2012年4月16日 星期一

Lecture 13: Redesign Supply Chain Processes


References:
[1] Industrial products and services categorization standards
http://en.wikipedia.org/wiki/RosettaNet
[2] Message type and description of RoettaNet message
[3] Message type and description of SWIFT message
[4] Society for Worldwide Interbank Financial Telecommunication
[5] Realising the Benefits of SWIFT for Corporates
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Recap of last lecture
This lecture mentioned misalignments in supply chain of industries may bring along impacts such as low efficiency, higher costs and incompatible data format.  The misalignments aspects included
  • Plug-and-play e-process
  • Information Coordination
  • Knowledge sharing

By increasing the alignment level of electronic interfaces, information flow and information sharing between these supply chain companies, overall beneficial effects would be bring to these companies.  Thus there 3 areas: production processes, manufacturing of new products/services and knowledge sharing, should be of main focus of improvement.  Value creation of the whole supply chain would then be achieved.

RosettaNet is one of the Electronic Data Interchange (EDI) that offers open partner interface processes (PIP), it was joint by over 30 leading companies (totally 500 members, as in April, 2012[1]) within the IT industry. It provides unify guideline and electronic interfaces for the exchange of qualitative information rather than normal transactional/status information.  It based on XML to achieve standard among the global electronic/semiconductor industry.  Thus process implementers would be benefited by getting interactions and information useful for their sub-processes along different position in the supply chain.

Message type and description of RosettaNet [2]

The advantage of RosettaNet over EDI though, is that it provides real-time processing of business data for supply rather than some EDI’s batch-processing.  Moreover, RosettaNet is less complicated to operate when due with larger volume (because of it’s efficiency, specify to use in supply chain industries) than some general EDI, which is more suitable if company is doing an intermediate or even larger e-business.
traditional paper document transactions [6]
purchase order after implementing EDI [6]

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Topic: Brief overview of a similar EDI in the financial supply chain - SWIFT
There are many categorization standards used by business process interfaces.  Example are RosettaNet, SWIFT, ETIM and eCl@ss[1].  Here would review one of the standard interface – SWIFT.


Standard and mission
Society for Worldwide Interbank Financial Telecommunication (SWIFT) is a financial messaging network that exchanges messages across banks.  Like RosettaNet, it is another quite popular interface and used by 239 banks in 15 countries [4].  Instead of using XML like in RosettaNet, it uses bank identifier codes (BICs) to identify exchange message, services and even software.  Therefore, BIC can be identified by well-known financial processing systems; and these standards are maintained under cooperation of international organizations for message defines standards.
Message type and description of SWIFT [3]

Different interface provide different targeting industries.  And for SWIFT, it provides services mainly for securities, treasury & derivatives, cash management and trade services.  SWIFT is also used for transfer of important message among banks, thus one of the feature is that SWIFT allow secure messages sent with encryption standard.  This provides usability to certain business processes among financial institutes that uses SWIFT.  Since it is a common interface rather than a system or database, it does not provide any account information storage or provide system functions such as clearing/settlement.
Major users of SWIFT [4]

Benefits of this interface 
-Reduced operational costs and risks [4]
-Secure, low-cost and connection in global manner
-Flexibility and scalability
-Improved customer service

Other illustrated benefits from the SWIFT website [4]
Further external explanations can be found under section “The Last Mile” in [5]’s website.

Financial supply chain is more the less getting benefits similar to product supply chain mentioned in lecture, this basically covers:

  • reduced delay in processes due to timely and automation after implementing the interface
  • reduction in manual and paperwork processes
  • increased knowledge sharing, this offers better CRM and increase market interaction
  • update/synchronization of information

Conclusion
After studied some other kinds of interface such as the SWIFT above, we can understand that e-business may have at first their own internal standard to coordinate its internal message coordination; however, to increase competitiveness and alignment within the industries’ market players, share of information/knowledge, process alignment are essential steps to keep the business’ interaction up to date with the market.  As a result, PIP or other EDI exchange standards are required to provide along external message coordination to achieve overall efficiency and performance of the business.  EDI standards and interfaces is not just about having a long collaborative process joint by several enterprises, but together business can share and collaborate higher quality information, through having these standards.

