Phase 3: Analyzing
1
Analyze and Measure an Existing Process
 Conduct preliminary scoping.
 Develop a high-level AS-IS baseline process model (work flow model).
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Avoid analysis paralysis by conducting preliminary analysis at fairly
high level.
Surface purpose and assumptions of the process (Ask WHY?).
Perform activity-based costing: costs can be assigned based on actual
activities and productivity.
Reveal hidden time and nonvalue-added activities.
Measure cycle-time and quality.
Measure profitability in terms of task, product, and customer type.
Sumber Kepustakaan :
gunston.gmu.edu/ecommerce/mba731/doc/BP
R_all_Part_I.ppt
Interview Questions
2
 What makes it go?
 Is anyone else involved?
 Does the name of the step accurately convey the
result?
 Are all outcomes shown?
 If there is a handoff,how does it get there?
Sumber Kepustakaan :
gunston.gmu.edu/ecommerce/mba731/doc/BP
PROCESS of Gathering Requirements
3
 P: Plan to interview
 R: Rehearse interview
 O: Open interview
 C: Collect data
 E: End interview
 S: Summarize interview
 S: Synthesize interview
Sumber Kepustakaan :
gunston.gmu.edu/ecommerce/mba731/doc/BP
Establish a Common Base of Knowledge
4
 The process and business strategies
 Customer requirements
 World-class benchmarks
Sumber Kepustakaan :
gunston.gmu.edu/ecommerce/mba731/doc/BP
R_all_Part_I.ppt
EXECUTING
WAITING
TIME
TIME
INVOLVEMENT
5
Idle
PeopleScrap
Cycle time
EFFICIENCY
COST
Cost per
execution
Work time
Transit
Departments
Rework
Time worked
Queue
Setup
Handoffs
Job
classifications
Labor unions
Locations
Defect by type
Errors
Languages
Countries/
cultures
Whatever else
is relevant
Sumber Kepustakaan :
gunston.gmu.edu/ecommerce/mba731/doc/BP
R_all_Part_I.ppt
Iterations
Customer
contacts
Complaints
Compliments
Cost of defects
Fixed versus
variable costs
Process Model
6
 Process decomposition
 Process dependency or work flow
 ICOM of a process as defined in IDEF
 Inputs: information and materials
 Outputs: Products and services
 Controls: Policy, specification, and timing
 Mechanism: Resources including people, tools, and facility.
Sumber Kepustakaan :
gunston.gmu.edu/ecommerce/mba731/doc/BP
Process Data
7
 Basic Overall process data:
 Customers and customer requirements
 Suppliers and suppliers qualifications
 Breakthrough goals
 Performance characteristics: Cost, cycle time, reliability, and
defect rate.
 Systems constraints: Budgetary, business, legal, social,
environmental, and safety issues and constraints.
 Measure critical process metrics
 Cycle time
 Cost
 Input quality
 Output quality
 Frequency and distribution of inputs
Sumber Kepustakaan :
gunston.gmu.edu/ecommerce/mba731/doc/BP
R_all_Part_I.ppt
Identified Broken Processes*
8
 Terminal Disease
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Symptom: Extensive data exchange , redundancy, rekeying
Disease: Arbitrary fragmentation of a natural process
 Just In Case
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Symptom: Excess buffers of assets, e.g., inventory
Disease: System slack to cope with uncertainty
 Over-inspection
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Symptom: High ratio of checking and control to value adding
Disease: Incompetence and mistrust because of fragmentation
 Rework
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Symptom: Frequent rework and iteration
Disease: Inadequate feedback along process chain
 Special Cases
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Symptom: Too many exceptions and special cases
Disease: Graduate accretion onto a simple process
Sumber: Adapted from Hammer and Champy, 1993.
Sumber Kepustakaan :
gunston.gmu.edu/ecommerce/mba731/doc/BP
Analyzing a Process
9
 Why? What are the underlying assumptions?
 How do the assumptions affect process structure?
 Are the assumptions still valid? Can you make them invalid?
 How would changing the assumptions affect the work and its
value?
 Who does the work?
 Are you assuming that a specialist must do the work?
 When? What is the flow of the work?
 Are you assuming that one group must finish (collecting all data)
before another group can begin?
 Where is the work performed?
 Are you assuming that decision must be made at the headquarters?
 What resources are required?
Sumber
Kepustakaan
:
 Are
you assuming
that local inventory is required for good service?
gunston.gmu.edu/ecommerce/mba731/doc/BPR_all_Part_I.ppt