Triple m english_jk

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. Copyright © MATHERA CONSULTING Limited Liability Company / all rights reserved

Changing the Rules –Business Innovation through Processes

Business Process Management – The Next Generation

January-2012

Copyright © MATHERA CONSULTING Limited Liability Company / all rights

reserved .

Agenda

Solution

References

Client Benefits

Business Needs & Answers 1

2

3

4

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Business Needs and Answers

Business‘ Answers:

Triple M provides highest value creation benefit

Triple M is learned on the job and by the employees

Triple M transfers improvement knowledge to the organization

Triple M‘s core intention is measureable process improvement

Situation Solution Benefits References

Business Needs:

Management needs quick decision-making tools:

What is the potential for improvement and which steps are needed?

How to measure the capability of the process(es)?

How to improve processes?

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Current Challenges

High investments in the past and the future in:

ITPeopleMachines

BUT :

The benefits are difficult to obtain and ascertain:

in developing a product,in providing a service or productin servicing a client.


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Agenda

Solution

References

Client Benefits

Situation1

2

3

4

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“Brown paper” Method – no InvestmentVisual – no specific tool or softwareIntuitive - easy to learn and use by employeesEffective - enables analysis of the problem and impactIntegrative – adds the information flow in Business ProcessesTransparent - degree of IT supportHolistic view – Management’s viewDriven by Measures - KPIs: Quality, Time and Costs


TRIPLE M = Method for rapid Analysis, Visualization and Documentation of value-generating Business Processes

The solution: TRIPLE M

The added value:

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TRIPLE M – 4 Views & 4 measurable dimensions


Process – Cycle - Time 1

People – Resources / Knowledge Measurement 4

IT/I

S-D

egre

e o

f A

uto

mat

ion

3

Pro

cess

Co

sts

2 Process Quality Problems

Potentials

Information Flow

Level of Process Quality is dependent on a smooth

and seamless information flow

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End-to-End Business Processes – always integrate up- and down-stream areas

Up-stream Areas

Down-stream Areas

Business-Process


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TRIPLE M – always a Closed Process Loop

Customer

Requirement Evaluation

Request

Client information

Confirmation of Request

Response =

Input for the Client

Closed Loop Model

output

Input

output

input

output

input

Requirement Request


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TRIPLE M – Service Offerings – a brief overview of a comprehensive set of options

TRIPLE M – Strategic Process Management

TRIPLE M – Process Quick Scan

TRIPLE M – Business Process Tool Box

TRIPLE M – IT/IS-Degree of Automation

TRIPLE M – Business Process Management Complete


TRIPLE M – Outsourcing

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Agenda

Solution

References

Benefits & Deliverables

Situation1

2

3

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Benefits & Deliverables

The fastest diagnostic tool available on the market

Provides a Management View – one paper, all views. The methodology facilitates best possible communication to management

Focus on important subjects – Points out potential and problem areas in the overall process view Visual presentation and process model for future use and decision-

making

Portfolio of strategic projects and programs Project planning Cost/benefit analysis of each measure proposed

Clear view of roles and responsibilities

Provides a view of roles and responsibilities along the process in a

colored representation


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Agenda

Solution

References

Client Benefits

Situation1

2

3

4

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TRIPLE M in the market

Exclusive co-operation with SIEMENS

Installed base:Internationally over 100 companies – of which about 80 companies in Austria


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TRIPLE M: Extract from References

BRP-Powertrain

Mitsubishi Motors

Engel Austria GmbH

Plansee

Telefonica Germany

Unicredit Group

(Contacts can be provided upon request)


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Copyright © MATHERA CONSULTING GmgH 2009. Alle Rechte vorbehalten.

Thank you for your attention !

Professor M. Eng. Wolfgang MatheraCEOMC - Mathera Consulting GmbHIPM - Institut für Prozess Management Austria www.matheraconsulting.com

Waidhausenstrasse 19 / T4A - 1140 Wien / AustriaT: +43 1 890 00 33F: +43 1 890 00 33 15mobile: +43 664 320 320 1 Email: [email protected] [email protected]

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TRIPLE M – Strategic Process Management


Initial SituationChanges in the market, new requirements from the market, transparency, internal need to get simple and effective methods of measurement, restructuring the organization, setting a new direction, etc..