2012年4月15日 星期日

Lecture 11: Redesign principles and tactics


Reference:
[1] Redesign principles & Tactics
[3] Fedex – CRM
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Recap of last lecture
Tactics are some corresponding actions that can fulfill a redesign principle
Reason for using principles and tactics - Improve redesign outcome, such as
  • Promote value-add in a process (speed, cost, return on investment etc.)
  • Betterment of non-value adding activities (A&F, internet audit etc.)
  • Reduce resources spend in other things (obsolete activities, valueless complexities etc.)
Principle 1 – Lose wait
  • Reduction in processes waiting time -> create value
Tactics:
  • Concurrency (tasks to be done concurrently instead of sequentially)
    • If processes have different duration -> pass processed resources/information to slower processes, then proceed to new tasks
  • Closed-loop (team people together for quick interaction)
  • Not gating main process (not to delay a core value adding process with support activity)
  • Continuous flow (execute orders in real time, instead of batches)
  • Upstream relieves downstream (prevent bottleneck from affecting lateron processes)
Principle 2 – Orchestrate
  • Enterprises’ joint effort to produce better outcome
Tactics:
  • Partnering, outsourcing (let expertise provider to help with support)
  • In-sourcing (insource a process for fast/better coordination)
  • Routing through an intermediary (middle agent that provide bridge between suppliers and consumers)
Principle 3 – Mass-customize
  • FLEX the process any time, place and way
Tactics:
  • Flexing time (expanding time window)
  • Flexing space (create more options of doing a process)
  • Modularity (reduce path processes to modular processes)
  • Dynamic customization (e.g. BTO cars)
Principle 4 – Synchronize
  • Synchronize the physical and virtual parts of the process
*other principles will be applied and used in the follow case study
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Topic: Revision of redesign principles - case study of FedEx corporation

Fedex Corporation consists of four main segments – FedEx Express, FedEx Ground, FedEx Freight and FedEx Office, plus a few divisions.  FedEx services more than 220 countries, it has 688 aircraft and over 75,000 vehicles as of February 2012.

Fedex.com handles 15 million unique visitors monthly, 3 million tracking requests daily, and 15 million packages shipped monthly.

However, before having BPR, FedEx faced some key issues, such as:
  • Inefficient paper based processes for managing indirect purchase requisitions, ordering and delivery fulfillment
  • Labour intensive and manual processes
  • Need for an appropriate systems to keep all levels of operation in working order
  • Need for implementation of ERP based web and e-commerce system (as the volumn of business grew)

Here, some redesign principles are highlighted here for the 2 BPR carried out

BPR1 - ERP
FedEx spent annually $7 billion on indirect purchases such as subscription, cell phone, pagers, parts etc.

Therefore the selection and implementation of ARIBA B2B e-commerce platform, ARIBA system enabled FedEx to automate transactions on the internet and facilitate ESM (enterprise spending management)

Process
  • Invited its entire supplier circle and invited them to use ARIBA (e-procurement site)
  • Reduced unauthorized spending and administrative costs, and helped them to track spending patterns, and boosted internal efficiency

Achievements
  • Streamlining, some process reduced half of the total steps.  Overall purchasing cycle time reduced from 70% to 20% (purchase request time came down dramatically to 2-4 days, from earlier 17-19 days)
  • Achieve more competitive pricing from suppliers and in turn provide good benefits to its employees (cost saving at around 40%).  Full ROI achieved within 3 months
  • Facilitate spend analysis and purchasing pattern

Redesign principles and tactics
This complies with principle 2 – Orchestra, FedEx by utilizes an intermediary, procurement is done by middlemen between suppliers and FedEx, it saves costs and time, increase efficiency in procurement processes.

