- 1 - © Minder Chen, Methods and Tools for BPR An Integrated Framework for Methods and Tools for BPR Process Modeling Methods and Tools –IDEF0: Notation, Technique, Tools, & Analysis –Functional Flowchart Activity-Based Costing Supporting Technologies for BPR Activities –Groupware –Process Simulation –Organization Modeling Tools

- 2 - © Minder Chen, A Framework of Integrating Methods & Tools for BPR Elicit semi-formal process and data models Construct/ revise static business process models Analyze the dynamics of the process Analyze the activity costs of the process information of a process semi-formal process model cost and performance data compared to the baseline performance data activity cost data Target information system generated finalized process model Model Elicitation Tools (GroupSystems V) ABC Tool (IDEFCost, Easy ABC) Simulation Tool ( SIMPROCESS, iThink) CASE & Workflow Mgmt. Tools (IEF, ADW) Construct/ revise business data models Data Modeling Tools (ERWin, BDF) Construct formal IS models & generate information systems semi-formal data model Pro. Modeling Tools (IDEFine, BDF, Design/IDEF)

- 3 - © Minder Chen, Standard Flowchart Symbols Activity Movement/ Transportation Decision Point Paper document Delay Storage Connector Begin/End Annotation Direction of process flow Transmission

- 4 - © Minder Chen, Functional Flowchart (Process Mapping) Customer Service Credit Checking Inventory Shipping Begin Enter Order Check Credit Yes Order Processing Update Inventory Ship order End PROCESSPROCESS  CYCLECYCLE  ACTIVITYACTIVITY Wait for shipping No Customer

- 5 - © Minder Chen, TeamFlow from CMF at

- 6 - © Minder Chen, IDEF0 Notations Function Inputs Outputs Controls Mechanism Legends Process Order Customer order Processed order Order processing policy Order processing system Order processing clerks Work schedule

- 7 - © Minder Chen, Process Modeling for BPR Process 1. Entry Conditions 2. Exit Conditions 3. Decomposition Inputs:  Materials  Information Suppliers Requirements Outputs:  Materials  Information Customers Satisfiers Controls Constraints Specifications Schedules Mechanism Systems Personnel Resources Infrastructures Costs

- 8 - © Minder Chen, ICOM in IDEF0 The ICOM of a function represents certain system principles: Inputs are transformed into outputs, controls constrain or dictate under what conditions transformations occur, and mechanisms describe how the function is accomplished. "Inputs are transformed by the function into outputs according to controls, using mechanisms." An IDEF0 box and its ICOM can be described as: I C O M

- 9 - © Minder Chen, Definition of ICOM Input: Describe resources or data that are needed to perform the function and are transformed by the function into outputs. Control: Describe the conditions, rules, procedures, or circumstances that govern the execution of the function. An arrow is a control unless it obviously serves only as input. Each function should have at least one control arrow. Most of controls are in the form of data. Output: The data or objects produced when the function is performed. Mechanism: Define the supporting mechanisms that carry out the function. A mechanism may be a person, an organizational unit, a physical device, or a computer program.

© Minder Chen, An Example of an IDEF0 Diagram NODE:TITLE:NUMBER: AØFMaintain Repairable Spares (FEO) pg. 4-5 Asset (after repair) Remove & Replace 1 Schedule into Shop 2 Inspect or Repair 3 Monitor & Route 4 In-service asset Detected or suspected malfunction, or Item is scheduled for bench-check Replaced asset Man-hour standards and personnel availability Spare asset Asset (before repair) Repairable asset Assets awaiting parts Replacement or original (repaired) Status records Completed asset Spare or NRTS Source: Integrated Computer-Aided Manufacturing (ICAM): Functional Modeling Manual (IDEF0), June 1981, p. 4-5.

© Minder Chen, IDEF0 Diagrams as Constraint Diagrams Function A B C

© Minder Chen, IDEF0 Model Structure A0 A4 A-0 A GENERAL DETAILED The diagram A0 is the "parent" of the diagram A4. I1 I2 C1 O1 Abstraction Refinement I1 I2 O1 C1

© Minder Chen, Node Tree Manufacture Product A1 Plan for Manufacture A11 Assume a Structure and Method of Manufacturing A12 Estimate Requirements, Cost, Time to Produce A13 Develop Production Plans A14 Develop Support Activities Plan

© Minder Chen, Node Index A0 Manufacture Product A1Plan for Manufacture A11Assume a Structure and Method of Manufacture A12Estimate Requirements, Cost, Time to Produce A13Develop Production Plans A14Develop Support Activities Plan A

© Minder Chen, ICOM Balancing: The Match Must Be Complete and Consistent Parent Diagram Detail Diagram 1 Parent Box This arrow is a control from the parent This arrow continue on the parent This arrow is an input from the parent

© Minder Chen, ICOM Codes Are Written on the Detail Diagram This is C2 below This is C1 below This is C3 below This is I1 below This is I2 below Box of Parent to be Detailed This is O1 below This is O2 below C1 C2 1 2 I1 I2 C3 O1 O2 ICOM code must be written at the unconnected ends of all boundary arrows except for A-0 diagram and on tunneled arrows. 3

© Minder Chen, Tunneled Arrows Tunneling an arrow at the unconnected end indicates that the data conveyed is not relevant to or supplied by the parent diagram. Tunneled Arrows at Unconnected Ends Tunneled Arrows at Connected Ends ( ) Tunneling an arrow where it connects to a box indicates that the data conveyed is not necessary at the next level of decomposition. ( )

© Minder Chen, Tunneled Arrows and ICOM Codes A0PARENT DIAGRAM A2DETAIL DIAGRAM corporate policy Control will not be shown on detail diagram This arrow is still labeled as C3 status report to controller's office Output not shown on parent diagram ( ) I1 C1 C3 O1

© Minder Chen, Attributes of Processes Basic –Name –Description –Author –Audit trails Performance data –Importance: Core, Critical, Strategic –Value Added: Business, Customer, None –Cycle time: Mean, Variance, and Distribution –Cost/Unit

© Minder Chen, Process Evaluation Eliminate Simplify Combine Make them concurrent Automate Create value-adding processes

© Minder Chen, Adding Value, Not Cost and Time

© Minder Chen, Inputs Evaluation Type: Data, Material Performance: –Quality –Cost/Unit: include cost of processing purchase order, shipping cost, cost of the inputs, and inventory cost. –Delivery timeliness –Volume: Average and peak Reduce the cost of inputs. Alternative sources of inputs. Ensure timeliness of inputs delivery.

© Minder Chen, Controls Evaluation Relocate or retime controls Reduce unnecessary controls Embed controls as part of the process Let the workers who perform the process conduct the checking. Improve the procedures and guidelines of the process. Empower workers to learn and think and give them authority to make decision to make changes and improvements

© Minder Chen, Mechanism Evaluation Who should perform the process? Are tools used for performing the process adequate? What are emerging and matured techniques, tools, and information technologies that may help the improvement of process productivity or effectiveness? What is the cost of the resources in employing the mechanism? Are there alternatives? Are there adequate training programs for employees in using tools and methods?