Scribd Logo
Upload

Welcome to Scribd!

  • 11 views

    Sban - Report Group 5 1

    Uploaded by

    Meila Gomez
    The document discusses business process analysis and reengineering. It defines business process analysis and outlines its 5 steps. It also discusses process mapping, performance metrics, key performance indicators, and the 7 principles of business process reengineering.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd

    Sban - Report Group 5 1

    Uploaded by

    Meila Gomez
    11 views20 pages
    The document discusses business process analysis and reengineering. It defines business process analysis and outlines its 5 steps. It also discusses process mapping, performance metrics, key performance indicators, and the 7 principles of business process reengineering.

    Original Title

    SBAN_REPORT-GROUP-5-1

    Copyright

    © © All Rights Reserved

    Available Formats

    PDF, TXT or read online from Scribd

    Did you find this document useful?

    Is this content inappropriate?

    The document discusses business process analysis and reengineering. It defines business process analysis and outlines its 5 steps. It also discusses process mapping, performance metrics, key performance indicators, and the 7 principles of business process reengineering.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    11 views20 pages

    Sban - Report Group 5 1

    Uploaded by

    Meila Gomez
    The document discusses business process analysis and reengineering. It defines business process analysis and outlines its 5 steps. It also discusses process mapping, performance metrics, key performance indicators, and the 7 principles of business process reengineering.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    of 20

    Business Process Analysis

    GROUP 6
    Gubal, Angelica Nicole D.
    Lim, Mary Ann P.
    Magpantay, Janella S.
    Business Process Analysis (BPA)
    — is a systematic approach to examining
    and evaluating an organization's
    business processes.

    — It involves identifying, documenting,


    and analyzing the current processes to
    identify bottlenecks, inefficiencies, and
    areas for improvement.
    Business Process Improvement
    (BPI)
    — It is your discovery guide, showing you
    the in’s and out’s of your business
    processes.

    — It is a practice in which enterprise leaders


    analyze their business processes to
    identify areas where they can improve
    accuracy, effectiveness and efficiency and
    then make changes within the processes
    to realize these improvements.
    5 steps of Business Process Analysis
    1. Review how your processes fit into work flows
    - Your processes should all lead back to larger
    initiatives and business goals. Processes are the “how” of
    your business—this is how we achieve our goals. But
    they should connect to your “why.”

    2. Collect information on what’s happening now


    - This is the data gathering stage. Interview
    key stakeholders, create surveys, and review
    associated KPIs and metrics.

    3. Analyze and map your data


    - Process mapping helps you create a flowchart or
    other visual map of the current sequences and steps so
    you can better visualize processes. In this layout, it’s
    easier to identify patterns and gaps in your process flow.
    5 steps of Business Process Analysis

    4. Identify opportunities for improvement


    - During the analysis step, you’ll identify redundancies
    and gaps. These are prime areas for improvement.

    5. Make changes
    - Business process improvement (BPI) is where you
    take action on everything you’ve learned. After your
    BPA, you’ll use BPIs to adapt and make changes to
    your processes with a focus on increasing profitability.
    Business Process Analysis Methods
    — Root cause analysis: Use this analysis to identify
    the foundation of your processes and ensure it
    connects back to your company’s larger goals.

    — SWOT analysis: SWOT is an acronym that


    stands for strengths, weaknesses, opportunities,
    and threats. This can be a helpful analysis
    because it gives you insight into how your
    processes are succeeding and where they can
    improve.

    — Gap analysis: Gap analyses show you what’s


    missing in your processes when compared to your
    Process Mapping and Optimization
    — A planning and management tool that visually
    describes the flow of work.

