The document provides a complete guide to input-output business process modeling. It begins with an overview of the basic input-output business process model, which transforms inputs like materials, labor, and information into outputs like goods and services through a transformation system. It then discusses topics like striving for top-down process alignment, documenting input-output processes, outlining key business functions, adopting a business process maturity model, and outlining process maps. The document also covers process improvement methodologies like Six Sigma, Lean Six Sigma, Lean processes, and Agile methodology in project management.

1. Complete
Guide to
Input-Output
Business
Process Model
Your Company Name

2. Table of Contents
2
Understand the Basic Input/ Output
Business Process Model
01
Strive for Top-Down Process Alignment
02
Document Your Input-Output Process
06
Be Clear About Your Business Model
03
Outline Key Business Functions
04
Adopt Business Process Maturity
Model for Excellence
05
Outline Your Process Map
07
Complex Process Flow Chart Symbols
08
Process Improvement Methodologies
for Process Excellence
• Six Sigma: DMAIC
• Lean Six Sigma Framework
• Lean Process
• Lean Methods
• 8 Wastes
• 5S Lean Workplace
• Kaizen - Continuous Improvement Model
• Business Process Automation
• Agile Methodology in Project Management
09

3. Understand the Basic Input/Output Business Process Model
3
Operations management transforms inputs (labor, capital, equipment, land, buildings, materials and information) into outputs (goods and services) that provide
added value to customers. All organizations must strive to maximize the quality of their transformation processes to meet customer needs.
Environment
Customers Suppliers Competitors Regulation Economy Technology
Transformation
System
OutputsInputs
Capital
Materials
Equipment
Facilities
Labor
Suppliers
Knowledge
Time
Alteration
Transportation
Storage
Inspection
Facilitating Goods
Services
Text Here
Text Here
Monitoring
and Control
Data
Action
Action
Data Data

4. Strive for Top-Down Process Alignment
4
ValueChain
Support Activities
Primary Activities
Inbound
Logistics
• Real-time inbound
inventory data
• Location of
distribution facilities
• Trucks
• Material Handling
• Warehouse
Operations
• Standardized model
• Access to real-time
sales & inventory
system
Outbound
Logistics
• Order processing
• Full delivery trucks
Marketing &
Sales
• Pricing
• Communication
• Promotion
• Product based on
community needs
• Low prices
After Sales
Service
• Delivery
• Installation
• Repair
• Greeters
• Customer
service focus
Firm Infrastructure Management, Finance, Legal, Planning
Human Resource Management
Professional development, Employee relations, Performance appraisals,
Recruiting, Competitive wages, Training programs
Technology Development Integrated supply chain system, Real-time sales information
Procurement
Real-time inventory, Communication with suppliers, Purchase
supplies and materials
Top Management
Team Members
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5. Be Clear About Your Business Model
5
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What is your
Business Mission
01
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What Product/
Service You Offer?
03
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What are Your
Functional Processes?
05
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Who is Your
Target Customer?
02
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What is Your Go-To-
Market Strategy?
04

6. Outline Key Business Functions
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Business Development
• Provide your sales force with counter arguments
• Detect new sales opportunities
• Nurture your sales pitch
• Anticipate customer needs identify growth areas
R & D
• Capture market latest advancements in the
technologies (patents evolution, scientific research)
• Protect your intangible assets (i:e patents expiration)
• Identify new technology start-ups to offer new services
Purchasing
• Identify suppliers’ economic stability
• Monitor suppliers’ websites (newsroom,
pressroom financial reports and updates)
• Anticipate costs’ variations
• Improve inventory management
Innovation / Strategy
• Capture market latest technologies advancements
(patents evolution, scientific research)
• Identify market opportunities & threats
• Anticipate new market trends
• Accelerate decision making
HR
• Find new talents (engineers, scientists)
• Monitor local labour regulations
• Watch specialized schools & universities to find out what they are up to
• Monitor competition career pages to understand their recruitment strategy
Marketing / Communications
• Image and e-reputation, PR
• Crises Management
• KOLs (influencers), topics, discussion identification
IT
• Follow news on specialized blogs related
to IT threats
Manufacturing
• Optimize manufacturing (processes, machines, etc)

