How well are you serving your customers and how is each department contributing to this? When focusing on value adding activities, an accurate Process Model is key, both for measurement of the added value as well as the institutionalization of an efficient flow of work. Process Modeling and measurement can be supported with Process Mining.
BPM focuses on improving corporate performance by managing business processes. It establishes end-to-end responsibilities, breaking down the functional silos, no longer relying on a pure functional decomposition of tasks and activities. This shifting of the way companies organize themselves, as we have seen in recent years, has major repercussions on managerial responsibility, workforce adaptability and strategy. No longer is effectiveness and efficiency of individual departments the pivotal differentiator, but how effective all departments in the Value Chain are able to provide an end-to-end service to the customer.
A Value Chain, as defined by Michael Porter, is a set of activities that a firm performs in order to deliver a valuable product or service to the market. The Value Chain will differ per company and per Industry the company is operating in. Each activity is measured according to its contributions to the end product, either as direct (Primary) value adding activity or as an support activity. Knowing the contribution of the activities, their relationships and inter-dependencies (i.e. the Process) is essential in Value Chain management. BPM through Value Chain management helps you in identifying improvement opportunities by e.g. eliminating non value-add activities.
Essential to BPM and the Process Architecture is the concept of Process Ownership. A Process Owner is a subject matter expert responsible for planning, modeling, measurement and improvement of a process. As stated earlier, no longer is managerial responsibility attributable to functional silos, but to the efficiency and effectiveness of end-to-end processes (or parts thereof). Business Process ownership must be implemented throughout all organizational and process levels.
Most Process Owners assume to have a good understanding of their processes by prescribing the ideal processes to be used. In reality, inconsistencies, deviations and variations will exist between end-users, products, countries, channels, departments etc. With recent developments in Big Data and hardware processing power, tooling is now available that can support the mining of your actual processes, even on a case-by-case granularity.
Process mining is an automated, systematic approach to identify, analyze and monitor any business process. It relies on verifiable event data within IT systems and replaces manual process discovery, which is inherently affected by human interpretation and is often incomplete and time consuming.
Regardless of the process you are looking to visualize, analyze and measure, Process Mining is an essential discipline for any Process Owner.
“Process mining can be used to identify any Business Process quickly”
The model that is output of Process Mining includes process diagrams, written in the standard Business Process Management Notation (BPMN) and can be used as input for BPM since it is not idealized but provides the model as it is executed in reality.
Talk to one of our experts to understand how we can support your organization in Management of your Business Processes
Eric Hellemons Call: +31 6 18 84 61 98 E-mail: email@example.com
Enno Kroesen Call: +31 6 38 78 79 57 E-mail: firstname.lastname@example.org
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