do I get? + How do I get it? + How does it feel? MINUS How much does it cost? + How much should I do? + What do I feel?

Opposite this customer-oriented approach is the production-oriented approach – the ‘sand-to-customer’ processes with which we all have grown up a little bit. This approach is focused on delivering the right quality at the lowest cost.

As we see 75 percent of what companies do is focused on producing and supplying goods (products) or services. In improving processes, for the greater part, we need to focus on some of these processes.

Acquiring a better understanding of business processes is the start for getting more grip on customer-to-customer processes. That insight helps companies in identifying bottlenecks and defining improvement actions.

The customer focus of companies is not in question. It is about how business processes add even more value to the customer experience – the experience of the customer. This experience determines the satisfaction of the customer.

When we want to get a grip on customer-to-customer processes we will have to visualize the business processes that add value to the perception of customers. Only then are we able to start working on process improvement.

It is clear that mainly the sand-to-customer processes add value, the processes from expectation to experience. They are the primary processes that are directly related to the goals an organization pursues and thereby also inseparable from the goals of the client. The latter is not insignificant after all what do companies know of the needs of clients and are customers aware of all the possibilities.

The primary processes include all activities that contribute to the creation of the product or service for a customer. They are also called operational or horizontal processes.

Per type of business, the primary processes can differ but roughly they consist of:

● Sales

● Production

● Procurement

● Service

● Logistics

● Product development

The opinions may differ on this. So is procurement not by everyone seen as a primary process. Yet procurement contributes greatly to the result for the customer.

But what is the point of describing primary business processes in process models?

Let's take a look at any production company. We see several disciplines/departments involved in one or more business processes, the clouds represent the field of work of the departments. The brown lines symbolize primary processes such as procurement, sales, production, product development and logistics.

Business processes are composed of multiple connected work processes of departments or business functions. We see in this picture that business functions are connected to each other. [2]

With some knowledge of this type of organizations we can distinguish / imagine primary processes. It is perhaps hard to say but if companies do not have process models do they know what they are doing.

Looking again at the production company we see that something happened in one of the processes that is causing problems in certain departments and primary processes.

The well-oiled machine slowly hangs because the Marketing Department promised the delivery of a product under development to a customer. It is something that happens once in a while and disrupts the complete organization. Because it is an occasional unintended event there is nowhere described how the organization should deal with it.

It is most certain that during the modelling of processes the event would have been identified. Unanticipated events are one of the biggest annoyances of department managers and process owners.

When business processes are supported = managed by a modern Business Process Management system this disruption would have led in early stage to proper signals to process managers.

The current Business Process Management systems help companies with capturing business processes in process models (modelling), analyzing processes through simulation, improving processes, monitoring the performance of operational processes and identifying disturbances. But it is also possible to analyze the impact of disturbances on processes in advance and take measures to avoid problems.

When at a high level the coherence between the primary processes in a process model is captured we get a clear picture of the customer-to-customer process.

References:

[1] http://perspectievenopkwaliteit.nl/wp-content/uploads/Ton-Wentink.pdf

Van Kwaliteitsmanagement naar Klantwaardemanagement: een paradigmaverschuiving (Weblog Prof. dr. Ton Wentink)

[2] http://blogs.infosupport.com/wp-content/uploads/2014/04/Whitepaper-BPM-en-WFM-echte-flexibiliteit-in-de-processen.pdf

Info Support, Whitepaper BPM en WFM: echte flexibiliteit in de processen

Tags: BPMN, ERP, Process Modeling

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