[null, null, {"document_url": "http://slideplayer.com/slide/1498827/", "unformatted_src": "/14/4273952/big_thumb.jpg", "src": "https://slideplayer.com/14/4273952/big_thumb.jpg", "formatted_filename": "big thumb", "alt_text": "How to Document A Business Management System"}, null, {"document_url": "http://slideplayer.com/slide/1498827/", "unformatted_src": "/16/5170235/big_thumb.jpg", "src": "https://slideplayer.com/16/5170235/big_thumb.jpg", "formatted_filename": "big thumb", "alt_text": "Computers: Tools for an Information Age"}, null, {"document_url": "http://slideplayer.com/slide/1498827/", "unformatted_src": "/37/10740070/big_thumb.jpg", "src": "https://slideplayer.com/37/10740070/big_thumb.jpg", "formatted_filename": "big thumb", "alt_text": "Anytime, Anywhere Access Benefits Functionality Work Order Administration Dispatch Work Order Work Order Details New Work Order Additional Functionality."}, null, {"document_url": "http://slideplayer.com/slide/1498827/", "unformatted_src": "/26/8802838/big_thumb.jpg", "src": "https://slideplayer.com/26/8802838/big_thumb.jpg", "formatted_filename": "big thumb", "alt_text": "1 EMS Fundamentals An Introduction to the EMS Process Roadmap AASHTO EMS Workshop."}, null, {"document_url": "http://slideplayer.com/slide/1498827/", "unformatted_src": "/33/10149000/big_thumb.jpg", "src": "https://slideplayer.com/33/10149000/big_thumb.jpg", "formatted_filename": "big thumb", "alt_text": "The Marketing Plan Chapter 2. Section 2.1: Marketing Planning \uf06f Good marketing requires good planning Research your company Study your business environment."}, null, {"document_url": "http://slideplayer.com/slide/1498827/", "unformatted_src": "/24/7112156/big_thumb.jpg", "src": "https://slideplayer.com/24/7112156/big_thumb.jpg", "formatted_filename": "big thumb", "alt_text": "Chapter 13: Developing and Implementing Effective Accounting Information Systems"}, null, {"document_url": "http://slideplayer.com/slide/1498827/", "unformatted_src": "/18/6167537/big_thumb.jpg", "src": "https://slideplayer.com/18/6167537/big_thumb.jpg", "formatted_filename": "big thumb", "alt_text": "Copyright \u00a9 2003 by Prentice Hall Computers: Tools for an Information Age Chapter 14 Systems Analysis and Design: The Big Picture."}, null, {"document_url": "http://slideplayer.com/slide/1498827/", "unformatted_src": "/23/6866288/big_thumb.jpg", "src": "https://slideplayer.com/23/6866288/big_thumb.jpg", "formatted_filename": "big thumb", "alt_text": "Moving into Design SYSTEMS ANALYSIS AND DESIGN, 6 TH EDITION DENNIS, WIXOM, AND ROTH \u00a9 2015 JOHN WILEY & SONS. ALL RIGHTS RESERVED. 1 Roberta M. Roth."}, null, {"document_url": "http://slideplayer.com/slide/1498827/", "unformatted_src": "/31/9707450/big_thumb.jpg", "src": "https://slideplayer.com/31/9707450/big_thumb.jpg", "formatted_filename": "big thumb", "alt_text": "En1hanced Performance. Enduring Results."}, null, {"document_url": "http://slideplayer.com/slide/1498827/", "unformatted_src": "/25/8065616/big_thumb.jpg", "src": "https://slideplayer.com/25/8065616/big_thumb.jpg", "formatted_filename": "big thumb", "alt_text": "Insert: Title of Improvement Read Out Date:. 2 Objectives for Today\u2019s Session Share results of improvement effort Demonstrate fact-base, analytical approach."}, null, {"document_url": "http://slideplayer.com/slide/1498827/", "unformatted_src": "/32/10100327/big_thumb.jpg", "src": "https://slideplayer.com/32/10100327/big_thumb.jpg", "formatted_filename": "big thumb", "alt_text": "BSBPMG501A Manage Project Integrative Processes Manage Project Integrative Processes Project Integration Processes \u2013 Part 2 Diploma of Project Management."}, null, {"document_url": "http://slideplayer.com/slide/1498827/", "unformatted_src": "/23/6576153/big_thumb.jpg", "src": "https://slideplayer.com/23/6576153/big_thumb.jpg", "formatted_filename": "big thumb", "alt_text": "BSBIMN501A QUEENSLAND INTERNATIONAL BUSINESS ACADEMY."}, null, {"document_url": "http://slideplayer.com/slide/1498827/", "unformatted_src": "/7/1733976/big_thumb.jpg", "src": "https://slideplayer.com/7/1733976/big_thumb.jpg", "formatted_filename": "big thumb", "alt_text": "Should You Establish a Project Management Office (PMO)?"}, null, {"document_url": "http://slideplayer.com/slide/1498827/", "unformatted_src": "/24/6945271/big_thumb.jpg", "src": "https://slideplayer.com/24/6945271/big_thumb.jpg", "formatted_filename": "big thumb", "alt_text": "Copyright \u00a9 2003, eePulse, Inc. 1 Transforming Surveys Into Leadership Tools."}, null, {"document_url": "http://slideplayer.com/slide/1498827/", "unformatted_src": "/19/5756902/big_thumb.jpg", "src": "https://slideplayer.com/19/5756902/big_thumb.jpg", "formatted_filename": "big thumb", "alt_text": "The Agile vs. Waterfall Methodologies Systems Development: \uf09e the activity of creating new or modifying / enhancing existing business systems. \uf09e Objectives."}, null, {"document_url": "http://slideplayer.com/slide/1498827/", "unformatted_src": "/19/5743216/big_thumb.jpg", "src": "https://slideplayer.com/19/5743216/big_thumb.jpg", "formatted_filename": "big thumb", "alt_text": "Lecture 3 Strategic Planning for IT Projects (Chapter 7)"}, null, {"document_url": "http://slideplayer.com/slide/1498827/", "unformatted_src": "/12/3349327/big_thumb.jpg", "src": "https://slideplayer.com/12/3349327/big_thumb.jpg", "formatted_filename": "big thumb", "alt_text": "Components of a Product Vision/Strategy"}, null, {"document_url": "http://slideplayer.com/slide/1498827/", "unformatted_src": "/31/9739845/big_thumb.jpg", "src": "https://slideplayer.com/31/9739845/big_thumb.jpg", "formatted_filename": "big thumb", "alt_text": "~ pertemuan 4 ~ Oleh: Ir. Abdul Hayat, MTI 20-Mar-2009 [Abdul Hayat, [4]Project Integration Management, Semester Genap 2008/2009] 1 PROJECT INTEGRATION."}, null, {"document_url": "http://slideplayer.com/slide/1498827/", "unformatted_src": "/30/9537371/big_thumb.jpg", "src": "https://slideplayer.com/30/9537371/big_thumb.jpg", "formatted_filename": "big thumb", "alt_text": "ANALYSIS PHASE OF BUSINESS SYSTEM DEVELOPMENT METHODOLOGY."}, null, {"document_url": "http://slideplayer.com/slide/1498827/", "unformatted_src": "/26/8521883/big_thumb.jpg", "src": "https://slideplayer.com/26/8521883/big_thumb.jpg", "formatted_filename": "big thumb", "alt_text": "Project quality management. Introduction Project quality management includes the process required to ensure that the project satisfies the needs for which."}, null, null]
B usiness P rocess I mprovement John Reeve Director Business Process Engineering Interloc Solutions TRM DC MUG.

