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Enterprise Business
Process (EBP)
Enterprise business process (EBP)
is "the end-to-end (cross-departmental, and often, cross-company)
coordination of work activities that create and deliver ultimate value to
customers."2
"Running a business without an enterprise business process
plan is analogous to preparing for a big game with only a roster of key
players, no play-book and no practice."1
Enterprise-wide Business
Process Management (EBPM)
EBPM, representing the third-wave of Business Process
Management, is "a deliberate and collaborative approach to
systematically and systemically managing all of a company's business
processes."1
EBPM addresses the pressing need of the
new knowledge-drive economy to integrate business process
thinking with
strategy,
organizational
structure and people issues.
It requires that your executive team lead and manage differently and
think more systemically about your business.
Benefits of EBPM
"Because multiple
value chain participants must
collaborate to deliver value, they must all participate in process analysis
and design - and achieve team learning. Only with the visibility provided by
process management can end-to-end processes
be understood, anomalies spotted, redundancy eradicated and inefficiencies
eliminated.
Process management integrates everyone and everything once;
thereafter, process design, transformation and experience take place freely
and continuously, not as a series of infrequent, long-winded, piecemeal and
distracting "integration projects" for each new process design. In this way,
participants truly learn about the process and the side effects of change on
the business," say
Howard Smith and Peter Fingar.3
Case in Point
Benefits
of EBPM
Source:
Agenda, Michael Hammer
The payoffs of
process
mastery can be breathtaking. Costs melt away, quality goes through the
roof, and time spans shrink to a fraction of what they were. In 1999 Hammer
and Company surveyed dozens of companies that had adopted the process
approach to work and business.
-
In order fulfilment, cycle times had
typically decreased by 60% to 90%
-
"Perfect orders" (those delivered on
time, with no mistakes) had increased by 25%
-
The cost of performing procurement
transactions had been slashed by more than 80%
-
Procurement times had shrunk 90%
-
In product development, the percentage
of successful launches rose by 30% to 50%
-
The time required to bring a new
product to market was shortened by 50% to 75%
These improvements in process performance
paid off in the critical enterprise currencies of
customer satisfaction,
customer retention, and
corporate profits.
The good news is that these remarkable
improvements are not atypical. In fact,
they are the norm. The bad news is that achieving them requires a
wholehearted commitment to process and an abandonment of the
thinking and practices inherent
in functional organizations.
Cross-functional Management
Cross-functional management (CFM)
manages business processes
across the traditional boundaries of the
functional areas. CFM relates to coordinating and
synergizing the activities of
different units for realizing the superordinate cross-functional goals and policy deployment. It is concerned with
building a better system
for achieving such cross-functional goals as
innovation,
quality,
cost, and delivery...
More
Competitive Strategies
Growing Demand for
Systems Thinking
Today's end-to-end business processes are
dynamic systems. The goal of systems thinking is to manage the rapidly growing complexity of the
worlds of business and technology...
"End-to-end business processes are dynamic
systems, but today's business professionals are generally not trained in
general systems thinking. Too often constrained to a perspective limited by
ingrained business practices, rigid scripts and structured input-output
work, few professionals have a wide-angle view of, or experience dealing
with, end-to-end business processes."2
6Ws of Corporate Growth
To achieve
sustainable corporate growth, you and your people should live the
principles of
6Ws of corporate growth.
The "Six Ws" what, why, who, when, where and how are very powerful
words. Use them constantly to seek, either from yourself or from others, the
answers needed to manage effectively.
-
Know HOW:
know how
compete,
innovate, organize
business processes,
market, and
sell...
More
29 Obstacles To Innovation
The Jazz of Innovation: 11 Practice Tips
The
New
Era of Systemic Innovation
Innovation
used to be a linear trajectory from new knowledge to new product. Now
innovation is neither singular nor linear, but
systemic. It arises
from complex interactions between many individuals, organizations and
their operating environment. Firms which are successful in realizing the full
returns from their technologies and innovations are able to match their
technological developments with complementary expertise in other areas of
their business, such as enterprise-wide business process management, manufacturing, distribution, human resources,
marketing, and
customer service...
More
Case in Point
Canon: Eliminating
9 Wastes
The objectives of
Canon Production
System (CPS) are to manufacture better quality products at lower
cost and deliver them faster.
Canon invited all their employees to suggest
ideas for improvement and developed 6 Guidelines for the Suggestion System
to make it most effective.
The company developed also a list of
9 wastes
to help their employees become problem-conscious, move from operational
improvement to systems improvement, and recognize the need for
self-development...
More
TPS-Lean Six Sigma
TPS-Lean Six Sigma is like a turbo-charged Lean Six Sigma program.
TPS-Lean Six Sigma is a revolutionary, holistic
concept. It actively has human capital embedded in Lean Six Sigma in a
manner that not only stimulates commitment, integrity, work-life
balance, passion,
enjoyment at work and
employee empowerment but also stimulates individual and team learning in
order to develop a motivated workforce and sustainable
performance improvement and
quality enhancement for the organization...
More
Lean Enterprise: 13 Tips
Two Main Enablers of EBPM...
Business Project Management System (BPMS)...
Organizations as Complex Evolving Systems...
Process-managed Enterprise...
Business Process
Thinking...
Systems Thinking...
Process
Innovation...
Cross-functional Teams...
Evolution of the CIO...
Case in Point
Intel Corp. ...
Case in Point
GE Work-Out...
Case in Point
Toyota Production System...
Case in Point
Dell...
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