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Definition Business Process adalah serangkaian aktivitas lintas fungsi (cross function) untuk melaksanakan bagian dari kegiatan bisnis/organisasi untuk mencapai objective tertentu.
Business Process
Suppliers
Purchasing
Engineering
Operations
Finance
Marketing
Customers
Developing new products (Business Process)
Evaluating Suppliers (Business Process)
Developing Sales & operations Plans (Business Process)
Functional Process Activity
Computer Integrated Manufacturing for Open System Architecture (CIM-OSA) Business Process Architecture
Manage Process Set Direction
Set Strategy
Direct Business
Core Business Process Develop Product/Service
Get Order
Fulfill Order
Product Support
Human Resources Management
Finance & Accounting
Information Technology
Maintenance Management
MANAGE PROCESS ALIGNMENT
CORE PROCESS
SUPPORT PROCESS
Support Process
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Develop a Strategic Vision & Mission
The Hows That Define a Firm’s Strategy
Fifth Task of Strategic Management
• A mission statement focuses on current business activities “who who we are and what we do” – – –
Current product and service offerings Customer needs being served Technological and business capabilities
• A strategic vision concerns a firm’s future business path “ h “where we are going” – – –
Markets to be pursued Future technologyproduct-customer focus Kind of company that management is trying to create
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How to grow the business
•
How to please customers
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How to outcompete rivals
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How to respond to changing market conditions
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How to manage each functional piece of the business and develop needed organizational capabilities
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How to achieve strategic and financial objectives
STRATEGIC OBJECTIVES
STRATEGIC PLAN/RJP PT. GARUDA INDONESIA
Pilih suatu tipe usaha : misalkan pembuatan kursi Ada dua perusahaan A (make to stock) dan B (make to order) Rumuskan visi, misi, masing-masing perusahaan Rumuskan strategi perusahaan Tuliskan strategi pemasaran yang dapat digunakan Identifikasikan proses bisnis kedua perusahaan Identifikasikan proses bisnis kritis Jenis layout apa yang digunakan Jenis mesin yang digunakan Material yang dibeli (pengadaan) Ketrampilan karyawan yang dipekerjakan Pengendalian kualitas Besarnya inventory
E V A L U A S I
VISI/MISI
Latihan Penyelarasan Proses Bisnis
• • • • • • • • • • • • •
Strategy is HOW to . . . .
BUSINESS STRATEGY
FUNCTIONAL STRATEGY
HR STRATEGY
FINANCIAL STRATEGY
HR
IT
IT STRATEGY
D A N MARKETING STRATEGY
FUNCTIONAL STRATEGY YANG LAIN YANG LAIN
RKAP PT.GARUDA INDONESIA RKAP PT.GARUDA INDONESIA
PRODUKSI
MARKETING
FUNCTIONAL YANG LAIN
PELAKSANAAN RKAP PT.GARUDA INDONESIA PELAKSANAAN RKAP PT.GARUDA INDONESIA
HR
IT
PRODUKSI
MARKETING
FUNCTIONAL YANG LAIN
P E R B A I K A N
EVALUASI DAN PERBAIKA N
M A N A G E P R O C E S S CORE AND SUPPOR T
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Strategic Plan PT. Garuda Indonesia • MANAGE PROCESS dimulai dari penetapan visi/misi perusahaan sampai pembuatan RKAP dan melakukan evaluasi dan perbaikan • Proses perencanaan jangka panjang (di RJP) dan perencanaan tahunan (RKAP) dilakukan di MANAGE PROCESS • Pelaksanaan RKAP dilakukan pada CORE PROCESS dan SUPPORT PROCESS • CORE PROCESS dan SUPPORT PROCESS hanya eksekusi rencana kegiatan yang ada di RKAP • Semua rencana fungsional (produksi, marketing, IT, dll) ada di RJP (untuk jangka panjang) dan di RKAP (tahunan)
Manage Process Develop Vision, Mission, and Strategic Objectives Develop Vision
Develop Strategic Objectives
Develop Mission
Develop Strategy A l E t lF t Analyze External Factors
A l I t lF t Analyze Internal Factors
F l t St t Formulate Strategy
Develop RKAP Develop Activity Plan
Develop Resource Plan
Develop Performance Target
Develop Monitoring and Evaluation Process Review Basic Assumption
Measure Strategy performance
Take Corrective actions
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BUSINESS PROCESS MANAGEMENT CYCLE
VISION & MISSION
STRATEGIC OBJECTIVE
DRIVING VALUE
STRATEGY
STRATEGIC INITIATIVES
MONITOR & EVALUATION
RENCANA JANGKA PANJANG ( 5 TAHUN)
BUSINESS PROCESS DESIGN
ACTIVITY PLAN