Linkages of ERP based system with ARIBA also helped FedEx saves 2 billion pieces of paper annually.  By synchronizing captured information between two systems, FedEx reduced the manual applications and processes, leading to reduction of human error in operations.  Both satisfied principle 5 – Digitize and Propagate, data automation and process paperless, allows shortening of cycle time in daily operation.

BPR2 - CRM
SAP R/3 is a client/server based application, it uilizes a 3-tiered model, by offers a complete development environment, developers can modify existing SAP code and develop their own functions, within the SAP framwork.

Process and achievement
Another redesign is the introduction of SAP to facilitate CRM processes of FedEx.
The SAP R/3 system helps FedEx to gain insights into key accounts, and actively helps monitor, store and track information of customers and prospects.

Moreover, it provided channels to track complaints and returns, customers are able to perform credit return request, product replacement etc., through CRM linkages by the SAP system.

Redesign principles and tactics
According to principle 10 – Personalize, keep track of personal process with personal profiles can increase customer intimacy.  Better returns management, and account management facilitates FedEx’s CRM.  As a result, customer satisfaction and retention are improved.  FedEx’s retain high revenue and performances among other competitors.

And for streamline in all common sales process (including quotations, order and contracts), it provides customers with service representatives with relevant information, thus able to perform effective decisions according to customer requests.  These approaches actually similar to the point concurrency under principle 1 – Lose wait.  The data retrieval, recommendations, quotations, and order etc can be readily prepared by having concurrency between these processes.  As a result efficiency in handling customers’ request is speeded up.

2012年3月18日 星期日

Lecture 7 - BPR Methodologies

Reference:

[1] Prasanta Kumar Dey, "Re-engineering materials management: A case study on an Indian refinery", Business Process Management Journal, Vol. 7 Iss: 5, pp.394 - 408, 2011

[2] S. Muthu, "Business process reengineering: A Consolidated Methodology", Proceedings of the 4th Annual International Conference on Industrial Engineering Theory, Applications and Practice, 01/11/1999

[3] Reviewing Reengineering Methodology, 17/03/2012,
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Recap of the lecture:

Five Phases in BPR Methodologies [2]
Phase 1 - Visioning
  • question on whether BPR is necessary/essential to the company
  • involves great changes to the current situation to the company, needs in-depth planning from the top management to sustain the well-defined vision of the company
  • know well about customers' expectation, the current area for improvements

Phase 2 - Mobilization
  • balance between analysing as-is and to-be process, not to spend all time on to-be
  • understand the current process
  • importance of knowing the as-is: not neglecting the basic functionalities and required workflow after BPR
  • prevent any dislocation of function

Phase 3 - Process redesign
  • produce alternatives for the current situation, that fulfill the strategic goals
  • involves evaluation of each alternative approach, people with similar backgrounds can help in giving opinion for betterment
  • modeling and simulation can be used to compare outcome and efficiency of the alternatives

Phase 4 - Implementation
  • IT infrastructure, organization and people's skills are adjusted to fit the to-be process
  • opposition may occur for the re-engineer process
  • development of transition plan for organization, IS and business policies.  this can be facilitated by using prototype and simulation techniques

Phase 5 - Monitoring and maintaining
  • progress and result of the bpr has to be monitored continuously
  • acceptance and feedback of personnels in the company are taken
  • survey can be used to gather areas of improvement
  • prepare moves for TQM
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Topic: BPR methodology phase revision
(Based on the case study of an Indian refinery)

Underlying reason for having BPR for Indian Oil Refinery – Mis-alignment of the conventional Materials Management

Materials constituted 60% of the total working capital of an industrial organization, however inefficient materials management has led to great loss of productivity.  Below is the illustration from case study on general BPR methodology (5 phases).

Phase 1:
With inefficiencies in the business process, many of the business process are running in unfavorable states.  These processes led to productivity decrease, loss of assets (e.g. materials) in the companies, rise in operating cost (e.g. accumulate of non-useful stock) etc.  The executive triggering issues are referenced below [1]:


Process prioritization
The prioritization was recognized by the overall scores of the attributes, which are graded according to the customer value structure.  CVS included the identification of customer in the process, and attributes of customers’ value.