Published byAnnabelle East Modified over 3 years ago


Presentation on theme: "B usiness P rocess I mprovement John Reeve Director Business Process Engineering Interloc Solutions TRM DC MUG."— Presentation transcript:

2 BPI P roject F irst S teps Define the Puddle Define Project Scope Identify Organizational elements Deliverables Summation of all findings Prioritized Action List Success factors Value Add Chart Roadmap Forward

3 If you want truly to understand something… … try to change it ---- Kurt Lewin B usiness P rocess I mprovement Create BPI Project Internal Staff Get everyone involvedInterviews – horizontal and vertical Simplify and Standardize Visualize the way it could be; KPI ; Auditing Continuous feedback from all If you did this who would be Project Sponsor? How long do you think a BPI project might last?

4 BPI starts with BPR Business Process Review is intended to promote simplification in process, standardization of procedures and productivity improvement across entire enterprise. The BPR is also intended to make processes adaptable so that they can easily be adapted to changing customer and business needs; and position the organization to be actively involved in continuous improvement on a daily basis. Specific goals include: Review organizational roles & responsibilities Evaluate work group communications & cooperation Solicit working level input in terms of complaints/solutions; and for management to review these ideas, and consider for action. Verify all aspects of CMMS system including software, process & organization as it relates to the maintenance function Strengthen knowledge in areas of industry best practice. Identify the most important improvement opportunities followed by appropriate actions. Identify learning opportunities Enhance methods for providing customer satisfaction Also, review condition of Foundation Data The focus is on ROLES – not job titles; and interface points to CMMS; and an understanding of the end game How well do they communicate? This is a defining BPI statement Consultant tips and tricks; benchmarking Training on CMMS concepts Depending on Industry this could be very important

