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Transition to BPM Excellence -

A case study of a  Pharmaceutical Company

To deliver strategic value BPM must be  embraced as a complimentary discipline  to how organizations run their business.

Pathway to Process Excellence

Governance

Enabling Capability

Responding Action

  • Councils developed to analyze value chain performance
  • Leveraging existing council structures currently in place to drive operational excellence
  • Clearly defined roles and responsibilities for process ownership/controller accountabilities within the business assigned as part of people/HR processes
  • Using existing BPM job descriptions to promote required BPX work

Leadership

Enabling Capability

Responding Action

  • Uses process metrics to align the enterprise
  • BPM group responsible for facilitating definition of performance metrics. Collaborating with group to align metrics to processes.
  • Understands how work flows across organizational boundaries to create value for customers
  • BPM group responsible for deploying SAP training. Aligning SAP training curriculum to processes.

Expertise

Enabling Capability

Responding Action

  • An explicitly defined career path is evident within the organization for the Business Process Management (BPM) professional
  • Highly skilled BPM practitioner and technical BPM administrator recruited to respective BPX positions within company

 

  • BPX Infrastructure Development
    Establishing administrative tools to automatically manage process repository
    Developing reports to communicate process knowledge

Culture

Enabling Capability

Responding Action

  • Enterprise Process Model is the framework for measurement and decision making for the business
  • Developed Enterprise-wide Process Framework\ (Business Architecture)
  • Resources are shared across the Enterprise to support the initiatives
  • Established Process Publishing capability enabling enterprise accessibility to processes
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