BPM Strategies for Manufacturing Organization
While selecting a BPM technology and implementing for the next generation IT systems or applications, we expect visible rewards to validate the investment. Utilization of assets while enhancing customer satisfaction and product quality with a lower total cost is considered as a significant incentive for an IT system upgrade. New systems for manufacturing are no different, which might provide better visibility control and synchronization among the multi-site plants operation.
In order to unleash such business benefits, the implementation of your next generation IT services needs to be successful, which is measured in terms of how fast it got implemented and rolled out to world, how easily it got accepted both internally and externally form the partners.
Every one has heard about the stories, implementation went wrong, project got run to over budget, missed the scope, not accepted by all the stack holders and delays. In consequence of this we here that project got lost, people lost jobs and originations lost investment and in the end it was a waste of time, resources and efforts. Therein lies a big challenge to uncheck all of these option.
In order to achieve such success in IT system up gradation, an important obstacle need to be sorted out, that the new system must be integrated with the existing IT system. It must integrate users daily performing tasks both unstructured and performed beyond the confines of application or structured, controlled by these application, Further it should not operate as single body rather it needs to collaborative IT infrastructure.
What is the best approach for achieving seamless IT system interoperability and other project objectives while completing your project on-time and on-budget?
The foundation for an answer lies within a paper entitled: “The Effects of Process Orientation on Customer Satisfaction, Product Quality and Time-Based Performance” by Kohlbacher M., which was presented at the 29th Annual International Conference of the Strategic Management Society in Washington D.C. in October 2009.
The paper is a Case Study of about 120 BPM implementation done in Australian Manufacturing organization. Findings of this paper indicates that “Process orientation” – done within the discipline and confines of BPM (Business Process Management) was been display significant improvement in operation when implementing new IT systems. We have already completed a decade in BPM, it is significant that whenever BPM is implemented as a part of new IT systems leads to better synchronization, product quality, interoperability, faster delivery and in turns greater revenue generation.
While much emphasis is given to the technology side of BPM but very less attention is given to implementation methodologies and best practices. The purpose of this paper was less technical and more of strategic, implementation based. This paper discuss about how to assist in implementation, setting up governance policy, strategically choosing team and deploying Center of excellence.
BPM in Manufacturing
BPM usage is widespread in manufacturing primarily, because it vialbility in providing interoperability between systems, peoples. Common reason lies in the flexibility with which BPM works which includes ease of use and deployment as these requirement are becoming increasingly important in Manufacturing as it is undergoing through extensive transformation.
Additionally, there seems to be an increasing desire for best practices as a way to enhance Lean, Six Sigma and other continuous improvement initiatives. These requirements add further pressure for a flexible system capable of supporting frequent changes.
Downside to this, it requires greater planning initiative, objective orientation and evaluation. Center to all of this lies the governance of both project and process improvement. Although governance is critical in all types of process improvement and IT projects, it is of particular importance in BPM implementations.
Power : Keep it Centrally