5 Understanding Modeling Simplification Standardization Eliminate fear of change Understand complete process; Eliminate work confusion; Perform benchmarking Consolidate and integrate; Eliminate recurring failures; Eliminate unplanned delays Eliminate process variations; Implement standardized KPIs; Measure performance In addition to continuous improvement sometimes you have to step back and perform a multi-department review (which is a BPR). start at end of process and work back B usiness P rocess I mprovement As with most new projects this is the #1 fear by user community 5S – who can name these? Henry Ford benchmarking How? Look for isolated, standalone databases containing maintenan ce related data enforcement

6 CMMS Software Upgrade Typical CMMS Software Upgrade Activity List Migrate data A to Z Rebuild screens new architecture Rebuild reports Add a new Worktype Train users on version changes _______________________ This is a system change; but it is a change at a micro-level, i.e. piecemeal It is not necessarily part of a larger review (macro-level) spanning the entire maintenance process which would review ideal methods for work categorization across the entire enterprise in relation to Key Performance tracking, management reporting needs and industry best practice. B usiness P rocess R e-engineering Who is currently upgrading software versions?

7 Would you be totally shocked if I told you most of your processes are outdated and ill-serving? How did this happen? Change is Happening A good design 5 years ago may no longer make sense today. External Influences Internal Influences New Products New Trends New Versions New thinking Aging staff Bill Gates Architecture Twitter


9 Version Upgrade vs Business Upgrade Every 2 years, or there about, the IT department says we gotta upgrade. And, the software vendor says you gotta upgrade But where is the department or group responsible for process improvement? How important is process improvement compared to changing versions? When is the last time the Maximo Administrator tried to survey every user or principal user group and ask them, Hey, hows it goin? Draw Org Chart…; Find BP Mgr Total Cost of Lost Opportunity

10 Put Business Upgrade on its own Schedule Solution Who can do this? Use CMMS as a true knowledge base R / R procedure

11 Lets Get Started Establish BPI team. Start with Executive meeting. Allow Team Lead to present to Executive team, but then, have management present BPI concepts and purpose to the working level. Schedule meetings to include working group (vertical silos) -plus- job role (horizontally across multiple work groups). Make these brainstorming sessions. Be good listener Carefully record inputs Unless an organization is prepared to expose itself to a system where feedback can be given on all issues then the opportunity to create real improvement (and buy-in) may be suspect. Tell working level they can say whatever is on their mind Job planners / schedulers Once comfortable, then move to flowcharting AS-IS and TO-BE

12 Overall Process Establish Project Identify Sponsor Identify Scope Find Budget Establish Team Create Schedule All-Hands Meeting Setup Smaller Work Group Meetings; ensure working level has representation Prepare Questions -- but allow for free format (and controlled venting) Identify Rules, Policies, Guidelines, Procedures, and Regulations; self- imposed or external Record Problems, Issues, Concerns, Complaints Seek Simplification, Standardization Ask for solutions to problems; and New Ideas Encourage Process Improvement; Think Outside the Box Categorize all feedback into Problems, and, Recommendations Create Value-Add Chart; Prioritize List Setup Hierarchical KPIs Establish To-Be Flow Charts Establish CMMS Procedures Establish Clear Roles and Responsibilities Establish Post Implementation Audit process Seek Input from all Levels Record this input in a formal punchlist CMMS Functional Team needs to review and prioritize Identify potential payback

13 BPI tips and tricks Listen closely. Observe interaction. Allow venting. Record comments, complaints, concerns. Ask for solutions. Dont let someone gripe forever without giving an idea for improvement. Back at the office quickly write these up. Record source of information. Store in categorized punchlist. Take pictures – people & whiteboard notes. Note: it is important that no specific software by name is mentioned during this process in order to remain unbiased. The goal is to re-define the process and establish a go-forward CMMS requirements list which emphasizes client/user needs as well as industry best practice. It is easy to complain; but a lot harder to recommend a viable solution

14 Successful CMMS Operation Explain the end game; why/how are we using this data? Proper data categorization is critical to maintaining comprehensive equipment & repair histories and form the building blocks for reliability, asset performance management, and financial optimization. Continually ask for feedback; involve working level Fight for Details. If you arent getting the information you need let them know. Help them to understand why its important. Make them part of the accountability team. Proper CMMS input is critical; one of the most important steps is work order closeout

