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Growing your business with BPM
- 1. Growing Your Business with BPM The JSR Micro Story
- 2. 2 The JSR Micro Story Discuss how a growing organization leveraged BPM to scale its operations effectively and efficiently: Company, situation and strategic objectives Key results Key components of the BPM program Three example processes Summary of best practices
- 3. JSR Micro, Inc. Background 3 Established in 1990 Subsidiary of JSR Corporation Facilities in US, Europe and Japan Largest Photoresist supplier to semiconductor manufacturers Recently added Energy & Life Sciences requiring rapid growth
- 4. 4 Removing Obstacles to Growth 1. New Product Lines 2. New Customers 3. New Employees 4. New Business Processes Situation Objective Maintain product & service quality Keep admin overhead under control Speed up adoption of new and changed business processes Continue to satisfy stringent customer, legal and financial audit requirements
- 5. 5 Goals for the BPM Program For Key Business Processes: Ensure consistent, structured process execution Ensure complete, accurate audit documentation Improve throughput time: eliminate processing delays Minimize overhead: reduce manual effort, rework
- 6. 6 Result: Improve Throughput Time 0 2 4 6 8 10 Automate or Remove Steps Accuracy of Data Capture ( < rework) No steps missed (< rework) Visibility & Reminders (< delay) Primary causes of process TPT reduction 45%throughput time improvement
- 7. 7 Result: Minimize Overhead 0 2 4 6 8 10 12 14 16 18 2009 2010 2011 2012 2013 2014 JSR IT Dev Headcount vs. Deployed Processes Headcount Processes 0additional IT headcount
- 8. 8 Result: Audit & Structure “I haven’t yet been asked a question by an auditor that I couldn’t answer by immediately pulling up the data in Intalio.” - VP Global Quality 0audit issues
- 9. Pulling the program together 9 2. Iterative Execution Framework 3. Process Focus and Process Ownership 4. Flexible Technology Controlled, linear workflow Compliance Focused Dynamic case management Collaboration Focused JSR Strategic Objectives 1. Clear, Actionable Program Goals
- 10. Scope of the program: all aspects of operations 10 Research & Development Purchasing & Logistics (3) Purchase Requisition, SKU Request, Material Transfer Planning & Trade Compliance Manufacturing, Engineering & QC (3) MSDS Request, Specification Change, Process Change Organization Support (4) IT Request, Near Miss Report, Maintenance Request, Visitor Registration Sales, Customer Service & Quality Assurance (5) Issue Management, Price Quote, Customer Compensation, Engineering Support, Sample Request Customers Finished Product Product Reqts. Delivered Product, Returns 3a 5a 1a 2a Product Reqts. 8a Suppliers 6b Vendors3rdPartyMfg 9b 6a 9a 10a 7a Demand Forecast 2b 3b 4.a 4b 5b
- 11. 11 Real-World Examples Let’s drill down into three key processes: issue management, specification change, and engineering support…
- 12. 12 Issue Management: Initial State
- 13. 13 Issue Management: Opportunity 1. Ensure all quality, environmental and safety issues are handled quickly, consistently and compliantly. 2. Provide issue handling history to support a wide variety of audits. 3. Provide “one click” status and process improvement reporting capabilities.
- 15. Stage due date and total closure target date is calculated using rules table (# days from submission) Issue Management: Business Rules 15
- 16. BAM reports pull data in real time, and are highly customizable – allowing filter and drill- throughs into more detailed data. Reports can be exported to PowerPoint, Word or Excel at the click of a button Issue Management: Real-time visibility 16
- 17. 0 100 200 300 400 500 600 2011 2012 2013 2014 Max # Days Open, Valid Customer Complaints Issue Management: Continuous Improvement 17
- 18. Specification Change: Opportunity 18 Ensure that changes to material specifications: Go through appropriate cross-functional reviews Are reviewed and approved by the customer Have all proper implementation steps completed Have complete audit history and traceability in the event of future changes or quality issues Are processed quickly and without delays
- 19. New Request SCB Review Intercompany Review Customer Approval Corrective Action Internal Changes Issuance Closed-Issued Specification Change: Process 19
- 20. New Request SCB Review Intercompany Review Customer Approval Corrective Action Internal Changes Issuance Closed-Issued Specification Change: Tracking 20
- 21. 21 0 10 20 30 40 50 60 70 FY-10 FY-11 FY-12 FY-13 Avg Days Open Median Avg # of Open Specs Specification Change: Continuous Improvement Spec Processing Improvement Trend
- 22. Engineering Support Request 22 Situation: Ad-Hoc process where Sales team requests support from the Engineering team (e.g. obtaining detailed data) Excel Based – hard for Sales to access remotely, inconsistent tracking and status reporting for Engineering. Opportunity: Make it easier for Sales to request support from the engineering team Allow Engineering to respond more quickly and assign the work Allow business “Process Owner” to quickly adapt reporting and data collection “on-the-fly”
- 23. Engineering Support: easy to make requests 23
- 24. Engineering Support: easy to track/manage 24
- 25. Engineering Support: easy to modify 25
- 26. 26 Effort Time Requirement gathering 2 hours Development & QA 3 hours User testing 5 hours TOTAL time to finished application 10 hours Engineering Support: rapid development
- 27. 27 Lessons learned & best practices Guided by Strategic Goals Strong Partnership with Process Owners Process modeling and simplification before automation Re-usable templates & best practices Continuously monitoring results and improving 27
Notas do Editor
- Semiconductor materials – chemicals for lithography as well as consumables like pads for chemical mechanical polish, photoresist for LCDs Energy – lithium ion capacitors – energy recovery in wind power, UPS etc …. Life sciences – chemicals for synthesizing drugs, special polymers and magnetic beads for medical devices
- Audit - Regulatory – ISO 9000, 14000, OSHA 18000. Financial – signature levels; incredibly important for a publically traded company