7. Adopt Business Process Maturity Model for Excellence
7
Maturity Levels
05
Innovating
04
Predictable
03
Standardized
02
Managed
01
Initial
• Productivity growth
• Effective Automation
• Economy of scale
Motivate people to
overcome
problems and just
“get the job done”
• Repeatable practices
• Reduced rework
• Satisfied commitments
Build disciplined work
unit management to
stabilize work and control
commitments
• Productivity growth
• Effective Automation
• Economy of scale
Develop standard
processes, measures, &
training for product &
service offerings
• Stable processes
• Reuse / knowledge
management
• Predictable results
Manage process and
results quantitatively and
exploit benefits of
standardization
• Planned innovations
• Change management
• Capable processes
Implement continuous
proactive improvements
to achieve business
goals
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8. Document Your Input-Output Process
8
The Basic Process Model
Feedback
Information, new ideas, expertise and
customer feedback
Input
Materials, components,
labour, research &
development
Processing
Production lines, assembly
lines, management and skills
Output
End product, customer
satisfaction and employee
satisfaction
• Suppliers of materials
• Suppliers of Services
Supplier
• Materials
• Services
Input
• Customer-focused
• Supporting operations
Process
• Customer-focused
• Other hotel internal and
external products & services
Output
• Hotel guests
• Events
• Other internal & external
customers
Customer
Reservation Reception Check-in Accommodation Check-out
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9. Outline Your Process Map
9
Submit request to
purchasing department
Review reason
for denial
Investigate
vendors
Submit purchase
requisition for
approval
Request quotes
from vendors for
the item needed
Select a
vendor
Issue purchase
order to vendor
Submit
payment
Receive goods /
completed
service
Review
Order
Do you have
enough quotes?
Was the purchase
order approved?
Receive invoice
from vendor
NO
YES
NO
YES
Employee
Procurement
Department
Department
Receiving goods
Finance
Department
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10. Complex Process Flowchart Symbols
10
Terminator
Process
Data
Multiple Documents
Subroutine
Decision
Preparation
Connector
Merge
Stored Data
Documents
Delay
Display
Manual Input
Manual Loop
Off-page
Connector
Loop Limit
Collate
Sort
Database
Off-page
Connector
Off-page
Connector
Or Logical
OR
Summing
Junction
Logical And
Internal
Storage
Off-page
Connector
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11. Process
Improvement
Methodologies
11
for Process Excellence

