Business Process Management

Climate of competition requires not only quality goods and services but also the speed of service in addition to low prices. To be able to achieve this competitive level, organizations must inevitably inward looking to optimize business operations in each lininya, improve and stabilize the quality and reliability of the system. This optimization includes the completeness of process control, long-term sustainable solution, minimization of not only error but also waste and rework, time efficiency, and elimination of activities that do not add value.

Cycle of process improvement initiatives broadly divided into three main activities, discovery and design, deploy and execute, and monitor and control. Discovery begins with identifying the needs of the process. Starting from the drivers, values, strategy, until the results of the business organization. This identification will support the "raison d'etre" of the process. Further identification was followed by an inventory of the process that has been running both the main and supporting processes. This inventory is more groove photographing how it works, how much it cost, cycle time, and so forth. In addition it needs to be mapped, if a process adds value or not.

Categorization results of value analysis is useful for determining the scale of priorities in the improvement process. In fact, if necessary, a process that does not add value since this phase can be trimmed. Just need consideration carefully before cut it. But it also does not mean having to linger let the process that does not bring added value is increasingly becoming a burden. Like letting the goods were actually thrown away unused but unfortunately it makes the waste burden.

The results of the inventory had been followed up with further determine who is responsible for a process (process ownership). The first responsibility of the owner of this process is to develop and inculcate culture of continuous improvement. In the spirit of continuous improvement, as the standard parameter set of performance indicators covering aspects of the process time, cost, and quality. The criteria of this standard is made clear, measurable, and affordable. So based on earlier standards can be assessed how far the gap during the performance of the process is running. Root cause analysis can be done to get into what factors trigger. By knowing these trigger factors can be identified opportunities for improvement, whether it be through the adoption of technology, improved management practices, improved workflow, or the other.

The next stage is to design a new model that is able to optimize the performance of business processes in accordance with the characteristics that have been found. Learning from the experiences of others through benchmarking with "best practices" of related industries will help to get out of inward looking traps, reducing the risk and cost and keep the company remains in the rails towards the award of the competition.

Before being implemented, the new model is simulated, as an experiment to changes that occur, how successful this design improvements runs. This simulation will reduce operational risks by anticipating the lack of new models. If the simulation is successful then the model can be implemented while monitored by analyzing and controlling the results. Still in the spirit and the cycle of continuous improvement.

In each of these stages, human resources plays a very vital, both in its role as Process Designer, Process Executor, and Process Manager. Thus, continuous training and implemented across sectors is needed to improve their competence. Besides an understanding of employee perceptions become mandatory for the company menu. Pride as an employee who feels valued his skills as a corporate asset that should get attention proportional. The pride and sense of worth can increase employee engagement against the company and can be a very strong emotional cords to spur internal motivation. Make it 'enjoy' work every day and feel how their work adds value for customers. If an employee is 'enjoying' his work will certainly be growing willingness in carrying out their duties wholeheartedly. Sincerity in serving external and internal customers will improve the quality of that service.

Of course this customer orientation can not be forgotten in the management of business processes, because the customer who will determine whether the added value of process improvement is significant or not. Customers do not want to know the process, they will only see the output.