Casos de éxito de metasonic
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Casos de éxito de metasonic
- 4. CASE"STUDY:"BID"MANAGEMENT" 1. Profile 2. Scope > > > NEC Corporation: Revenue: 32 Billion Euro, 143,000 Employees Portfolio: Custom Chips, Supercomputers, PCs, Laptops, Monitors, Peripheral Devices (for example computer printers) and the development of HD-DVD > > Submission of proposals for IT projects (Big Deals >10 Million EUR) 30% of the proposals drastically wrongly calculated Sales process should be automated to ensure quality and timeliness in order to avoid wrongly calculated proposals 3. Solution Approach 4. Achieved Benefits > > > > Development of the sales process together with the participating sales representatives (and taking into consideration their individual perspectives) Transforming affected employees into active participants (they model their own process) Enabling ongoing feedback with respect to the process / rapid prototyping > Reduction of the wrongly calculated proposals by more than 60% By now the number of proposals which were not submitted as a result of this have been reduced to less than 10% """"""""""""""""""""""""""""""©"Metasonic"AG"2013""""""""""""""""•"""""""""""METASONIC"–"Dynamic,"Intelligent,"Social"BPMS"""""""""""""""•"""""""""""" 4! February"2013""
- 5. """""""""""""""""CASE"STUDY"NEC:"NIS"PRESIDENT‘S"VIDEO"STATEMENT" 15 minute Video Statement from Okada-san, President of NEC Information Systems (NIS) Increase in ratio by up to 75% through S-BPM & Metasonic Suite! """"""""""""""""""""""""""""""©"Metasonic"AG"2013""""""""""""""""•"""""""""""METASONIC"–"Dynamic,"Intelligent,"Social"BPMS"""""""""""""""•"""""""""""" 5! February"2013""
- 10. CASE"STUDY:"ORDER"PROCESSING" 1. Profile 2. Scope > > > > > > > IT Service Provider for the „Sparkassen Gruppe“ (Group of Savings Banks) „Sparkassen-Finanzgruppe“ (Savings Banks Financial Group): 426 Savings Banks, 360,000 Employees „Finanz-Informatik“ : Revenue: 1,5 Billion Euros, 5,000 Employees Automation of order processing Less email and more transparency Ensuring quality and timeliness Optimal distribution of work load 3. Solution Approach 4. Achieved Benefits > > > > Transforming affected employees into active participants (they model their own process) Enabling ongoing feedback with respect to the process / rapid prototyping Use of agile principles in process capturing and implementation > > 20% more throughput with the same resources Continuous improvement of the order processing process is the responsibility of the business department - the IT model is further developed by a business user Minimization of employee overtime """"""""""""""""""""""""""""""©"Metasonic"AG"2013""""""""""""""""•"""""""""""METASONIC"–"Dynamic,"Intelligent,"Social"BPMS"""""""""""""""•"""""""""""" 10! February"2013""
- 13. CASE"STUDY:"ORDER"PROCESSING"AT"FITS" „Thanks!to!the!Metasonic!Suite!our!employees!are!able!to! work!more!efficiently,!more!effec;vely!and!in!a!more! structured!way.!Thus,!today!with!Metasonic!Flow!we! process!significantly!more!orders!per!person!and!were!able! to!achieve!percep;ble!process!improvements“.! Gabriele(Konjack,(( Head(of(Order(Processing( Value!added!by!Metasonic!&!SEBPM:! E Dras;c!reduc;on!of!over;me!hours! E Taking!into!account!more!than!150!change!requests!during!the!course!of!the!project! E Increased!throughput!of!20%!with!the!same!resources!within!the!order!processing! process! E Op;mal!resource!alloca;on!(workload!distribu;on)! E Process!improvement!and!change!are!implemented!by!key!users!from!the!business! department!(with!no!IT!background)! """"""""""""""""""""""""""""""©"Metasonic"AG"2013""""""""""""""""•"""""""""""METASONIC"–"Dynamic,"Intelligent,"Social"BPMS"""""""""""""""•"""""""""""" 13! February"2013""