    — It is also called a flowchart, process flowchart,


    process chart, functional process chart,
    functional flowchart, process model,
    workflow diagram, business flow diagram or
    process flow diagram. It shows who and what
    is involved in a process and can be used in
    any business or organization and can reveal
    areas where a process should be improved.
    Types of Process Mapping
    — Detailed Process Map: provides a much
    more detailed look at each step in the
    process
    — Value-Added Chain Diagram: unconnected
    boxes that represent a very simplified version
    of a process for quick understanding
    — Rendered Process Map: represents current
    state and/or future state processes to show
    areas for process improvement
    PROCESS MAPPING EXAMPLE
    Performance Metrics
    — Performance metrics are used to measure
    the behavior, activities, and performance
    of a business. This should be in the form
    of data that measures required data
    within a range, allowing a basis to be
    formed supporting the achievement of
    overall business goals.
    Types of Performance Metrics to track
    1. Business performance metrics track and assess
    specific processes within a business, such as
    sales, marketing and profitability. This allows for
    comparing data against established objectives or
    goals. The resulting data from tracking
    performance metrics helps businesses determine
    where to make adjustments to reach set goals.
    2. Sales metrics measure an individual’s or a team’s
    performance in sales of a business’s products or
    services. Common sales performance metrics can
    include sales action, lead generation and retention
    and key performance indicators like total revenue
    and customer reach. Companies track sales
    metrics by comparing these actions to sales goals
    the team or company sets. Monitoring each area
    will provide valuable insight into how a business’s
    sales methods are working.
    Types of Performance Metrics to track
    3. Project management performance metrics are
    used to measure the effectiveness and profitability
    of a project. From the first assignment brief to its
    completion, the processes within each stage of a
    project are measured and compared to goals and
    objectives. This data can offer insight into how the
    project should be completed
    4. Employee performance metrics assess
    employees’ productivity and efficiency in reaching
    established benchmarks that contribute to the
    overall growth of a business. Tracking employee
    performance metrics helps managers can
    influence adjustments or make necessary
    improvements to help employees reach their work
    What Are Key Performance Indicators (KPIs)?

    — Key performance indicators (KPIs) are


    quantifiable measurements used to gauge
    a company’s overall long-term
    performance. KPIs specifically help
    determine a company’s strategic,
    financial, and operational achievements,
    especially compared to those of other
    businesses within the same sector.
    Categories of Key Performance Indicators (KPIs)
    — Strategic KPIs are usually the most high-level.
    These types of KPIs may indicate how a
    company is doing, although it doesn’t provide
    much information beyond a very high-level
    snapshot.
    — Operational KPIs are focused on a much tighter
    time frame. These KPIs measure how a
    company is doing month over month (or even
    day over day) by analyzing different processes,
    segments, or geographical locations.
    — Functional KPIs hone in on specific
    departments or functions within a company.
    — Leading/lagging KPIs describe the nature of the
    data being analyzed and whether it is signaling
    something to come or something that has
    already occurred.
    Business Process Reengineering (BPR)
    — It is a management practice in which the related
    tasks required to obtain a specific business
    outcome are radically redesigned to improve
    efficiency, effectiveness and performance.

    — By critically examining and redesigning business


    processes, BPR can also improve other business
    aspects, such as cost, output, service, speed and
    quality. BPR helps organizations to fundamentally
    rethink how they do their work.

    — BPR can be effectively implemented in


    organizations of all sizes and across various
    industries.
    How does business process
    reengineering work?
    The principles of business process reengineering
    were laid out by Hammer and organizational
    theorist James Champy in "Reengineering the
    Corporation: A Manifesto for Business
    Revolution," which became a national bestseller.
    To achieve significant improvement in quality, time
    management, speed and profitability, the authors
    urged businesses to follow these seven principles:
    — Organize around outcomes, not tasks.
    — Identify all the processes in an organization
    and prioritize them in order of redesign
    urgency.
    How does business process
    reengineering work?
    — Integrate information processing work
    into the real work that produces the
    information.
    — Treat geographically dispersed
    resources as though they were
    centralized.
    — Link parallel activities in the workflow
    instead of just integrating their results.
    — Put the decision point where the work
    is performed and build control into the
    process.
    END OF PRESENTATION

    THANK YOU!
    BOOK REFERENCES:

    You might also like