Phase 2:
Mobilization: to formulate to-be processes, meetings were hold with participants in the BPR project.  It is used for understanding the areas for improvement for the current business processes.  In this case study, different functional groups’ executives were invited to a 5 day workshop.  Things to be discussed include the re-engineered process, as well as some essential steps such as mapping of current process (AS-IS), mapping re-engineered process (TO-BE), identifying assumptions, determining benefits and paradigm shifts etc.

This is one of the AS-IS process for investigation during the BPR meeting workshop [1].  Originally, a series of steps are gone through for one of the Material Management process.  The steps are illustrated by the case study.

Phase 3:
For the materials planning and procurement process, proposed process are formulated to fulfill the strategic goals of BPR, like increasing the overall efficiency.  Thus the process redesign are highlighted as following (2 are included here).
  • Single window clearance
  • More IT oriented system


Phase 4:
When talked about the implementation, the involved functional group and organization/people skills are adjusted to fit-in the implemented processes; in this case IT systems are incorporated.  From the above 2 re-engineered process, new unit called the CIPU was comprised into part of the IT system [1].  It retrieves specification for each material, which can be updated by correlated user departments (it also consists of an updated vendor database).  Thus, purchase proposals can be much easier done by the system after in-coming offers received.  Related personnel are trained to utilize the new CIPU system.

Phase 5:
Lastly, for monitoring and maintaining, the actual processes are evaluated.  Action projects are carried out to monitor the daily operation [1].

These projects ensured success practicing of new processes (TO-BE) within the business process.


Conclusion
There are quite a number of similar BPR methodologies practiced by many real world BPR projects, and they share common phases with only small differences.  Such differences can be due to the unique nature of certain businesses, which requires particular procedures/process re-designed to allow optimal BPR.  However, by looking at the Indian Oil Refinery case, we can easily identify the similarities of proposed BPR methodology learnt in class with the phases available above. 

2012年3月4日 星期日

Lecture 6 - Basics of BPR (2)


Reference:
[1] A Look at the Components of Leavitt's Diamond, S. Thakur, 31/07/2011
[2] Total Quality Management, G. Viswanathan, retrieved 03/03/2012
[3] Business process management, Wikipedia, retrieved 03/03/2012
[4] Just in time of McDonalds, 21/06/2011
[5] HK McDonalds: New versus Old, 20/08/2008, http://blog.hoiking.org/2008/08/20/1206/
[6] McDonalds let me wait too long, 12/04/2010,

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Recap of the lecture:

The Leavitt Diamond
The Leavitt Diamond suggested that all organization is made up of 4 main components: People, Task, Structure and Technology.  It proposed the interaction between the 4 components determines the fate of an organization.  If one of the components is changed without complementary adjustment, an unbalance state will exist in the organization.  For example, update in an organization’s information system will require training of people to use the new system.  In this way swift handover to the new system can be guaranteed without sacrifice in efficiency, or chaos due to new adaptation. [1]

Total Quality Management (TQM)
TQM is the improvement of customers’ experience through continual improvement of quality of its products and services.  The objectives of TQM include providing superior quality at a cost the customer is willing to pay, and shortening response time to customer needs.  Other explanation and reasons for failure for TQM can be found in here [2] (Ezine Articles)

Business Process Management (BPM)
BPM is a management through processes method which helps to improve the company's performance in a more and more complex and ever-changing environment [3]

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Topic: Case study of Hong Kong McDonalds: how BPR cooperated with TQM helps food ordering process

In the old days, Hong Kong McDonalds prepared a base amount of food items in the ready-to-serve food rack.  Cashier served food by picking the corresponding food from the food rack, during each order taken.

BPR - Made for you (MYF) 
However, starting in year 2008, Hong Kong McDonalds practiced the Made-for-you food preparation flow.  Upon each customer’s order, the order will be shown immediately in the kitchen’s computer screen.  Kitchen staffs then prepare the food instantly, the just-made food items will then be fetched to the counter front.  Customers are then taking the food order in a food tray or take-aways.  The process’ criteria for success are planned to use 90 seconds or less.