- 14. CASE"STUDY:"PROCESS"EXECUTION"PLATFORM" 1. Profile 2. Scope > > > > IT Service Provider of the „Volksbanken und Raiffeisenbanken“ (cooperative banks and credit unions) „Volksbanken und Raiffeisenbanken“: 770 banks, 16 million members Fiducia: Revenue: 0.7 Billion Euros, 3,200 Employees > > IT doesn‘t want to be perceived as a bottleneck in the implementation of projects Business must be rapidly supported To define precise requirements and interfaces 3. Solution Approach 4. Achieved Benefits > > > > Building of an S-BPM platform with the Metasonic Suite S-BPM as a medium for perfect alignment between business and IT Systematic building of a service organization > > Fiducia built a corresponding platform within one year By now numerous processes have gone live on this platform The most recent process (administration of access rights) was implemented within just 3 days """"""""""""""""""""""""""""""©"Metasonic"AG"2013""""""""""""""""•"""""""""""METASONIC"–"Dynamic,"Intelligent,"Social"BPMS"""""""""""""""•"""""""""""" 14! February"2013""
- 16. CASE"STUDY:"BUDGET"PLANNING"FIDUCIA" „ Our!employees!perceive!communica;onsEoriented!process! management!today!as!an!ancillary!tool!for!their!daily!work,! and!they!are!mo;vated!to!make!construc;ve!contribu;ons! to!improve!process!quality!on!a!con;nuing!basis.!It!is!easy!to! use!and!quickly!generates!significant!cost!savings!as!a!result! Lothar(Hübner,(CIO( of!its!structured!approach.!We!are!very!sa;sfied!with!the! project! results.“! Value!added!by!Metasonic!&!SEBPM:! E Support!for!the!implementa;on!of!a!strict!service!orienta;on!within!the! organiza;on!(currently!5!processes!have!gone!live!–!Metasonic!as!plaYorm)!! E Dras;c!shortening!of!the!project!cycle!;mes!(most!current!process!went!live! on!Dec.!1st,!2012!–!it!was!implemented!in!just!three!days!)!! E IT!posi;ons!itself!as!a!clear!business!enabler! """"""""""""""""""""""""""""""©"Metasonic"AG"2013""""""""""""""""•"""""""""""METASONIC"–"Dynamic,"Intelligent,"Social"BPMS"""""""""""""""•"""""""""""" 16! February"2013""
- 17. CASE"STUDY:"IPHONE"ORDER"PROCESS"SWISSCOM" 1. Profile 2. Scope > > > Swisscom is Switzerland's leading telecoms provider, with 6.2 million mobile customers, 791,000 Swisscom TV customers and around 1.7 million broadband connections (retail). I n 2012, the company's 19,514 employees (full time equivalents) generated revenues of CHF 11.384 billion. > > Based on experience with past iPhone launches, the contact center of the SME business unit at Swisscom (Switzerland) Ltd. knew that many current customers would be in touch during the pre-sales period of the iPhone5 launch. To avoid several thousand call difficult to serve they decided to actively optimize the quality of support prior to the market launch. The idea was that it should be possible to take orders and new inquiries using an app. 3. Solution Approach 4. Achieved Benefits > > The (S-BPM) solution from Metasonic supported and managed the entire order process optimally. The individual elements of the process lifecycle were implemented professionally with minimum expense. > In only 8 hours it was possible to complete a very fast modeling process and immediately execute and test the processes. > The advantage was that changes could be made to the configurations at any time without having to modify the app itself. > > On request the customer receives a link to an app in the iTunes Store that allows the customer to start the process of ordering a new iPhone 5. The ordering process was then initiated on the Metasonic server using Metasonic‘s subjectoriented business process management (SBPM) solution Metasonic‘s task is to process orders placed via the app in order to relieve the overload on the customer service department """"""""""""""""""""""""""""""©"Metasonic"AG"2013""""""""""""""""•"""""""""""METASONIC"–"Dynamic,"Intelligent,"Social"BPMS"""""""""""""""•"""""""""""" 17! February"2013""
