Business Process Management
MIS 471
Agenda
Syllabus
Ground rules
Class Activities: Break the ice Slides in this presentation contain
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Class Activity
Load
dish- Serve
washer meal
Bring
menu
Take
Collect order
Collect payment
laundry Unload
dish-
Brush
washer
grills
Collect
laundry
Clean
kitchen Greet &
Sweep surfaces
Present & mop seat
bill
2
Class Activity
Custo Custom
Greet & Take Bring Serve Present Issue
mer er
seat order menu meal bill invoice
arrived paid
Load Clean Unload
Kitchen Brush Collect Sweep Kitchen
dish- kitchen dish-
is dirty grills laundry & mop is clean
washer surfaces washer
3
Process Thinking
▪ Womack and Jones realized that every business output results from a
process. Process thinking requires leaders and workers to view the organization
as a set of related processes that work together for a common goal rather than a
group of departments supporting a specific function.
These ideas are widely used by organizations in every sector to better design,
track, and optimize business operations. Companies have not done away with
functional departments. Instead, they view the work departments do differently.
Departments don't exist on their terms. Each receives inputs from other functions
and provides outputs that other departments must consume to complete their
work.
Recap: Examples of Processes in Many
Organizations
▪ Quote-to-Order
▪ Order-to-Cash
▪ Procure-to-Pay
▪ Issue-to-Resolution
▪ Application-to-Approval
Give your examples
SLIDE 5
Differentiate
macro
➢ System Thinking
➢ Design Thinking
➢ Process Thinking
micro
SLIDE 6
Chapter 1: Introduction to BPM
Contents
1. Ingredients of a Business Process
2. Origins and History of BPM
3. The BPM Lifecycle
4. Recap
SEITE 7
Chapter Overview
-bus1 Manuals
-5 ,5 SoPM In
.
▪ Business Process Management (BPM) is the art and science of overseeing how work is
consistency
performed in an organization to ensure consistent outcomes and to take advantage of
- Improvment
improvement opportunities. Siys1 1955j
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-55
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▪ The term “improvement” may take different meanings depending on the objectives of the
organization, e.g. reducing costs, reducing execution times, and reducing error rates, but also
gaining competitive advantage through innovation.
▪ Improvement initiatives are one-off or continuous; incremental or radical.
▪ BPM is about managing processes, i.e. entire chains of events, activities, and decisions.
SLIDE 8
Chapter 1: Introduction to BPM
Contents
1. Ingredients of a Business Process
2. Origins and History of BPM
3. The BPM Lifecycle
4. Recap
SEITE 9
Definition of Business Process
95
>
-
.
A business process as a collection of inter-related
events, activities, and decision points that involve a
number of actors and objects, which collectively lead
to an outcome that is of value to at least one
customer.
SLIDE 10
Ingredients of a Business Process
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Trigger &
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SLIDE 11
