Marketing And Communicating BPM Essay

Question:

Discuss about the Business Process Management (BPM).

Answer:

Marketing and Communicating BPM

In any business undertaking, any new initiative to be rolled out must consider some key factors that will enable stakeholders to understand the entire process accurately and exhaustively. Therefore, proper communication must be put in place to enable complete comprehension of the process and to avoid future malfunctions of the system. According to Swan, the majority of business people are not process-oriented. They rely a lot on experience, which is repeated severally even if the process is a faulty one. Marketing entails putting the BPM into a way in which it is easier to comprehend (Zairi and Sinclair, 1995). It is noted that at the beginning it was difficult for employees to accept using ARIS because they could not properly understand the BPM. This made the team to devise a more friendly language to explain the aspects and concepts about BPM. According to Debra Boykin, they have put strategies to speak to the business units in a language that everybody is able to understand. He says that it is important to put the business models together and in a manner each and everyone understands (BPM CBOK, 2013).

Since the BPM involves the entire IT aspects, which may sometimes pose difficulties in understanding, it needs proper orientation and explanation in order to be successful. The aspects of IT are needed in the business process units in order for some processes to be accomplished. Therefore, it is important to incorporate and interface IT solutions with other processes in the project by experts who can explain everything accurately and efficiently to the non-professionals to understand. It is important that those assigned projects are professionals and experts in that project being undertaken (Al-Mashri, 2002).

Implementation of BPM

The implementation of the BPM model at Coors is aimed at driving job design, training and developing strategies that would ensure a smooth running of the business. The project looks at the expandability that will rise the company’s brewing capacity (van der Aalst, 2004). The business requested the BPM team to come up with the scope of the business enterprise with the help of the enterprise model. The BPM was successful in analyzing project at the Coors Company. The team summarized by noting that the process involved executing the supply chain at level 0 and then sourcing materials and services at level 1. The majority of the processes were developed from scratch. The main aim of the BPM team was the identification of the scope of the Coors Brewing Company as a business. The BPM team was involved in modeling 42 main areas of concern. The first step was to come up with a process model that encompasses responsibilities, systems, types, time, and frequency (Coulson-Thomas, 1995).

The project time lasted for six months with the BPM consultant and experts working round the clock on the models that are meant to be tried in the business. The second step involved creating a custom ARIS report in Microsoft Excel to indicate activity through the roles and function attributes. This makes it easy for employees to learn and understand different attributes by just putting commands on the IT device. The third step involves analyzing data. This entails documentation of data by the IT department. It is important that the models used are analyzed and operators are assigned each task with allocated time for completing each task (Seethamraju, 2012). Timing is necessary for the tasks done because each task must be completed within a specified time. Businesses are required to take the challenge of estimating the time they use in solving the problems and that they use in doing the actual tasks. Though the tasks may pose a challenge to employees, it is important to identify the challenges and look for their solutions if possible. However, it is quite difficult to anticipate the problems that will occur along the way during the execution of the project.


The BPM Team used the data and information they gathered to determine the number of workers it would require to manage the firm. Consequently, the next thing to undertake is developing the organizational design. The planning and training of operators are based on the process models including the instructions and directions should be derived from the models. The project to be undertaken should demonstrate the value they have added to the company’s product. The future of Coors Brewing Company depends on the process models. The process models are used to support input to plants and design people that would run the operations of the firm. The engineers applied the models to design and come up with appropriate IT equipment. The system of IT is one that may need software for automation; therefore, experts may need to link all the required design models including codes. The work of the team made it easier for Shenandoah to have a language that is in line with strategic business models and standards (Mahmoodzadeh, Jalalinia and Nekui Yazdi, 2009).

Process monitoring via dashboards

The team carried out a pilot study in which they were able to discover that one of the plants in Coors firm had a long turnaround time that could be improved. Furthermore, a dashboard contains such items like dimensions and average downtime, turnaround time, and lag time. The technology encompasses the flow of the actual processes and displays it in graphics where the team can analyze the flow against the actual flow to identify the flaws and check the compliance of the process (Wysocki, 2004). This technology is called the ARIS PPM technology. It has the ability to identify the person who initiated the activity. Managers to identify whether an employee is adequately skilled to do the work he is assigned, or whether the employee requires training to carry out the responsibility can use the information obtained. During piloting, the team discovered some flaws, that when corrected, would relieve the company in terms of expenditure. If the data is incorrectly entered, there may be inaccuracies and inconsistencies in the work orders that would result in malfunction of the system (van der Aalst, 2012). The PPM pilot only used the SAP data but other data that captures duration may be incorporated.

Process analysis for staffing

During the time the SAP was in the process of implementation, the management of Coors was laying off a number of employees. The BPM team learned of the same in a meeting they had with the staff. The team went ahead to intercept the job titles and positions of those people who were to be laid off. The team intervened by explaining to the Human Resource Manager the importance of all the employees in the firm. It was important to have the employees during the modeling process because some tasks had to be carried out by all departmental holders (Weske, 2012). Thus, the SAP modeling revealed that all the employees are needed during the process, so they had to be retained for BPM process to be successful.

Six Sigma

It is noted that the Six Sigma has no place in BPM at Coors because it does not apply in handling large scale business operations. It is only strong in specific undertakings, and more so applied in measuring results. However, the BPM work with small units of the business, implementing them to help identify how to measure the human performance, they do not refer to this as Six Sigma.

References

Al-Mashari, M. (2002). Business process management major challenges. Business Process Management Journal, 8(5).

BPM CBOK. (2013). 1st ed. Lexington, KY: ABPMP.

Coulson-Thomas, C. (1995). Business process re-engineering and teleworking. Business Process Management Journal, 1(2), pp.47-57.

Mahmoodzadeh, E., Jalalinia, S. and Nekui Yazdi, F. (2009). A business process outsourcing framework based on business process management and knowledge management. Business Process Management Journal, 15(6), pp.845-864.

Seethamraju, R. (2012). Business process management: a missing link in business education. Business Process Management Journal, 18(3), pp.532-547.

van der Aalst, W. (2004). Business process management: a personal view. Business Process Management Journal, 10(2).

van der Aalst, W. (2012). Business process management: a personal view. Business Process Management Journal, 10(2).

Weske, M. (2012). Business process management. 1st ed. Heidelberg: Springer.

Wysocki, R. (2004). Project management process improvement. 1st ed. Boston: Artech House.

Zairi, M. and Sinclair, D. (1995). Business process re-engineering and process management: A surveyof current practice and future trends in integrated management. Business Process Management Journal, 1(1), pp.8-30.

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