Business process modeling: Difference between revisions

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[[File:BPMN-AProcessWithNormalFlow.svg|alt=|thumb|400x400px|Example of business process modeling of a process with a normal flow with the [[Business Process Model and Notation]]]]

'''Business process modeling''' ('''BPM'''), mainly used in [[business process management]]; [[software development]] or [[systems engineering]], is the action of capturing and representing [[business processes|processes]] of an enterprise (i.e. [[modeling]] them), so that the current business processes may be analyzed, applied securely and consistently, improved, and automated. BPM is typically performedorchestrated by business analysts, wholeveraging providetheir expertise in the modeling discipline; bypractices. subjectSubject matter experts, whoequipped havewith specialized knowledge of the processes being modeled;, or more commonly byoften acollaborate teamwithin comprisingthese bothteams. Alternatively, the process modelmodels can be derived directly derived from digital traces inwithin IT systems, (such as events'event logs), usingutilizing process mining tools.

== Overview ==

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Consequently, business process modeling for TCT must support adequate documentation of barriers, barrier handling and measurement.

LookingWhen at theexamining Kaizen tools, initially, there is initially no direct connection to business processes or business process modeling. NeverthelessHowever, Kaizen and business process management can benefitmutually fromenhance each other. «In the contextrealm of business process management, the KAIZENKaizen objectives are derived directly derived from the objectives for business processes and sub-processes. This linklinkage ensures that KAIZENKaizen measures effectively support the overarching business objectives..»<ref name="SCHMELZER" /> ^{(Chapter 6.3.3 KAIZEN) ← automatic translation from German}

Six Sigma is designed to prevent errors and improve the [[Process capability index|process capability]] so that the proportion of process outcomes that meet the requirements is 6σ - or in other words, for every million process outcomes, only 3.4 errors occur. Hermann J. Schmelzer and Wolfgang Sesselmann explain: «Companies often encounter considerable resistance at a level of 4σ, which makes it necessary to redesign business processes in the sense of business process re-engineering (design for Six Sigma).»<ref name="SCHMELZER" /> ^{(Chapter 6.3.4 Six Sigma) ← automatic translation from German} For a reproducible measurement of process capability, precise knowledge of the business processes is required and business process modeling is a suitable tool for design for Six Sigma. Six Sigma therefore uses business process modeling according to [[SIPOC]] as an essential part of the methodology and business process modeling using SIPOC has established itself as a standard tool for Six Sigma.

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''Martin Kugler'' lists the following requirements for business process modeling in this context:<ref name="KUGLER">Martin Kugler: ''Supply Chain Management und Customer Relationship Management - Prozessmodellierung für Extended Enterprises'' in Jörg Becker, Martin Kugler and Michael Rosemamm (publisher): ''Prozessmanagement: Ein Leitfaden zur prozessorientierten Organisationsgestaltung'', 2. corrected and expanded edition, Springer, Berlin/Heidelberg/New York 2002, ISBN 3-540-00107-7</ref> ^{(Chapter 14.2.1 Requirements for inter-company business process modeling) ← automatic translation from German}

* Employees from different companies must comprehend business process models, highlighting the critical importance of familiarity with modeling techniques. Acceptance of business process modeling is bolstered by the simplicity of representation. Models should be clear, easy to understand, and as self-explanatory as possible. Standardization of the presentation of inter-company business process models across different companies is essential to ensure consistent comprehensibility and acceptance, particularly given the varied representations used within different organizations. It is imperative to employ an industry-neutral modeling technique to accommodate the diverse backgrounds of companies along the value chain (supplier, manufacturer, retailer, customer), which typically span different industries.

* Employees from different companies must understand the business process models, which is why the degree of familiarity with the modelling techniques (representation) is particularly important.

* Acceptance of business process modeling increases with the simplicity of the representation; it must be clear, easy to understand and as self-explanatory as possible.

* The presentation of inter-company business process models must be standardized in the various companies in order to achieve consistent comprehensibility and acceptance, especially since different representations are used within the various companies.

* An industry-neutral modelling technique (representation) must be used, as the various companies along the value chain (supplier, manufacturer, retailer, customer) typically come from different industries.

== Topics ==

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==== Identify business processes ====

AfterwardsFollowing the identification phase, a company's business processes are identified and differentiateddistinguished from one another bythrough analysingan theanalysis of their respective business activities (seerefer also to business process analysis). A business process isconstitutes a collectionset of relatedinterconnected, structuredorganized actions (activities) thatgeared producetowards delivering a specific service or product (to servefulfill a particularspecific goal) for a particular customer or customer group.

TheAccording to the ''European Association of Business Process Management (EABPM''), states: «As a first step in process design or reengineering,establishing a common understanding of the current process and its alignment with the objectives shouldserves beas establishedan initial step in process design or reengineering.»<ref name="EABPM" /> ^{(Chapter 4 Process analysis) ← automatic translation from German}

The effort involved in analysing the as-is processes is repeatedly criticised in the literature, especially by proponents of business process re-engineering (BPR), and it is suggested that the definition of the target state should begin immediately.

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The definition of a business process includes: What result should be achieved on completion? What activities are necessary to achieve this? Which objects should be processed (orders, raw materials, purchases, products, ...)? Define start and end point. Definition of operational goals.

Depending on the prevailing corporate culture, which may either be more inclined towards embracing change or protective of the status quo, and the effectiveness of communication, defining business processes can prove to be either straightforward or challenging. This hinges on the willingness of key stakeholders within the organization, such as department heads, to lend their support to the endeavor. Within this context, effective communication plays a pivotal role.

Depending on the ''corporate culture'' (more open to change or more protective towards the status quo) and the ''communication'', defining business processes can be an easy or difficult task - depending on whether the responsible members of the organisation (e.g. department heads) are happy to support it. In this context, ''communication'' is of considerable importance and ''Jörg Becker and Volker Meise'' explain: «The aim of the communication strategy in an organisational design measure» ... (and business process modelling is usually followed by business process optimisation, i.e. a change in the process organisation - the parties involved know this) ... «must be to persuade the members of the organisation to support the planned structure.»<ref name="BECKER-MEISE"/> ^{(Chapter 4.15 Influencing the design of the regulatory framework) ← automatic translation from German} In the event of considerable resistance, however, external knowledge can also be used to define the business processes.

In elucidating this point, Jörg Becker and Volker Meise elucidate that the communication strategy within an organizational design initiative should aim to garner support from members of the organization for the intended structural changes. It is worth noting that business process modeling typically precedes business process optimization, which entails a reconfiguration of process organization - a fact well understood by the involved parties. Therefore, the communication strategy must focus on persuading organizational members to endorse the planned structural adjustments.»<ref name="BECKER-MEISE" /> ^{(Chapter 4.15 Influencing the design of the regulatory framework) ← automatic translation from German} In the event of considerable resistance, however, external knowledge can also be used to define the business processes.

[[File:VAC PLM with SCRUM.png|thumb|Value chain diagram with exemplary representation of "product life cycle management" with SCRUM]]