Everyone has heard of Business Process Management, and it is an increasingly important focus in succeeding against the competition. Success lies in the processes. However, not all processes are equally suitable for BPM solutions, and not all have sufficient potential to justify investing in optimization.
What is certain, is that many companies are missing opportunities every day to significantly increase the efficiency – and thus the profit – of their business. This is sometimes due to a failure to recognize opportunities and solutions for better process management.
With over 20 years of process experience in implementing ERP systems and other software solutions, AZTEKA Consulting GmbH is your expert service provider for optimizing processes through active process management. The process becomes an application, is linked to key performance indicators, and thus guarantees optimal control, coordination, transparency and system support. To recognize the potential of the processes, we perform an analysis based on Process Potential Analysis (PPA), for which we have developed a methodology.
A PPA analysis initially requires time to document the situation, develop a solution and present the results. We have divided these into different stages with varying degrees of detail. You define the degree that you need for your business decisions.
The goal is to enable your company to make the best use of its IT infrastructure. Our analysis includes both your ERP system and possible add-ons, as well as all other tools such as Excel spreadsheets, documents, and – most importantly – the people.
Level 1 = Prioritizing departments
• Parameters of the market, the company and your product/service offerings are recorded in a matrix. Individual departments are then analyzed to determine what influence they have on these parameters.
• Result: Each department is assigned a factor which flows into the next phase of analysis.
Level 2 = Prioritizing processes
• After this general part, representatives of the six strategic business areas (e.g. Procurement / Sales / Production / Services / Planning / Warehouse) are interviewed about the main processes in their area. This is done according to a fixed protocol to limit the duration to about 45 – 60 minutes for each area.
• Result: The defined process parameters – for example, order processing – are linked to the matrix from step 1. The resulting ranking of these actual values is used to sort processes by their process-potential. We spend one day on-site to perform these two steps. About two weeks later, we will present:
• The target values derived from the three most important strategic processes.
• A proposed solution for achieving these goals
• An estimate offer
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The procedure detailed above “only” works with relative numbers. That is, processes are weighed against each other to find areas with high process potential.
To perform a comprehensive process potential analysis, we require absolute numbers. That is, the processes evaluated in stage 1 and 2 must be linked with their associated costs. This is possible only after a detailed analysis with workshop character.
Content stage 3 = Process flow analysis
• Processes are recorded in detail in workshops with the individual departments.
• You will then receive: An offer including proposed solution.
Content stage 4 = Process cost analysis
• Process costs are recorded in workshops with the individual departments and controlling, and included in the evaluation.
• You will receive: Expanded offer, including proposed solution, TCO and PPA analysis.
The time required for stages 3 and 4 can only be estimated after stage 2. The key factor here is the number of critical processes.
Measures derived from the process potential analysis can include:
• Employee training for an existing ERP module (e.g. Infor/Baan/SAP)
• Introduction of a suitable add-on
• Introduction of a Business Process Management solution