Business Process Improvement
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RIMS Forum - 20 March 2013 Adam Bevins - Downer
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Business Process Improvement
- 1. Business Process Improvement RIMS 2013 Forum Adam Bevins Strategic Asset Manager
- 2. Knowledge as an asset Wisdom People Knowledge Information Intelligent Systems Data 2
- 3. Business Process Improvement • Systematically managing knowledge as an asset Deming Cycle 3
- 4. Why have business process improvement? Dissemination Layer Presentation Layer Support Systems Needs Spatial Finance Resource HRIMS Health & Analysis Analysis Management Planning Safety Traditional area of Asset Management Systems focus Asset Register Condition Work flow Field Devices Assessment Enterprise Data Model Foundation Business Processes Project Management Processes (PMO) – Level 1 Core Processes – Level 2
- 5. Business Processes • Standardising terminology • Business Goal – Behaviour: ‘One Downer Way’ across contracts – Customised to the way we do business • Features – Standardising commercial framework – Provision of process mapping – Consistent system setups – Consistent data and reporting – Training, documentation held centrally
- 6. Business Processes - Approach
- 8. Landscape Process – High level Maintenance Management Process – Downer NZ (Transport – Road) Phase Customer Start Customer Capture Customer End Feedback1 Customer Client Customer Management Customer Non - Downer Determine Action by Service Team appropriate Dept. appropriate party Centre2 Downer related Management Client Asset Team Optimise funding Maintenance Start Asset Document 10-year and long-term asset Intervention Client Register3 asset renewal plan need Strategy Resource Update Asset Review productivity management Register with As- results4 system Built data Asset renewal recommended Maintenance Downer Asset specific Job recommended Review Maintain 3-month Start Identify defects on Identify best Maintenance Execute End inspection schedule Management Resource rolling programme Process claim Downer assets value solution All-Faults List physical work Client & Downer (based on asset risk) System Capacity of work5 Not Enough Resource Reprioritise work 8
- 9. Execute Contract – Plan: Optimise Routine Maintenance (monthly for 3 month rolling programme) 3-May-12 Supervisor Page 1 of 4 Foreman/ C Manager Contract Extract routine Identify other Review against Review faults Schedule against A maintenance similar work types Contract Strategy against FWP allowable budget faults nearby (Contract MIS) Divisional Managerf Consultant Engineer/ Asset Mgr, Engineer Contract Extract routine Identify other Review against Review faults maintenance similar work types Contract Strategy against FWP faults nearby (Contract MIS) Client Systems JMS FWP PRS, Intranet
- 10. Execute Contract – Plan: Optimise Routine Maintenance (monthly for 3 month rolling programme) 25-Jan-12 Manager Page 2 of 4 Contract Schedule based Schedule against Schedule against A on known Assign Analyse forecast external time available productivity to programme month margin (3 month) constraints (ie resources date deadline) Divisional Manager Review resource capacity across B geographic area Supervisor Foreman/ Schedule based Schedule against on known available productivity to resources date Asset Mgr, Engineer Contract Schedule based Schedule against on known external time productivity to constraints (ie date deadline) contractors Suppliers/ Schedule against Sub- available resources Client Systems Productivity Productivity JMS Reporting System Reporting System
- 11. Execute Contract – Plan: Optimise Routine Maintenance (monthly for 3 month rolling programme) 25-Jan-12 Manager Page 3 of 4 Contract B Perform resource approved Assign resource to Execute changes D Seek approval Decide approval levelling dispatch in JMS one or more Divisional Manager Perform resource levelling Supervisor Supp/Sub- contractor, Foreman/ Perform resource Assign resource to levelling dispatch Consultant Engineer/ Decide approval Client Decide approval not Manager, Contract Contract approved Admin C Update status Systems Regional JMS JMS JMS