RENCANA KEGIATAN DAN ANGGARAN ( 1 TAHUN)
SERVICE DESIGN
BUSINESS PROCESS IMPROVEMENT
MONITOR & EVALUATION
BUDGET
DELIVER SERVICE
BUSINESS PROCESS IMPLEMENTATION HUMAN RESOURCE PROCESS
BUSINESS PROCESS MEASUREMENT
KNOWLEDGE MANAGEMENT PROCESS
FINANCE PROCESS
RISK MANAGEMENT PROCESS
Hal‐hal yang perlu diperhatikan dalam diperhatikan dalam merancang business process
IT PROCESS
CUSTOMER CARE
MAINTENANCE PROCESS
BUSINESS PROCESS MANAGEMENT
GCG PROCESS
PROCUREMENT PROCESS
PEMETAAN PROSES BISNIS
Characteristics of a Good Business Process
1. 2. 3. 4. 5. 6. 7. 8. 9. 10.
M A N A G E
Goals of business process are set for improving organizational performance Business process is designed based on clear and explicit requirement Outputs of business process are clearly defined Business process is clearly defined and understood Inputs of business process are clearly defined Resources are allocated (people, capital, technology, etc.) to make the process work Business process owner is clearly defined Business process performance is measured Performance target of business process is SMART (Specific, Measurable, Achievable, Realistic, Time-bound) Business process is a repeatable process
C O R E
S U P P O R T
BUSINESS PROCESS AUDIT
To eliminate the weakness of business process, a business process audit is required
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WHAT’S DONE BEFORE THE AUDIT
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Define and identify core processes
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Identify stakeholder requirements of business process
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Define business process objectives
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Develop business process diagram l b i di
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Identify business process owner (may not be found in organization chart)
• Compile historical business process performance • Prepare audit manual
What’s checked during the audit •
Verify that all business processes are designed based on clearly stated stakeholder ‘s requirements
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Verify that business process performance measures (KPI) are top’s management measures
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processes are managed g ((designed, g , Verifyy that all core business p executed, measured, and improved) properly
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Verify that there are performance goals in place for all measures and if goals are not being met, look for documented plans to improve the performance measures
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Verify that all activities (sub-process) related to core business process are managed properly
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Verify that all complaints are documented and responded properly
What’s Done After the Audit • Issue and audit report to process owner • Discuss the findings and define the corrective actions with process owner • Present the corrective action plan to top management to include the corrective action to Rencana Kerja dan Anggaran • Review the progress of corrective action implementation • Verify business process performance improvements are taken place
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IMPLEMENTATION OF BUSINESS PROCESS MANAGEMENT
IMPLEMENTATION OF BUSINESS PROCESS MANAGEMENT Level
Results
Improve process capability proactively to close gaps with changing business targets
• Process driven • Continuous innovation & change
Level 4 PREDICTABLE
Manage process & results quantitatively & exploit benefits of standardization
• Predictable results • Reuse/knowledge mgt. • Stable processes
Level 3 STANDARDIZED
Develop standard processes, measures, & training for product & service offerings
• Effective technology deployment/utilization • Efficiency & productivity gains
Level 2 MANAGED
Build diciplined work unit management to stabilize work & control commitments
• Reduce rework • Repeatable practices • Satisfied schedules
Motivate people to overcome problems & just “get the job done”
• Defects and overruns • Ad hoc methods • Hero worship
Level 1 INITIAL
CONTOH BUSINESS PROCESS
Activity
Level 5 OPTIMIZED
CONTOH BUSINESS PROCESS
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CONTOH BUSINESS PROCESS
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