15 Typical Questions for each Session Name of group and attendees. Role for each person/group. Identification of bottlenecks, problems, complaints, issues – software or process or organization related; also ask for recommendation for improvement. Describe any communication problems. Circle back to policies and regs. Maybe no written reqmt. Maybe tribal knowledge Ask for current work flow (separate out by emergency versus routine) What work categorization methods/process exist Ask: what is Reactive maintenance? Do you have a strategy for reducing reactive maintenance? Describe current analytical/status reports and KPIs – what are they Ask if there are other database(s) containing maintenance related data – including paper/files? Current CMMS system roles & responsibilities (who touches it) (perceptions – good or bad) Describe current materials management process – good/bad Describe planning and scheduling capabilities & knowledge Define/describe methods for failure analysis Define/describe methods for backlog management Describe methods for linking work to locations and assets; ask about spare parts Ask about mobile solution benefits/usage Start thinking about future designs. Ask them for their insights. interview 80-90% of all user sites never setup resource leveled WS

16 Setting Up KPI Hierarchy #4 - - Measure & Control

17 Store Notes in Organized Format Critical Success Factors Problems Solutions Assemble / Group most Common Problems Link Problems to Solutions

18 Categorize each Suggestion Multiple Ways Tip: consolidate like requests into one entry – but maintain count of duplicates.

19 Create Weighted Priority – as BPI team Priority ---- Overall significance; relative ranking of importance Level of Effort ---- This factors in-house man-hours or consultant man-hours in scoping, designing, coding and testing - plus documentation and training. Payback ---- This is the cost benefit which might be realized after a period of time, i.e. 3 yrs These three values were setup numerically where it made sense to combine mathematically (Rank column). In this case the higher the number the most beneficial it is to implement.

20 If you dont know where you are going, you will probably end up somewhere else. --- Sidney Heyward

21 Identify Future Perfect Capture ideas from anyone Go to the Top. Find out where they want to go and how they want to get there. Let them explain their vision and where they see the CMMS role. Encourage openness and availability by all levels of management and plus input/concerns from anyone. Paradigm shift Stretch goals Thinking outside the box Brainstorming Benchmarking Encourage user feedback Ask consultant to share tips & tricks A good consultant should know: Most common complaints by maximo user community Your industry Maximo product weaknesses Tips and Tricks for use

22 Put it all Together In terms of changes and future requirements: Discuss internally with your BPI team Identify critical success factors; link user input to these categories Identify issues as software, process or organization Record source Link to CMMS application (abbreviation) Link Problems to Solutions

23 R o a d m a p F o r w a r d

24 In Summary

25 Defined BPI Project and Explained How You can do this Identify organizational roles, policies & regulations, and CMMS software utilization (and design elements) Seek knowledge in many areas including benchmarking, research, user forums, internal staff feedback, and consultant expertise. Identify future opportunities along with payback. Assign weighting. Convert this list to a management tracking list to be managed by CMMS functional team. Identify / document gaps from current design (software, process and organization) to future opportunities. Identify roadmap on how to address these gaps and a schedule showing a phased implementation. Roadmap

26 It takes all three to build a System BPR – this is what we do

27 NO YES Questions?

Download ppt "B usiness P rocess I mprovement John Reeve Director Business Process Engineering Interloc Solutions TRM DC MUG."
 How to Document A Business Management System Computers: Tools for an Information Age Anytime, Anywhere Access Benefits Functionality Work Order Administration Dispatch Work Order Work Order Details New Work Order Additional Functionality. 1 EMS Fundamentals An Introduction to the EMS Process Roadmap AASHTO EMS Workshop. The Marketing Plan Chapter 2. Section 2.1: Marketing Planning  Good marketing requires good planning Research your company Study your business environment. Chapter 13: Developing and Implementing Effective Accounting Information Systems Copyright © 2003 by Prentice Hall Computers: Tools for an Information Age Chapter 14 Systems Analysis and Design: The Big Picture. En1hanced Performance. Enduring Results. Insert: Title of Improvement Read Out Date:. 2 Objectives for Today’s Session Share results of improvement effort Demonstrate fact-base, analytical approach. Should You Establish a Project Management Office (PMO)? Copyright © 2003, eePulse, Inc. 1 Transforming Surveys Into Leadership Tools. The Agile vs. Waterfall Methodologies Systems Development:  the activity of creating new or modifying / enhancing existing business systems.  Objectives. Lecture 3 Strategic Planning for IT Projects (Chapter 7) Components of a Product Vision/Strategy ~ pertemuan 4 ~ Oleh: Ir. Abdul Hayat, MTI 20-Mar-2009 [Abdul Hayat, [4]Project Integration Management, Semester Genap 2008/2009] 1 PROJECT INTEGRATION. Project quality management. Introduction Project quality management includes the process required to ensure that the project satisfies the needs for which.