This MFY business process can be regarded as the Business Process Regineering for the Hong Kong McDonalds franchise, which advertisement campaign were carried to advertise the betterment and freshness brought out using this new system (business process (BP))The MFY BP was actually originated in USA McDonalds in the early 1998.  With the aid of computer systems, POS system are linked to the kitchen computer screens, orders received can be transmitted to kitchen while those completed can be notified to the counter front, using touchscreen monitors.  The motivation of practicing MFY is to enhance food freshness (by preparing the food right after customers’ ordering, food is served hot and fresh) and significant reduction of food wastage (past: foods placing in the buffer area were discarded, if they were in the buffer for a prolonged time without customer’s order; now: will not happen).  The later also helps reduces McDonalds expenditure in wasted food material and disposal cost.

However, problems were generated such as:
  • 90 seconds of food preparation target were often unmet
  • Food order were taken quickly in the cashier, but food orders “piled up” as the bottle-neck occurred in the MFY food preparation [5]
  • For customers, food completion queuing time was much lengthened.  Customers can no longer enjoy the instant food purchase experience (AS-IS) as in the past, and have to stand for a long time (TO-BE) [6]
  • Exist chances of several staff fetching food for the same order (i.e. “Collision” occurs), time wasted due to coordination problem [5]
  • Original counters staff swapped to be the food fetcher, some counter POS counters are closed.  Unused counter space are wasted [5]


The MFY was not always positively commented in Hong Kong, mainly with the following reasons:
  • MFY cannot be applied in Hong Kong using same way of USA McDonalds.  Breakfast and lunch time is short to many people in HK, especially during rush hour.  People cannot afford to a long queuing time.
  • MFY requires extra effort/kitchen manpower to tackle each unique order, but labor cost is not cheap in Hong Kong, it is no practical to hire more people in each store to reduce the time impact

TQM - PDA assisted food ordering, food preparation workflow optimization...
MFY on one hand, significantly improved the food quality and solved the food wastage problem; but on the other hand revealed area of optimization to the business process.  Thus, improvement measures are implemented in TQM to better the services quality, including the long waiting time problem.

Firstly, during peak hours such as afternoon in McDonalds (e.g. HungHum station, Admiralty center etc.), certain crew may circulate between the ends of queue.  Using a wirelessly connected PDA, the crews help queue end customers to pre-order their food, and produce a printout so that upon customer’s reaching to the counter, they can pay and take the pre-made “just made” food almost instantly, this reduced the queuing time for food fetching.

Another practice is the better control of food preparing crew’s workflow.  In order to prevent “collision”, crew can select their duties (fetch a particular order) before each fetching action.  This reduced the chance of 2 crew fetching food for the same order.

During accumulation of several orders in the same counter, the cashier may in turn help the fetch action, because the bottle-neck may exist between the kitchen and the counter.  Idle time for cashier can reduced using this optimized workflow.


BPM and role of IS in improving Quality
The use of wireless PDA ordering system helps simplify the food ordering processes, as well as significantly reduction in the cycle time of ordering food.  The improvement of service quality (in terms of short queuing time) can retain time sensitive customers.  Thus using the above mentioned TQM approaches, the benchmarking standards (90 seconds for food serving) can be met. 



Execution: Executes the required steps of the process
  • Perform TQM practices, such as using PDAs to take order, improve exist casher-kitchen system (IT based)

Monitoring: Tracking of individual processes, so that information on their state can be easily seen 
  • Identify areas of improvement after each improvement made

Optimization: Identifying the potential or actual bottlenecks and the potential opportunities for cost savings or other improvements
  • Swap crew’s from idle to bottleneck areas, to optimize workload and reduce customers’ queuing time

Design: Identification of existing processes and the design of "to-be" processes
  • The cashier can help with the fetch process

Modeling: Takes the theoretical design and introduces combinations of variables
  • Draft policy: if paid order accumulated up to a certain number, the cashier start helping in the fetch process


Conclusion
BPR and TQM practices helps Hong Kong McDonalds outperform the other fast food chain’s record that also practiced JIT, such as MosBurger.  BPM continues to increase the value of service to customers and helps the overall business processes align with its corporate strategy and the business environment.

