1. QAD Business Process Management (BPM)
Making the Case for BPM
MWUG – March 24, 2015

2. Agenda Setting the Stage Building Your Case Three Samples
Making the Case for BPM – March 24.15
Agenda
Setting the Stage
Building Your Case
Three Samples 2

3. Making the Case for BPM – March 24.15
QAD BPM 3 3

4. Defining Business Process Management (BPM)
Making the Case for BPM – March 24.15
Defining Business Process Management (BPM)
Focuses on continuous improvement of cross-functional, end-to-end business processes
Process improvement methodology and discipline essential ingredients for success
Require a specific set of process skills and talents in order to be truly effective
BPM tools can greatly accelerate and institutionalize process improvements 4

5. Select Menus to Explicit Processes
Making the Case for BPM – March 24.15
Select Menus to Explicit Processes
When Use BPM Versus Process Maps
Complex business rules, alerts, & approval levels
Visually see task & process status
Standardize across domains
Process & Task browses with priority
Broader scope of business process capabilities
Timers, escalations, audit trails, durations 5

6. It’s All About Processes
Making the Case for BPM – March 24.15
It’s All About Processes 6

7. Making the Case for BPM – March 24.15
Building Your Case 7

8. A Business Case is not necessarily straight forward!!
Making the Case for BPM – March 24.15
Introduction
A Business Case is not necessarily straight forward!! 8

9. Business Case Development Process
Making the Case for BPM – March 24.15
Business Case Development Process
Identify Business Objectives and Key Processes
Identify Process Focused Gaps
Determine Best Process
Business Case
Monitor, Refine Results 9

10. Business Case Development Framework
Making the Case for BPM – March 24.15
Business Case Development Framework
Strategy
Process
Metric
Q-Scan’s Help Maximize
Considerations
QAD Solution?
Best Practice?
Key Process 10

11. The Role of BPM Making the Case for BPM – March 24.15 Iterate Design
Project Commitment
Form Core BPM Process
Project Team
Design
Assess
Implement
Model
Iterate
Modify
Monitor
Continuously Adapt
And Promote Success

12. Making the Case for BPM – March 24.15
Balancing Act
Value
Readiness 12

13. Strategy & Process Alignment
Making the Case for BPM – March 24.15
Strategy & Process Alignment
Cost
Leadership
Differentiation
Niche
Specialization
Manufacturing Flow
Replenishment
Shipping
Product Development
Customer Relationship Management
Customer Service
Marketing Flow
Order Fulfillment 13

14. Making the Case for BPM – March 24.15
Readiness Assessment
Are your processes clearly defined? How were they defined? What tools or approaches were used? (Six Sigma, Kaizen, Lean)
How do you currently manage your processes today? (Paper forms, Excel, Lotus Notes or some other approach.)
What experience does your company have with BPM?
How do you expect your business processes to change over the next couple years? How have they changed in the past 5 years? 14

15. Making the Case for BPM – March 24.15
Maturity 15

16. Making the Case for BPM – March 24.15
BPM … the People Side
Organizations divided into multiple business units, with their own processes, and systems.
Rigid department-level boundaries
Identifying key wastes and the constraints limiting performance may become personal
Result? Employees are uncommitted. 16

17. Making the Case for BPM – March 24.1517

18. QAD BPM: Value Proposition
Making the Case for BPM – March 24.15
QAD BPM: Value Proposition
Efficiency
Overcome process limitations & automate manual processes
Run the business the way you want
Foster collaboration and communication
Visibility
Monitor end-to-end process
Bring broader stakeholders into process execution
Agility
Process innovation and change
Move away from silos
Reduce time to change processes
Cost
Maintenance and upgrades
Long change cycles
More rapid implementation or upgrade 18

19. Making the Case for BPM – March 24.15
Visual Map 19

20. Can You Get It Done? Candid Appraisal Costs Money and Takes Time
Making the Case for BPM – March 24.15
Can You Get It Done?
Candid Appraisal
Costs Money and Takes Time
Technical Competence – subcontract?
Don’t Do It Alone
Functionally
Procedurally 20

21. Making the Case for BPM
– March 24.15
Four Examples 21

22. Supplier Invoice Approval Process:
Making the Case for BPM – March 24.15
Supplier Invoice Approval Process: 22

23. Customer Specific Needs
Making the Case for BPM – March 24.15
Customer Specific Needs
Payments on purchase orders, blanket purchase orders, check requests, travel advances and travel expense vouchers, petty cash, and freight bills.
Invoices allowed without PO:
Freight
Emergency Maintenance
Travel agency
Hotels for visitors
Temporary
Electricity
Phone (fixed and mobile)
Customs 23

24. Customer Specific Needs – Cont’d
Making the Case for BPM – March 24.15
Customer Specific Needs – Cont’d
Managers and designated employees are allowed to approve up to the following amounts for non PO invoices:
Up to $300 Employee/Assistants
Up to $10,000 Departmental Managers
Up to $20,000 Vice President for Business & Finance
Over $30,000 CEO
Scan of invoice can be attached in order for approver to view invoice directly from the approval process.
Approved invoice can also be locked for payment for any reason, also identified with specific status. 24

25. Invoice with PO Process Flow
Making the Case for BPM – March 24.15
Invoice with PO Process Flow 25

26. Invoice Without PO Process Flow
Making the Case for BPM – March 24.15
Invoice Without PO Process Flow 26

27. BPM - High Level: With & Without PO
Making the Case for BPM – March 24.15
BPM - High Level: With & Without PO 27

28. BPM - Check for Missing Information
Making the Case for BPM – March 24.15
BPM - Check for Missing Information 28

29. Making the Case for BPM – March 24.15
Simulation Results 29

30. Making the Case for BPM – March 24.15
Simulation Report 30

31. Aftermarket Services:
Making the Case for BPM – March 24.15
Aftermarket Services: 31

32. Aftermarket Service Example
Making the Case for BPM – March 24.15
Aftermarket Service Example 32

33. Customer Specific Needs
Making the Case for BPM – March 24.15
Customer Specific Needs
Approvals currently managed manually.
Engineer gets any required approvals from the appropriate approval team before order is entered in QAD.
Engineer requesting part calls approval team to get approval, and lets regional team know who approved requested parts.
Once approvals are received, the regional team enters order in QAD.
All approval requests, tracking, and reporting are done manually.

34. Making the Case for BPM – March 24.15
Benefits
Approval process steps automatically routed within QAD, and have all related data and approval history available in QAD for tracking and reporting.
Utilize “vanilla” QAD functionality as much as possible
Manage alerts and notifications
Enable Approval tracking, reporting, and history

35. Making the Case for BPM – March 24.1535

36. Making the Case for BPM – March 24.15
Form Builder 36

37. Product Change Control:
Making the Case for BPM – March 24.15
Product Change Control: 37

38. Farm Frites – BPM PCC Example38 38

39. Inherit data from paper to QAD
PCC Process Situation
The form of new product
Inherit data from paper to QAD
Completing specific data per domain (also double-entry)
Transfer from department to department 39

40. Create new article starting process in QAD
PCC Process BPM
Create new article starting process in QAD
Monitoring data for each process step
Parallel execution of tasks
Direct steering colleagues 40

41. Comparison Existing vs BPM
CURRENT PROCESS
Many chased/ follow-up calls
Possible errors by manual control
Little transparency in process
QAD customization is needed for optimization
BPM
Tasks Overview by user
Automatic control
Understanding lead times by logging
Using without customization simple optimization 41

42. Making the Case for BPM – March 24.15
Questions? 42