- When JSR brought me in to help with their program, they already had a very clear idea about what they wanted to achieve, #1 - This focus and the resulting metrics are crucial in what we choose to do and how we do it. What processes will we automate? Which steps can we remove? Will this feature ultimately help help JSR grow it’s business? ------ This is paramount, but there were other key elements we feel have been crucial to our success., --- #2 - an iterative project framework rather than a mega project. Enables us to deliver key processes with the most leverage, establish a baseline of metrics, monitor and improve. #3 –a process focus. What do we mean by this? A) we start with a big picture of all of JSRs business processes and how they interact together – this helped us determine gaps, scope, and where they should integrate. B) every process has a single business owner who understands it end-to-end, is empowered to make decisions on design and improvement and is held accountable for its performance. And c), we always focus on understanding, modeling and simplifying our processes before we automate them. Lastly there is #4 the technology aspect… Intalio BPMS first and allowed rapid development of controlled process applications focused on compliance and rapid adaptation. Create just launched this year for the more ad-hoc and collaborative processes. Let’s talk a little bit about some of these processes and where they are deployed.
- Here is the big picture we mentioned earlier – showing where all the processes fit and how they interact. As you can see, the scope of the program touches all aspects of our operations. There are 15 key processes at the moment, owned by some core functions you can see on the slide – but the processes enable collaboration and integration between them all.
- Many different types of issues that have to be tracked and resolved, oversight under different rules - ISO 9000, ISO 14000 (env), OSHA 18000 (safety) as well as supplier – complaints, internal audits, etc Tracked on a variety of excels inconsistently – hard to keep on top of it to make sure issues get resolved, very hard to generate indicators to improve.
- Basic common input form to define the issue and provide attachments. Links to basic DM server. There are different issue sources and types – e.g. customer complaint, customer audit, internal audit, and so on. If the EH&S group needs to be involved, it can also be designated as EH&S impacting. There are definition buttons that can be clicked to help the submitter determine this as well as the priority. The request must flow through the key stages outlined here in this sequence – if there is a customer impact, it must be contained first, then a root cause analysis must be done, resolution put in place and verified, and so on. The Intalio process guides the request through these stages in the correct order
- Depending on the source, type and priority, a business rule is used to calculate a target date for different stages to be completed. These targets are refined as the process is improved, they narrow.
- Many automated indicators, just a sampling here because the data is confidential. Can break out complaints by product type, by manufacturing line, by customer, by type, to do a pareto analysis and see where the most problems are. Can also do trends to see how this is changing over time. Detailed log in BAM where you can drill into the details and see the approval history.
- What is a specification change? Alters the specification for the material – allowed tolerances, composition etc of a product. There is also a similar process for altering the manufacturing process itself. Customer might make a request or there might be an internal source for the change. Opportunity… The results have been very positive, having dropped from just under 60 days to 22 days on average- thanks to automation, visibility and process analysis. Issuance by the QC team; storage on file, distribution to customers and manufacturing team.
- Technically – a relatively simple process. Input basic information to categorize your request for processing. Depending on categories and request type, different approvals and processing steps are needed later. Attachment for your specification.
- Internal changes are tracked as they are made and depends on the spec category and type. The datestamping on each of these steps is used to identify bottlenecks or issues and work on them to get the throughput time down.
- Just launched this year iPhone/iPad requests in the field vs. Laptop, VPN and Excel. Automated notification and workload reporting vs. weekly meetings and email scramble.
- Easy for sales to input status in the field without signing in via vpn, check status of request in the field using mobile device
- Engineering can respond and manage the work through a simple status process and call up a diagram to show in context where the request is
- Business process owner or sales can edit reports and forms on the fly as needs change – ability to add or change a field very quickly as needs change.
- Strategic Goals – we didn’t implement BPM just to make things run faster – after all, you could be going very quickly in the wrong direction. The strategic goals we discussed earlier were guidelines in every phase of the program: from selecting what to do, to making requirement and design decisions, prioritizing test cases, and so on. Process owners – a strong partnership with business managers - responsible for the whole process end-to-end, accountable for its performance, accountable for process and system design. Helped us to ensure the processes and systems we were designing were optimized across functional lines to deliver the business results. Having one ultimate decision maker for the business greatly simplified the design, and that owner can also drive improvement. Templates – developed and tested solid technical approach to many different scenarios (different types of approvals, request processing, system integration) and use those as building blocks when doing requirements and design. Consistency, speed from our end, but also the customer appreciates not having to start from a blank slate when designing processes. Continuously Improving – continuous improvement is a core part of JSRs culture as well as the BPM program - that there is periodic review of process performance (business process, as well as technical) . The toolset allows changes to be made very quickly.