Challenges of BPM at CLAAS - Symbioworld · Challenges of BPM at CLAAS Managing process variance in...
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Challenges of BPM at CLAAS Managing process variance in a global environment Dr.-Ing. Tobias Effey – Head of BPM Symbio Innovation Day in Munich – 27th June 2019
Transcript of Challenges of BPM at CLAAS - Symbioworld · Challenges of BPM at CLAAS Managing process variance in...
Challenges of BPM at CLAAS
Managing process variance in a global environment
Dr.-Ing. Tobias Effey – Head of BPM
Symbio Innovation Day in Munich – 27th June 2019
Agenda
2
1. First chapter: General overview about CLAAS
2. Second chapter: BPM@CLAAS
3. Third chapter: Managing process variance
Legal form KGaA mbH
Supervisory Board Cathrina Claas-Mühlhäuser
(Chairwoman)
Shareholders‘ committee Helmut Claas
(Chairman)
Sales 2018 €3.8 thousand million
Income before taxes €225.7 million
Foreign sales 78.5 %
Employees worldwide 11,132
CLAAS at a glance
Facts and figures
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CLAAS at a glance
The product range
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Combine harvesters Forage harvesters Tractors Forage harvesting
machines
TelehandlersBalers Software and SystemsWheel loaders
Service & Parts
CLAAS global
Product Companies worldwide
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CLAAS at a glance
Research and development
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1784
Mechanization
1870
Mass production
1969
Automation, electronics
Today
Internet of things
Industry 1.0 Industry 2.0 Industry 3.0 Industry 4.0
1860
Usage of tractors
in agriculture
4 persons
fed by 1 farmer
Today
Digitalization and net-
working of machines.
≈ 155 persons
fed by 1 farmer
69 persons
fed by 1 farmer
1930 – 1950
Tractor as universal
machine
17 persons
fed by 1 farmer
Farming 1.0 Farming 2.0 Farming 3.0 Farming 4.0
Source: American Farm Bureau Federation 2016; Ernährungsumschau (2017)
1990
Automation, Electronics
in agriculture machinery
Agenda
7
1. First chapter: General overview about CLAAS
2. Second chapter: BPM@CLAAS
3. Third chapter: Managing process variance
Business Process Management @ CLAAS
Process Lifecycle
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Analyze & understand
process
Optimize process
Model standardized
process
Digitize process
Implement & train process
Monitor process
BPMBusiness Process Management
Process Lifecycle
9
Enabling Processes
Ma
rke
t
Cu
sto
me
r (F
arm
er)
Sa
tisfa
ction
Input Output
Salable & industrializedproduct available for
customer
Order to manufacture a
product, Sales and Operation Planning
(SOP)
Law & regulations Technology
Innovation Customerrequirements
Prioritized & approved product, feature, integration &
service roadmap
Product is handed over to customer (farmer)
Order to manufacture a
product, Sales and Operation Planning
(SOP)
Product is operational & customer satisfaction
Product is handed over tocustomer (farmer)
Salable & industrializedproduct available for
customer
Prioritized & approved product, feature, integration &
service roadmapC
usto
me
r o
rie
nte
d P
roce
sse
s
BPM-Program – Process Landscape
Level 0 und 1 Processes
Business Management Resource Management
Product Offerto
Order2
(PO2O)
Set-up & develop
distribution networks
Manage demand
Set pricing &
conditions
Set-up & develop
marketing plansManage sales
Marketto
Roadmap(M2R)
Identify (future) customer requirements Develop
business model
& product idea
Align product
idea with
product portfolio
Develop & manage
product, feature &
integration roadmap
Develop
product
architectureAnalyze & monitor markets continuously
Orderto
Delivery(O2D)
Source materials, products &
services
Plan demand & align resources
Manufacture products Deliver products
Manage quality feedback for O2D & manage shop floor
Deliveryto
End of Use(D2EU)
Qualify & manage after sales
networkIdentify & manage after sales business opportunities
Maintain & repair product
Monitor product performance & Manage quality feedback for D2EU
Create product
requirements
Develop concept &
precise business
model
Validate
concept
Validate
product
Prepare
production
Ramp-up &
stabilize
production
Execute projects
Preventive quality measures & manage quality feedback for R2PO
Roadmapto
Product1 Offer(R2PO)
Business Process Management @ CLAAS - BPM Cube
Role-out and detailing of corporate processes across the Group
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CLAAS E2E Business Processes
Detailing the
processes in
the BU
Y
X
Z
BU Grain
BU Tractor
…
Processes L0 & L1
across the GroupData structure,
documents or systems
Processes
across the
Group
GroupEnabling Processes
Ma
rke
t
Cu
sto
me
r (F
arm
er)
Sa
tisfa
ctio
n
Input Output
Salable & industrializedproduct available for
customer
Order to manufacture a
product, Sales and Operation Planning
(SOP)
Law & regulations Technology
Innovation Customerrequirements
Prioritized & approved product, feature, integration &
service roadmap
Product is handed over to customer (farmer)
Order to manufacture a
product, Sales and Operation Planning
(SOP)
Product is operational & customer satisfaction
