Business Process Improvement & BPM Analysis
Enterprise Process Center® reduces the effort and increases the value of a Business Process Analysis (BPA) and Business Process Improvement (BPI) program and is a platform for ongoing continuous improvement. Rated by Garnter® as a world BPA leader, EPC removes silos and provides the ability to analyze their value-streams from end-to-end. Users can visualize cost, duration, and risk analysis against different process paths, pinpoint the generated waste from non-value added tasks, clarify upstream or downstream bottlenecks and export the knowledge into ready-made reports. Its holistic 360 degree approach to analyzing change impacts encourages symbiotic relationships between departments by displaying how every part of the infrastructure comes together with a common goal, as opposed to the all too common zero-sum ones, that benefit some to the detriment of others. Improvement and quality initiatives like JIT, Lean, Six Sigma, ISO have a much higher success rate and long-term ongoing impact on the organization when supported by EPC because functionality is focused on collaboration and continuous improvement; engraining business process improvement as part of the culture.
Enterprise Process Center® recognized by Gartner® as a global leader in Business Operation System, Operational Intelligence & Enterprise Business Process Analysis (EBPA) including Enterprise Architecture, Business Process Analysis, Strategy-to-Execution & Workflow Automation.
EPC’s toolkit provides organizations with:
Value based Lean Analysis
Management can analyze any path (including the critical and high risk paths) within the processes they are accountable for, and can therefore see where they should focus their resources the most. By doing so, bottlenecks are minimized and operations can flow smoothly without interruptions.
Once a process is atomized into a series of tasks, users can pinpoint which parts of their processes add value for either the business or the consumer, and can therefore gauge which tasks are subject to review.
Analysts can also identify which types of waste are found within a process; they can specify if it is a defect, inventory, motion or over-processing waste, and therefore set controls to either eliminate or minimize it.
Users can have access to total lead times, which include waiting, processing, transportation time, etc. The EPC can also generate detailed time-study analyses showing key metrics such as cycle time efficiency, total queue time, and total process costs.
While analysts are provided with a variety of fields dedicated to process analysis, they can also upload their own attributes (e.g. C2C ratios and percentage of on time deliveries for supply chain processes).
Operational Intelligence :
Data extracted from process analyses (including user-defined attributes) can be exported into reports to extract operational intelligence for sounder decision making. These can be programmed to update recurrently, and can include charts and graphs to better visualize and understand data. Detailed critical and high risk path analyses can also be derived and exported quickly into Excel.
Impact Assessment for Business Continuity Planning
Each EPC object is equipped with impact functionality; management can view exactly how a change to one item would affect the other parts of the business architecture, and can therefore inhibit zero-sum decision making.
System Touchpoint visibility:
Features like swim lane views allow different departments to see how their tasks fit into a wider perspective and help remodel function-oriented enterprises into implementing a process-oriented framework. By doing so, enterprises achieve operational alignment, as they can start setting process objectives (rather than department objectives) and have cross-functional teams work together in order to achieve them.
Process and version comparisons:
Similar processes can be compared to one another. Analysts can see where their strengths and weaknesses lie and modify them to include each other’s best practices. Previous versions can also be observed to create regressions on how processes have improved through time.
Current process maturity can be set along with deadlines to reach subsequent levels. The Capability Maturity Model (CMM) is a renowned model that is used to assess process development; the different levels serve as milestones to track improvements. Combining these targets with recurring process review dates ensures that processes can be consistently evaluated and improved upon.
Continuous Improvement Lifecycle Management
Automated review scheduling:
Analysts can schedule recurrent review cycles to engage process owners in updating their performance data or modifying their processes through automated notifications.
Employees of all levels can request improvements to be performed on processes. Their colleagues can then discuss their proposals and vote on the potential changes.
Task assignment and notification:
If processes are marked as outdated or if an improvement request is filed and approved, a notification can be sent to a dedicated employee with a instruction to perform the changes.
Serial v. parallel approvals:
Once the changes have been made, they must be approved. The approval path can be set to either escalate from bottom-up or to notify all approvers simultaneously. If the parallel path is selected and one of the required approvers rejects the changes, the request is sent back to the dedicated employee along with feedback.
Once the changes have been approved, all affected employees receive a new version notification. They must then examine it and confirm that they are aware of the changes. This ensures that operations are streamlined and executed consistently.
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Document, improve, standardize, and monitor your business processes, risks and performance with Interfacing’s Business Process Management Software (BPM Software) the Enterprise Process Center®!