- 18. SWISSCOM"–"iPHONE"5"ORDER"PROCESS" The subject-oriented business process management (S-BPM) solution from Metasonic supported and managed the entire order process for iPHONE 5. The individual elements of the process lifecycle were implemented professionally with minimum expense. In only 8 hours it was possible to complete a very fast modeling process and immediately execute and test the processes. Web services can be integrated very flexibly into the process to connect the Smart Phone App with the process. Partner:! """"""""""""""""""""""""""""""©"Metasonic"AG"2013""""""""""""""""•"""""""""""METASONIC"–"Dynamic,"Intelligent,"Social"BPMS"""""""""""""""•"""""""""""" 18! February"2013""
- 19. SWISSCOM"–"iPHONE"5"ORDER"PROCESS" Partner:! The Management View provides graphic representations of information in near real-time (updates every 15 minutes), whereas this information would only be available with a time delay in other ordering channels. Using the rapid prototyping provided by the graphical user interface, customer requests and additional requirements were able to be continually integrated, while taking technical feasibility into consideration. This allowed the project to proceed agilely with quick improvement iterations within a brief time. """"""""""""""""""""""""""""""©"Metasonic"AG"2013""""""""""""""""•"""""""""""METASONIC"–"Dynamic,"Intelligent,"Social"BPMS"""""""""""""""•"""""""""""" 19! February"2013""
- 20. CASE"STUDY:"INCIDENT"MANAGEMENT"SWISSCOM" 1. Profile 2. Scope > > > Swisscom is Switzerland's leading telecoms provider, with 6.2 million mobile customers, 791,000 Swisscom TV customers and around 1.7 million broadband connections (retail). I n 2012, the company's 19,514 employees (full time equivalents) generated revenues of CHF 11.384 billion. > > > The Small Medium Enterprises division of Swisscom currently had no real-time view of the infrastructure made available for the relevant products. This resulted in regular inquiries and irritation at the communication interfaces. The information being provided reached SME with a time delay that was too long. Employees had to seek out and collect information independently from various sources in order to get an overview of a problem. 3. Solution Approach 4. Achieved Benefits > > > > > Identification of the cause of the problem Creative process to develop a detailed plan (solution) Promote the change process, implement and evaluate the solution Grasp, understand and control the results check, learning process, added value, new knowledge and far-reaching initiatives > > Agile workflow system which shows process flows in a meaningful way, correspond to reality 1:1, are comprised in only one single model (in the same way for business and IT). Smart, integrated app solution (Framework-based) for fast distribution and support on various platforms Important KPIs are determined for short-term control of the daily business (as a decision basis for countermeasures), as well as for medium-term control """"""""""""""""""""""""""""""©"Metasonic"AG"2013""""""""""""""""•"""""""""""METASONIC"–"Dynamic,"Intelligent,"Social"BPMS"""""""""""""""•"""""""""""" 20! February"2013""
- 26. CASE"STUDY:"QUALITY"ASSURANCE"TESAT" 1. Profile 2. Scope > > > > > Leading producer of Satellite Components 2011: 1250 Employees; 220 Mio. Euro Revenue Part of EADS Group > > Avoiding media chance during order processing and control cycle Improvement of adherence to delivery dates Integrated process and control system instead of excel and paper lists 3. Solution Approach 4. Achieved Benefits > > > > > Involvement of employees in the solution development Iterative approach during requirements specification Starting very fast with a prototype in one specific area Step by step improvement until the final optimal solution was achieved > > Convincing effect on the TESAT customers „Tesat controls optimal processes” Agile process control which can be adapted to any upcoming project or component on the fly Development time Mai 2009 to Nov 2009 (5 month) """"""""""""""""""""""""""""""©"Metasonic"AG"2013""""""""""""""""•"""""""""""METASONIC"–"Dynamic,"Intelligent,"Social"BPMS"""""""""""""""•"""""""""""" 26! February"2013""