W11 - Redesign Principal and Tactics (2)

W11 - Redesign Principal and Tactics (2)

In this chapter, 3 types of redesign principles and tactics are mentioned and they are:
1. For restructuring and configuring around processes
    - Lose Wait
    - Orchestrate
    - Mass-Customize
    - Synchronize
2. For changing information flows around processes
    - Digitize and Propagate
    - Vitrify
    - Sensitize
3. For changing knowledge management around processes
    - Analyze and synthesize
    - Connect, collect and create
    - Personalize


In this article I would like to express my own opinion for the tactics of developing knowledge management.


- Analyze and synthesize


Interactive analysis and synthesis capabilities around a process should be enhanced so as to generate added- value. The implication is that both the executors and the customers of process would become more and more knowledgeable and better outcome of process is expected.
In many time, "what-if" analysis could generate combinations or possibilities that are not common to tell which is precious to think carefully. Good decisions are always generated by this way.

 - Connect, collect and create


Data and information could be found by uncountable ways around us. But capturing valuable, intelligent and reusable knowledge around processes is not an easy way. Thus firstly we need to define procedures to collect this kind of precious knowledge. For instance we could create expertise maps and yellow-pages related to the processes, or build knowledge repositories that can be reused to enhance the performance of the process.

- Personalize


It is about the preference and habits of participants in the processes. Knowledge management is initially constructed by capturing customers preference and the ways the staffs do in daily operation. So learning preference of customers and doers of a particular process through profiling could help.

W13 - Redesign Supply Chain Processes

Reference

http://help.sap.com/saphelp_nw70/helpdata/en/47/280426df448e4b9b9a70c5bdbad0b2/content.htm
http://test.b2blearningcenter.com/rosettanet-primer/rosettanetprimer-3.html
http://msdn.microsoft.com/zh-tw/library/aa475436(v=bts.10).aspx
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W13 - Redesign Supply Chain Processes

Brief Introduction of Ch13


This chapter mainly focus on the redesign of enterprise supply chain processes. It first defines Supply Chain as the the flow of materials, information, money, and services from raw material suppliers through factories and warehouses to the end customers .

The entire supply chain is formed by enormous number of enterprise with different level of production. For example, the direct supplier of a toy manufacturer are components manufacturer, plastic and box makers. Oil refinery, sheet metal and lumber company are the suppliers of components manufacturer, plastic and box makers respectively. Hence, you can see that the each companies form a bond to the their suppliers and buyers, and eventually form a supply chain with strong bonding.

With a such a long and sophisticated chain, misalignment no doubt exists as e-process, information and knowledge could not be transferred with zero error.  To tackle this, faster business process reconfiguration, faster business processes execution and faster learning processes should be achieved. 

Partner Interface Process (PIP) 

And by adopting Partner Interface Process (PIP), it could allow trading partners to improve communication with each other as well as offer more collaboration with the exchange of business information electronically. In particular, supply chain companies are able to facilitate speed, efficiency, and reliability, while reducing company costs. 

Also, through RosettaNet standards, these trading partners are able to realize gains associated with reducing inventory, improving order-processing time and customer satisfaction with regard to product cycle time-to-market.RosettaNet PIP Clusters are categorized into 8 main parts :

0) RosettaNet Support

1) Partner Product and Service Review

2) Product Information

3) Order Management

4) Inventory Management

5) Marketing Information Management

6) Services and Support

7) Manufacturing

W8 - Process Redesign

Reference:
http://www.igrafx.com/index.html
http://www-01.ibm.com/software/integration/wps/

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BPR Software 

In lecture 8, The detailed steps and processes of Phase 3 Process Redesign are discussed and they are the followings :

1.Finding out the process scope,
2.Setting up process redesign goals with concrete process performance targets,
3.Defining process boundaries,
4.Identifying key process issues,
5.Collecting useful data, and
6.Business process reengineering software

This article will mainly discuss the

Why BPR Software?

The challenge historically has been how to get IT and business professionals working together on this task. Developers and their business counterparts speak different languages, use different terminologies, and have different knowledge backgrounds. While business uses business-process models, IT uses UML (Unified Modeling Language) models. Integration and transformation between the UML and BPM models guarantee good communications, avoid costs associated with miscommunication, and reduce a project's duration.

Therefore, A tool is needed to narrow the language gap to guarantee successful communication.
And BPR software plays the role.




The following 2 example shows the features of BPR Software.

IBM Business Process Manager - WebSphere Process Server

Both the business process models and UML transformer activity model the business environment, but utilize two different notations and differ in their focus and the elements of relevance.

While the UML model's focus is on software systems, the ingredients and components, BPM process models' foci are the business goals and how these goals can be accomplished. However, both UML models and business process models do share common elements. The WebSphere , working with the UML Transformer, has the capability to address these common elements and transforming them between the two applications.

iGrafx Process for Enterprise Modeling


To help organizations achieve business process excellence,  a powerful process diagramming and enterprise modeling software that addresses the complete range of visual communications is needed.  iGrafx Process could facilitate
the process modeling and simulation functionality.

With the hierarchical process description, communication between processes could be managed and amendment could be flexibly arranged.

Summary

The existence of language gap between IT and business professionals when working together on one task is not a news. In recent years WebSphere Process Server developed by IBM and iGrafx are powerful tools that assist animated simulation, case generation and analysis and graphical representation of process timeline.