12. Six Sigma: DMAIC
12
Define
Define the problem.
Analyse
Identify the cause of the problem.
Control
Maintain the solution.
Measure
Quantify the problem.
Improve
Implement and verify the solution.
The goal of six sigma is to improve processes by eliminating statistical variance and waste within a process, including the inputs, processing, and
outputs. At the heart of the six sigma methodology is DMAIC, which stands for Define, Measure, Analyze, Improve, and Control.
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13. Lean Six Sigma Framework
13
1. Define
Describe the problem
2. Measure
Collect baseline data
3. Analyse
Identify the root cause
4. Improve
Select the best solution
5. Control
Sustain the gains
› Problem Selection
› Project Charter
› VOC,VOB
› Problem Statement
› Process Map / SIPOC
› CTQ Metrics
› Meas.Sys. Analysis
› Summary Statistics
› Process Capability
› Control Chart
› Pareto Chart
› Run Chart
› Cause and Effect
› Scatter Diagram
› Value Analysis
› Brainstorming
› Benchmarking
› Force Field Analysis
› Criteria Test
› FMEA
› Statistical Process Control
› Control Plan
› Cost-Benefit Analysis
› Mistake Proofing
Project
Charter
Voice of the Customer,
Voice of the Business
Process
Map
Critical to
Quality Tree
MSA
Summary
Statistics
Pareto Chart
Run Chart
Cause and Effect
Diagram
Solution Analysis and
Selection
Solution
Implementation
Risk Assessment
Statistical Process
Control
Sustainability &
Benefits
Project
Handoff
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14. Lean Process
14
A Lean process emphasizes getting the right things to the right place at the right time in the right quantity to achieve perfect, sustainable workflow while
minimizing waste and being readily adaptable to change.
Correctly specify Value of product /
service to a customer
Value
Identify Value Stream and
remove waste (Muda)
Value Stream
Make product Flow unimpeded and
eliminate non-value added
Flow
Elimination of waste as an ongoing
process in pursuit of Perfection
Perfection
Action Initiated only by
demand “Pull”
Pull
Lean
Principles
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15. Lean Methods
15
3P (Pre-Production Planning)
Just-in-Time / Kanban Cellular Layout / Flow Total Productive Maintenance
Quality at Source Point of Use Storage Quick Changeover
Standardized Work Batch Reduction Teams
Visual Controls 5S (or 6S) Plant Layout
Continuous
Improvement Kaizen
Value
Stream
Mapping
1 Total Productive Maintenance
2 Point of Use Storage
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16. 8 Wastes
16
The 8 Wastes are eight types of process obstacles that get in the way of providing value to the customer
Defects
Efforts caused by rework, scrap,
and incorrect information
Overproduction
Production that is more than
needed or before it is needed
Waiting
Wasted time waiting for
the next step in a process
Non-Utilized Talent
Underutilizing people’s
talents, skills, & knowledge
Transportation
Unnecessary movements of
products & materials
Inventory
Excess products and
materials not being processed
Motion
Unnecessary movements by
people (e.g walking)
Extra-Processing
More work or higher quality
than is required by the customer
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17. 5S Lean Workplace
17
5S is a five-step organization technique to create and maintain an intuitive workspace
01
03
05
02
04
Sort
Organization – keeping only what is
necessary and discard everything
else – when in doubt, throw it out
Set in Order
Orderliness – arranging and label
only necessary items for easy
use and return by anyone
Shine
Cleanliness – keeping everything
swept and clean for inspection – for
safety and preventative maintenance
Standardize
Standardized cleanup- the state that
exists when the first three pillars or
“S”s” are properly maintained
Sustain
Sustaining the discipline –
making a habit of properly
maintaining correct procedures
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18. Kaizen – Continuous Improvement Model
18
Kaizen is a Japanese philosophy that believes “change is good”. “Kai” means change and “zen” means good. In business settings, Kaizen is also a strategic tool that brings
about continuous improvement, in terms of increased productivity, superior quality, lower costs, efficient processes, increased safety and better customer experience.
Plan
Document Reality
• Map process/Process Flow Chart
• Data Collection
• Pareto
• Check Sheets
Identify Waste
• Fishbone Diagram
• Affinity Diagram
• Is/Is not
DoStudy
Act
Develop Countermeasures
• Actions
• DOE
• Comparative Analysis
• FMEA (no new problems)
Verify Change
Measure Kaizen Results
• SPC
• Cost of Quality
Validate Permanent
Change
Celebrate Successes
• Document Success
• Communicate Improvement
• Generate more interest in
kaizen
Establish Standard
• 5 S
• SPC
• Cost of Quality
Kaizen
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19. Business Process Automation
19
On-Cloud Hybrid On-Premise
Intelligently Automate / Efficiency Operate
Business Operations Automation enable companies to replace repetitive-based work by deploying Automated process to reduce waste and
increase efficiency.
Cloud & Mobility
Email
Integration
Design toolsForms
Workflows
Content
Management
Chat/Voice Bot
ML/Cognitive
Analytics
Human Workforce
Digital Workforce
Identify
Model /
Blueprint
Execute
Integrate
Manage
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20. Agile Methodology in Project Management
20
An approach that takes inspiration from Agile software development - breaking the project up into several stages, cross-functional collaboration,
and continuous improvement and iteration at every stage.
Requirements
Agile
Development
Continuous
Cycles
Small, High-functioning,
Collaborative Teams
Multiple
Methodologies
Flexible /
Continuous Evolution
Customer
Involvement
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21. Complete Guide to Input-Output Business Process Model Icons Slide
21

22. Additional Slides
22

23. Agenda
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24. 24
Company Introduction
Background
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Capabilities
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Accreditation
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Company’s
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25. Our Mission Vision Values
25
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Vision Mission Values
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26. Our Goals
26
2
4
1
3
5
GOAL
GOAL
GOAL
GOAL
GOAL
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27. Organization Chart
27
Name Here
Designation
Name Here
Designation
Name Here
Designation
Name Here
Designation
Name Here
Designation
Text Here Text Here Text Here Text Here Text Here
Name Here
Designation
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28. Comparison
28
Male Users
50% 65%
5%
Facebook
Twitter
Instagram
30% 45%
Female Users
15%

29. Bar Chart
29
55
35
52
61
65
47
86
81
0 10 20 30 40 50 60 70 80 90 100
Q1
Q2
Q3
Q4
Unit Count
Product 01
Product 02
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30. Pie Chart
30
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1. Product
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2. Product
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Product 3.
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Product 4.
10%
25%
45%
20%

31. Dashboard
31
0
100
50
Low
Medium
High
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Low
30%
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Medium
50%
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High
90%
0
100
50
Low
Medium
High
0
100
50
Low
Medium
High

32. Linear
32
Step 1 Step 2 Step 3 Step 4
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33. Circular
33
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Your
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34. 2016
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2018
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2017
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2019
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2020
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34
Roadmap

35. Timeline
35
2016 2017 2018 2019 2020
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36. Thanks for
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