- 12. Execute Contract – Plan: Optimise Routine Maintenance (monthly for 3 month rolling programme) 25-Jan-12 Page 4 of 4 Contract Manager Produce Forecast D Margin Report for F&A Manager F&A Manager Receive forecast Margin Report Divisional Manager Client Systems Productivity Reporting System
- 13. What we learnt on the way • Standardising roles • Development of robust job descriptions • Organisational structure (relevant for larger organisations)
- 14. Building on business processes Dissemination Layer Presentation Layer Support Systems Needs Spatial Finance Resource HRIMS Health & Analysis Analysis Management Planning Safety Asset Management Systems Asset Register Condition Work flow Field Devices Assessment Enterprise Data Model Business Processes Project Management Processes (PMO) – Level 1 Core Processes – Level 2 14
- 15. Enterprise Data Model Standardised Activity Codes: Logical Category levels, naming conventions 15
- 16. Naming conventions Examples: Where: TM6NZT-10-Coastal Otago-P TM = Transportation Maintenance TM6NZT-10-Coastal Otago-C-CM 6 = Area (1-6) TM6NZT-10-Coastal Otago-C-DA NZT = NZTA TM6NZT-10-Coastal Otago-C-CS GOR = Gore TM6NZT-10-Coastal Otago-C-CN1 10 = Last two digits of Commencement Year of the contract (calendar year) TM6NZT-10-Coastal Otago-C-CN2 Coastal Otago = Short Project Identification (as •OR: appropriate for differentiation purposes) TM6GOR-12-Gore-P -P = Parent (optional, depending on project setup TM6GOR-12-Gore-C-RM structure) And -C-CM = Child Project: Contract Management -C-DA = Child Project: Dunedin Area -C-CS = Child Project: Chip Seal -C-CN1 = Child Project: Construction 1 -C-RM = Roading Maintenance
- 17. Standardising our Financial System 2200 4.5 Direct Materials 2401 Aggregates1 (means rock/bulk fill) 2402 Aggregate 2 (means sub base) Example: 2403 Aggregate 3 (means base course) FY 2010/11 2404 Aggregate 4 (means maintenance metal) Other materials = 2405 Aggregate 5 (means sealing chip) 2406 Aggregate 6 (means any other aggregate) $56M 2409 Sand (plus dust and ice grit) Aggregates = $24M 2701 Asphalt Works 2702 Asphalt Third Party 2750 Asphalt Rap 2800 Bitumen 2900 Polymer Bitumen 2950 Cement 3000 Chemical (means Chemical or Additive) 3200 Concrete 3300 Emulsion 3301 Emulsion 1 (means Polymer Emulsion) 3850 Other Materials (means Minor Materials)
- 18. Detailed Data Mapping 18
- 19. Data Quality through intelligent data Management and people
- 20. Why have business process improvement? Dissemination Layer Presentation Layer Support Systems Needs Spatial Finance Resource HRIMS Health & Analysis Analysis Management Planning Safety Asset Management Systems Asset Register Condition Work flow Field Devices Assessment Enterprise Data Model Business Processes Project Management Processes (PMO) – Level 1 Core Processes – Level 2
- 21. Early results
- 22. Implementation process Hossein Cheraghi et al. (1999: p.3) 22
- 23. Questions?
Hinweis der Redaktion
- Example: Reviewing a sophisticated contract last week, complex asset management report that unless you were a specialist you would not understand, senior decision makers could not understand.Business process improvement is about capturing and managing knowledge and wisdom as an asset.
- The foundation of what we do.Often people blame the technology and there is a cycle of system replacement, however more often than not it is the underlying processes that are the problem.
- The shaded boxes are where ‘key’ performance measures are undertaken to pin the process. Therefore the KPIs are few in number and targeted.
- Highlights the connection between the process and the tools (systems)
- BPM is a good way to see the organisation in a different way, i.e. the devil in the detail.
- Standardisation is critical to innovate. 2 years ago we discussed at the RIMS Forum the need for an enterprise data model for asset data.
- Being a contractor we got into the depths of detail.
- Created intelligent tools to standardise and improve data quality
- They are the foundation of what we do.
- Through data mining we looked for trends of activities that were not initially apparent and discovered opportunities for improvement.We can are beginning to mine data a different way, that allows for other commercial opportunities.
- If you had a keen eye on the BPM I showed earlier you would have seen a change in dates, this is because we had gone through and updated our BPM on what we had learnt.Using the ‘AS IS’ and ‘TO BE’