2012年2月12日 星期日

Lecture 5 - Basics of BPR (1)

From this lecture, we gain a deep understand on how B, P and R integrate together to form BPR, which can actually be applicable to many of the businesses in our daily life.  This chapter throughout, gave a strong emphasize on the term “process”.


Recap of main points:
B – Business, is
  • What service and/or product we(business) wish to provide to the business’s customers
  • Mainly developed from “the eyes of the customers” (i.e. outside-in)

P – Process, is
  • The way of delivery the involved business’s service and/or product to the customers
  • Involves “input” and “output” (definition)

B to P (BP), is
  • Is the transformation from Bureaucracy to Customer-Centric (i.e. from “not related to the customers’ wants” to “fulfill customers’ wants”)  
  • Satisfying and lure customers’ long interest onto your OWN business, but not the others
  • Increase efficiency by converting “streamline process on every person” to “divided, specialized process for a group” -> thus splitting into dividable “processes”

R – Reengineering, is
  • Huge leap of business by practicing better process arrangement, not just small improvements/optimization
  • Increase overall efficiency of most business elements

BP to R (BPR), is
  • Focus on PROCESS
  • Huge changes, bringing up business operation to a new level
  • AS-IS (not improved) going to TO-BE (improved) [2]



Analysis of BPR’s impact on restaurant –
Semi traditional restaurant versus fast food chain restaurant


As it may not be easy to find a comparison selling exactly the same type of food, a comparison is done based on similar business (both serving food to customers); with vary differences on their service, operation etc.



A basic comparison between...

Kam Fung Restaurant (Wanchai, Spring Garden Lane)
Mcdonald
(Wanchai, Hopewell Centre)
Food availability
-     Sell upon available (every day); else customers have to choose other food
-    Availability predicted by manpower
-    Usually constant supply of all food are maintained

-    Availability maintained by IS
Way of ordering food
-     Noted down on a piece of “ordering sheet”, pay upon finishing meal
-     POS ordering, pay before taking food
Max. speed/volume of order processing
-     Slower, lesser
-     Fast, High
Preparation of food
-     Separate paper fetch by hand to kitchen, received by chef/food fetcher, then start cooking; serve specific order(s) at one time
-     Food order show immediately at kitchen, immediate preparation and serve; serve several orders concurrently
Size
-     Small team
-     Larger team
Promotion of staff
-     Usually same position for staffs throughout operation
-     May include several promotion of outstanding staffs
Culture
-     Simple, unique culture
-     Corporate culture

McDonalds, being a fast food restaurant, originates from a traditional restaurant (barbecue restaurant)[1].  However, after turning into franchise with major BPRs, it transformed into a restaurant serving enormous number of customers for each of it’s branches in Hong Kong, as well as other places.  This example is not implying that every company must undergo BPR to maintain business (as many businesses value on other areas, such as quality, uniqueness, originality, loyalty with customers etc.). 

However, BPR helps archiving a number of business objectives throughout the business cycles.[3]  This included:
  • Dramatic productivity improvements -> MD’s volume of selling food is increased
  • Dramatic product and service quality improvements -> in terms of MD fast food’s quality control, normalize of food standard
  • Cost reduction/ efficiency gains -> centralized kitchen of MD reduces food processing and storage cost in each branch; accountancy and logistics are also improved
  • Improve in organizational quality -> shareholders may enjoy stable growth of company, because of better IS practice in the company
  • Increase of market coverage!!! -> this is the objective of many businesses


Other impacts:
  • Customer satisfaction (outside-in perspective achieved) -> as service quality can be maintained to a certain level, by optimizing business processes in terms of processing speed and responsiveness
  • Better business anchor among the same industry

Reference: