MTAT.03.231 Business Process Management (BPM) Lecture 5: Quantitative Process Analysis
MTAT.03.231 Business Process Management · 2016-01-06 · MTAT.03.231 Business Process Management...
Transcript of MTAT.03.231 Business Process Management · 2016-01-06 · MTAT.03.231 Business Process Management...
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MTAT.03.231 Business Process Management
Lecture 5 – Quantitative Process
Analysis I
Marlon Dumas
marlon.dumas ät ut . ee
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Process Analysis Process
identification
Conformance and performance insightsConformance and
performance insights
Processmonitoring and controlling
Executable processmodel
Executable processmodel
Processimplementation To-‐be process
modelTo-‐be process
model
Processanalysis
As-‐is processmodel
As-‐is processmodel
Process discovery
Process architectureProcess architecture
Processredesign
Insights onweaknesses and their impact
Insights onweaknesses and their impact
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Process Analysis Techniques
Qualitative analysis • Value-Added & Waste Analysis • Root-Cause Analysis • Pareto Analysis • Issue Register
Quantitative Analysis • Flow analysis • Queuing analysis • Simulation
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1. Introduction 2. Process Identification 3. Essential Process Modeling 4. Advanced Process Modeling 5. Process Discovery 6. Qualitative Process Analysis 7. Quantitative Process Analysis 8. Process Redesign 9. Process Automation 10. Process Intelligence
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Process performance
If you had to choose between two services, you would typically choose the one that is:
• F… • C… • B…
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Process performance
If you had to choose between two services, you would typically choose the one that is:
• Faster • Cheaper • Better
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Process performance
Process performance
Time
Cost Quality
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Processing 6me
Wai6ng 6me
Cycle 6me
Time measures
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Time taken by value-‐adding ac6vi6es
Time between start and comple6on of a process instance
Time taken by non-‐value-‐adding
ac6vi6es
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Processing Time Cycle Time Cycle Time
Efficiency
Cycle 6me efficiency
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Processing cost
Cost of waste
Per-‐Instance Cost
Cost measures
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Cost of value-‐adding ac6vi6es
Cost of a process instance
Cost of non-‐value-‐adding ac6vi6es
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Material cost • Cost of tangible or intangible resources used per process instance
Resource cost • Cost of person-‐hours employed per process instance
Compensa6on cost • Cost of repairing defects per process instance
Typical components of cost
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Time spent per resource on process
work
Time available per resource for process work
Resource u6liza6on
Resource u6liza6on
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Resource utilization = 60% è on average resources are idle 40% of their
allocated time
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Resource u6liza6on Wai6ng 6me
Resource u6liza6on vs. wai6ng 6me
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Typically, when resource utilization > 90% è Waiting time increases steeply
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Product quality • Defect rate
Delivery quality • On-‐6me delivery rate • Cycle 6me variance
Customer sa6sfac6on • Customer feedback score
Quality
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For each performance measure, define targets
ST30 > 99%
For each objec6ve, iden6fy variable(s) and aggrega6on method è performance measure
Variable: customer served in < 30 min.
Aggrega6on method: percentage
Measure: ST30 = % of customers served in < 30 min.
For each process, formulate process performance objec6ves
Customer should be served always in a 6mely manner
Iden6fying performance measures
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Financial Customer
Internal business process
Innova6on & learning
Balanced scorecard
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Cost measures
Quality & 6me
measures
Quality & 6me
measures
Technology leadership,
Staff sa6sfac6on
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Supply Chain Opera6ons Reference Model (SCOR) • Performance measures for supply chain management processes
American Produc6vity and Quality Council (APQC) • Performance measures and benchmarks for processes in the Process Classifica6on Framework (PCF)
IT Infrastructure Library (ITIL) • Performance measures for IT service management processes
Process performance reference models
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Process model
Performance of each ac6vity
Process performance
Flow analysis
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Flow analysis of cycle 6me
19
1 day
1 day
3 days
3 days
1 day
2 days
Cycle time = X days
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Sequence – Example
20
• What is the average cycle time?
Cycle time = 10 + 20 = 30
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50%
50%
90%
10%
Cycle time = 10 + (20+10)/2 = 25 Cycle time = 10 + 0.9*20+0.1*10 = 29
Example: Alterna6ve Paths
• What is the average cycle time?
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Cycle time = 10 + 20 = 30
Example: Parallel paths
• What is the average cycle time?
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• What is the average cycle time?
Example: Rework loop
100%
0%
Cycle time = 10 + 20 = 30
1%
99%
Cycle time = 10 + 20/0.01 = 2010
80%
20%
Cycle time = 10 + 20/0.8 = 35
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Flow analysis equations for cycle time
CT = max(T1, T2,…, TN)
CT = p1*T1+p2*T2+…+ pn*TN
CT = T / (1-r)
CT = T1+T2+…+ TN
T
r
1 - r
T1
...
T2
TN
T1
...
T2
TN
p2
pn
p1
T1 ...T2 TN
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Flow analysis of cycle 6me
25
1 day
1 day
3 days
3 days
1 day
2 days
Cycle time = 1.25 + 3 + 3 + 1.4 = 8.65 days
20% 60%
1/0.8 max(1,3) 3 0.6*1+0.4*2
80% 40%
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Flow analysis of processing 6me
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2 hours
0.5 hour
2 hours
2 hours
0.5 mins.
Processing time = 2.5 + 3 + 2 + 1.4 = 8.9 hours
20% 60%
2/0.8 max(0.5,3) 2 0.6*2+0.4*0.5
80% 40%
3 hours
Cycle time efficiency = 8.9 hours / 8.65 days = 12.9%
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Flow analysis: scope and limitations
• Flow analysis for cycle time calculation • Other applications:
• Calculating cost-per-process-instance • Calculating error rates at the process level • Estimating capacity requirements
• But it has its limitations…
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Limitation 1: Not all Models are Structured
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Limitation 2: Fixed arrival rate capacity
• Cycle time analysis does not consider: • The rate at which new process instances are created (arrival rate) • The number of available resources
• Higher arrival rate at fixed resource capacity è high resource contention è higher activity waiting times (longer queues) è higher activity cycle time è higher overall cycle time
• The slower you are, the more people have to queue up… • and vice-versa
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• WIP = (average) Work-In-Process • Number of cases that are running (started but not yet completed) • E.g. # of active and unfilled orders in an order-to-cash process
• WIP is a form of waste (cf. 7+1 sources of waste) • Little’s Formula: WIP = λ·CT
• λ = arrival rate (number of new cases per time unit) • CT = cycle time
Cycle Time & Work-In-Progress
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Exercise
A fast-food restaurant receives on average 1200 customers per day (between 10:00 and 22:00). During peak times (12:00-15:00 and 18:00-21:00), the restaurant receives around 900 customers in total, and 90 customers can be found in the restaurant (on average) at a given point in time. At non-peak times, the restaurant receives 300 customers in total, and 30 customers can be found in the restaurant (on average) at a given point in time.
1. What is the average time that a customer spends in the restaurant during peak times?
2. What is the average time that a customer spends in the restaurant during non-peak times?
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Exercise (cont.)
3. The restaurant plans to launch a marketing campaign to attract more customers. However, the restaurant’s capacity is limited and becomes too full during peak times. What can the restaurant do to address this issue without investing in extending its building?
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Next week: queuing theory & simula6on
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