Content/Procedure Discussion of the corporate strategy and goals Definition of the decision factors involved Definition of strategic measurements Discussion of the relationship between processes and structures according to the value chain Definition of programs and projects

Results Alignment of corporate strategy and goals Process landscape (information flow analysis) Definition of impact of potential and problem areas (short-term, intermediate, long-term) Implementation program, specific project goals and strategic measurements Graphical representation and process models

Requirements Min 13 PD

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TRIPLE M – Process Quick Scan


Initial SituationAn overall graphical representation containing all necessary process parameters (Management View).Concentration on core processes (e.g.: obtaining proposal, fulfilling proposal), based on actual problem request and change requirements.

Content/Procedure Methodical teaching structure and practical application along relevant processes Stepwise analysis of performance and quality requirements in the core processes Consolidation and presentation of the measurements required for implementation Review of the results (strategic requirements/measurements), their potential and the requirements necessary

for implementation, including a high-level implementation plan

Results Business processes with various interaction points View of involved organizational functions through color representation Up-Stream and down-stream process steps Definition of roles and responsibilities Process implementation time period Process costs (i.e.: type of cost) Problem and potential classification – along the process steps involved Processing of measurements required to be implemented


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TRIPLE M – Process Toolbox


Initial SituationThe corporation requires a new method to implement or improve existing process management activities.

Content/Procedure3 day process training (max. 15 participants)

Content:

Discussion of the new challenges within the organization, areas of conflict, process definitions and methods Process analysis and diagnosis, organizational development, value chain – simulation of processes – impact

analysis on the organization/value chain IT/IS degree of automation Example: Team-orientated practical situation (group size: 3-5 participants) Coaching to establish corporate positioning.

Results New method of thinking and evaluation exists within the corporation. Overall view of business processes Leading edge knowledge and process methods for management and decision-makers within 3 days. Min. 6 to max. 15 participants are trained in process management in just 3 days..

Requirements 3 PD Training + 10 PD Coaching

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TRIPLE M – IT/IS Degree of Automation


Initial Situation Dissatisfaction of the executive management with the current support of processes by IT/IS Dissatisfaction of the users in the corporation with the current applications The extent of automation currently existing in the business processes need to be challenged Critical evaluation of current and future applications. IT/IS-costs are out of control and can hardly be reduced

Content/ProcedurePre-requisite for the degree of support is the TRIPLE M presentation andprocess description (eg. TRIPLE M – QUICK SCAN for certain processes).

System analysis and diagnosis Relevant business processes and problem fields need to be defined Process description per relevant application element – current situation Analyze the degree of support – interactive workshop with IT and business units Analysis and description of requirements - Future situation Definition and determination of the degree of features required – eg.: IT Costs

Results Increased understanding between IT and Business Units The future situation relating to the degree of automation is measureable according to defined characteristics. A process-orientated comparison of various applications is possible (Benchmarking). Relevant Business Processes are available for further analysis and formulation. Greater visibility, resulting in the implementation of requirements and projects.

Requirements Approx. 14 PD

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TRIPLE M – Business Process Management Complete


Initial SituationProcess Management should be implemented within the corporation as an overall management system. It should be widely integrated into every area within the corporation.

Content/ProcedureThe content depends upon the specific situation and the requirement of the corporation.

Examples for content are:

Process landscape: Analysis of the organization’s valid first level processes

Harmonization and standardization of the business process model Organization wide analysis of a reference business model Consolidation of process models and standardization across locations New representation of the IT landscape a process model – an IT solution

BPM RoadmapPlanning of the tasks required to ensure process management is integrated into the corporation as an integral structural component and an integral management support structure.

Overall Process OptimizationSupplementary to TRIPLE M – Quick Scan, organization-wide analysis of process potentials taking into account the respective viewpoints

ResultsHarmonization of the process viewpoints: Viewpoints of the CEO, CFO, CPO and CIO, as well as, the second

and third level Management including the Business and Process responsible persons

Process landscape Standard process model: consolidation and standardization across process departments and locations BPM Roadmap


Triple m english_jk

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