Product is handed over tocustomer (farmer)
Salable & industrializedproduct available for
customer
Prioritized & approved product, feature, integration &
service roadmap
Cu
sto
me
r o
rie
nte
d P
roce
sse
s
Business Management Resource Management
Product Offerto
Order2
(PO2O)
Set-up & develop distribution networks
Manage demand
Set pricing & conditions
Set-up & develop marketing plans
Manage sales
Marketto
Roadmap(M2R)
Identify (future) customer requirements Develop business model
& product idea
Align product idea with
product portfolio
Develop & manage product, feature &
integration roadmap
Develop product
architectureAnalyze & monitor markets continuously
Orderto
Delivery(O2D)
Source materials, products & services
Plan demand & align resources
Manufacture products Deliver products
Manage quality feedback for O2D & manage shop floor
Deliveryto
End of Use(D2EU)
Qualify & manage after sales network
Identify & manage after sales business opportunities
Maintain & repair product
Monitor product performance & Manage quality feedback for D2EU
Create product requirements
Develop concept & precise business
model
Validate concept
Validate product
Prepare production
Ramp-up & stabilize
production
Execute projects
Preventive quality measures & manage quality feedback for R2PO
Roadmapto
Product1 Offer(R2PO)
Impact of BPM on key activities at CLAAS
„We are doing it anyway“ – BPM provides us the needed framework
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BPM as foundation to answer to dynamic market requirements
Efficiency Digitalization
S/4
HA
NA
Pro
ject
Pro
ce
ss im
pro
ve
ment /
LE
AN
activitie
s
Se
t-u
p o
f B
U o
rga
niz
atio
n
&
Harm
on
iza
tion
of B
U
pro
ce
sse
s
Dig
ita
l T
ran
sfo
rmation
(e.g
. d
igita
l b
usin
ess m
od
els
)
Dig
itiz
atio
n o
f p
roce
sse
s
(e.g
. D
P B
US
S)
BPM as foundation to answer to dynamic market requirements
Customer satisfaction
Competitiveness and company success
Agenda
12
1. First chapter: General overview about CLAAS
2. Second chapter: BPM@CLAAS
3. Third chapter: Managing process variance
Variances of
Sub-Process for PC
Sub-Process
(Corporate or BU)
Main Process
(Corporate or BU)
Category
Main Process
(Corporate)
Purchasing
The „Lego“ Process Modelling Concept
Responsibility of processes and their variances
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…R&D Manufacturing
Service Cluster/ Department - View
MP1 MP2 …
MPB3
MPB1 …
MPB2
SP1 …SP2
SP4
SP3
MP1 MP2 …
MPB3
MPB1 …
MPB2
SP1 …SP2
SP4
SP3
MP1 MP2 …
MPB3
MPB1 …
MPB2
SP1 …SP2
SP4
SP3
V1SP1 …V3SP1
V2SP1 V1SP1 …V3SP1
V2SP1 V1SP1 …V3SP1
V2SP1
Sub-Process
(Corporate or BU)
Main Process
(Corporate or BU)
Category
Main Process
(Corporate)
Purchasing
The „Lego“ Process Modelling Concept
Using the “Master-Legos” to build the End-to-End processes
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…R&D Manufacturing
Service Cluster/ Department - View
Ma
rke
t
Cu
sto
me
r (F
arm
er)
Sa
tisfa
ction
E2EProcess
E2E-Master-View
MP1 MP2 …
MPB3
MPB1 …
MPB2
…
MP1 MP2 …
MPB3
MPB1 …
MPB2
…
MP1 MP2 …
MPB3
MPB1 …
MPB2
…SP1
SP2
SP4
SP3SP1
SP2
SP4
SP3SP1
SP2
SP4
SP3SP1SP1
SP2
SP1
SP2
SP1
SP2
SP4
SP3SP1
SP2
SP4
SP3SP1
SP2
SP4
SP3SP1SP1
SP2
SP1
SP2
E2EProcess
SP4SP3 SP2 SP3 SP1 SP2 SP4
SP2SP1
SP1SP2
SP4 SP2 SP3SP1SP2
The „Lego“ Process Modelling Concept
How process variances in an E2E process architecture are displayed
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Ma
rke
t
Cu
sto
me
r (F
arm
er)
Sa
tisfa
ction
E2EProcess
E2E-Master-View
E2EProcess
SP4SP3 SP2 SP3 SP1 SP2 SP4
SP2SP1
SP1SP2
SP4 SP2 SP3SP1SP2
Ma
rke
t
Cu
sto
me
r (F
arm
er)
Sa
tisfa
ction
E2EProcess
E2E-Tractor-View
E2EProcess
V1SP4SP3 SP2 SP3 V2SP1 SP2 SP4
SP2SP1
SP1SP2
SP4 SP2 V2SP3SP1SP2
Ma
rke
t
Cu
sto
me
r (F
arm
er)
Sa
tisfa
ction
E2EProcess
E2E-Combine-View
E2EProcess
SP4SP3 SP2 SP3 V3SP1 SP2 SP4
SP2SP1
SP1SP2
V1SP4 SP2 V1SP3SP1SP2
BPM Process Roles
Which roles we need
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Sub-Process
Main Process (BU)
Category
Main Process
Purchasing R&D Manufacturing
Service Cluster/ Department
Ma
rke
t
Cu
sto
me
r (F
arm
er)
Sa
tisfa
ctio
n
E2EProcess
E2E-View
Sub-Process Owner• Responsibility for Sub-Process
module (including KVP and changes)
• Approval of Sub-Process module
• Check local variants before approval
by Local Process Owner
• Coordination and management of
Process Architects
• Alignment with Main Process Owner
Process Architect• Conception and composition of
Sub-Process module
• Composition of variants
• Check before approval
E2E Process Owner• Overall responsibility for scenario
• Approval of Scenario after consultation with Sub-Process
Owner
• Approval of Changes in Sub-Scenarios (if Sub-Process
module interfaces (inputs/ outputs) are concerned)
• Coordination and management of Scenario Architects
E2E Architect• Assemply of the Scenario out of
Sub-Processes / Sub-Scenarios
• Check before approval
Main Process Owner• Overall responsibility for pool of Sub-
Processes (including decision about
new Sub-Process modules)
• Determination of Sub-Process Owner
Thank you for your attention!
Dr.-Ing. Tobias Effey
Head of Business Process Management
CLAAS KGaA mbH
