e-journal of Practical Business Research Business Process Benchmarking Band II Gesamtkonzeption:

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1 e-journal of Practical Business Research Business Process Benchmarking Band II Gesamtkonzeption: Benchmarking Method Munich: Quick Reference Guide Werner Lugauer, Thomas Gann, Sophia Zapf David Jäck & Jörg Puchan Erschienen im e-journal of Practical Business Research unter: Der vorliegende Beitrag basiert auf den Erkenntnissen des Moduls 2 (Benchmarkingmethode) und der Publikation Business Process Benchmarking Band I Grundlagen: Bestandsaufnahme, Synopse und Entwicklungspotentiale. Im Quick Reference Guide wird die Benchmarking Method Munich BM 2 mit ihren unterschiedlichen Typen erläutert und das Vorgehen schrittweise erklärt. Dies soll zur übersichtlichen Anschauung dienen und die Durchführung der Benchmarkingmethode erleichtern. Darüber hinaus gibt der Quick Reference Guide einen Einblick, welche Rollen für die Benchmarking Method Munich benötigt werden und wie die Verantwortlichkeiten bei den einzelnen Aktivitäten verteilt werden. Ein Überblick über die Inputs und Outputs eines jeden Unterschrittes soll die BM 2 verständlich und nachvollziehbar machen. Der Quick Reference Guide ist in englischer Sprache verfasst, da es sich um ein Dokument handelt, dass auch an interessierte Unternehmen zur Kooperation herausgegeben werden soll. Zitation: Lugauer, Werner; Gann, Thomas; Zapf, Sophia; Jäck, David & Puchan, Jörg (2012): Gesamtkonzeption. In: e-journal of Practical Business Research, Sonderausgabe: Business Process Benchmarking Band II Gesamtkonzeption (Hrsg. Puchan/Gann) (12/2012), DOI: /

2 Business Process Benchmarking Band II Gesamtkonzeption: Benchmarking Method Munich Quick Reference Guide Projekt Business Process Benchmarking (BPB) Forschungs- und Entwicklungsprojekt der Fakultät für Wirtschaftsingenieurwesen Hochschule für angewandte Wissenschaften München Wiss. Leitung: Prof. Dr. Jörg Puchan Thomas Gann, M. Eng. Autoren: Werner Lugauer, Thomas Gann, Sophia Zapf David Jäck & Jörg Puchan!".!#.#$!#

3 Kurzfassung Der vorliegende Beitrag basiert auf den Erkenntnissen des Moduls # (Benchmarkingmethode) und der Publikation von Lugauer, W. Gann, T. & Puchan, J. (#$!#): Benchmarking- Methoden. In: e-journal of Practical Business Research, Sonderausgabe: Business Process Benchmarking Band I Grundlagen (Hrsg. Puchan/Gann) ($"/#$!#), DOI:!$.%#$&/$$$$$$$$'&. Im Quick Reference Guide wird die Benchmarking Method Munich BM # mit ihren unterschiedlichen Typen erläutert und das Vorgehen schrittweise erklärt. Dies soll zur übersichtlichen Anschauung dienen und die Durchführung der Benchmarkingmethode erleichtern. Darüber hinaus gibt der Quick Reference Guide einen Einblick, welche Rollen für die Benchmarking Method Munich benötigt werden und wie die Verantwortlichkeiten bei den einzelnen Aktivitäten verteilt werden. Ein Überblick über die Inputs und Outputs eines jeden Unterschrittes soll die BM # verständlich und nachvollziehbar machen. Der Quick Reference Guide ist in englischer Sprache verfasst, da es sich um ein Dokument handelt, dass auch an interessierte Unternehmen zur Kooperation herausgegeben werden soll. Projekt BPB; Lugauer, Gann, Zapf, Jäck, Puchan Seite!/%#

4 !! BUSINESS PROCESS BENCHMARKING BENCHMARKING METHOD MUNICH BM!! QUICK REFERENCE GUIDE!!!"#$!%&'()*+!,%,!-!$)./&+0)1+!'2!31451))&514!/16!7/1/4)0)1+!

5 Index of Content Index of Content...!! Introduction..."! BM#Type $: Current Maturity Level...%! BM#Type!: Benchmarking with proposed Partner...&! BM#Type ": Benchmarking with selected Partner...'! BM! Type application decision...(! Roles...)! Overview of activities within the Phases... $*! Phase $ - Tailoring... $!! Sub Item $.$ Self-assessment and expectations... $"! Sub Item $.! Adaption of benchmarking process... $%! Phase! - Planning... $&! Sub Item!.$ Selection of benchmarking object... $'! Sub Item!.! Identification of stakeholders and expectations... $(! Sub Item!." Project management... $)! Sub Item!.% Partner selection... $+! Sub Item!.& Management validation and confirmation...!*! Phase " - Execution...!$! Sub Item ".$ Analysis of benchmarking object...!!! Sub Item ".! Partner proposal...!"! Sub Item "." Analysis of partners object...!%! Phase % Gap Analysis...!&! Sub Item %.$ Analysis of gap...!'! Phase & - Improvement...!(! Sub Item &.$ Prepare and plan measures...!)! Sub Item &.! Execution of measures... "*! Sub Item &." Check of measure effectiveness... "$! Projekt BPB; Lugauer, Gann, Zapf, Jäck, Puchan Seite!/"!

6 Introduction Business Process Benchmarking is a research project at the University of Applied Sciences Munich. The project team consists of students of the Department of Engineering and Management and is led by Prof. Jörg Puchan and Thomas Gann, M.Eng.. The project is based on scientifically work, got started in February of!*$! and is divided up into five modules: Reference Process Model, Benchmarking Method, Key Figures, Tool-Development and Validation. This Quick Reference Guide is based on the results within the module Benchmarking Method. It explains the new-created method Benchmarking Method Munich BM# and the approach to benchmark. The aim of this module is to create a method to measure process performance and to compare the results with reference values. Furthermore the Benchmarking Method Munich BM# describes in particular the way in which generic benchmarking of business processes could be done, as well as the type of data collection, data storage and visualization and a process model how cross-industry benchmarking can be run. The present BM# Quick Reference Guide is intended to give the benchmarking partners a structured and standardized approach to support and implement the benchmarking. The guide is mainly composed of five phases: Tailoring, Planning, Execution, Gap Analysis and Improvement. During these five phases the requirements of a crossindustry benchmarking is considered. Each phase describes the appropriate inputs, outputs and deliverables, which in turn are required for the implementation of the current step and the subsequent steps. In addition there is a description of roles and responsibilities. Depending on which roles are defined there are different responsibility levels. Moreover there is a consideration of customer requirements through different BM#Types $ ". According on the individual situation and customer aims the BM# could be run the corresponding benchmarking level. The following pages will give an overview on the superior BM#Types. In particular there are two main interfaces, which are exceedingly important to regard by creating this benchmarking guide. On the one hand the interface to the Reference Process Model Munich RPM#, especially the impacts of their method and concept. On the other hand there is the generic approach of the investigation of key figures in module three. In the context of this guide, these interfaces are included and enabled by appropriate interactions within the benchmarking phases. Quality assurance is ensured initially through expert reviews and subsequently in practice. Projekt BPB; Lugauer, Gann, Zapf, Jäck, Puchan Seite "/"!

7 Business Process Benchmarking Band II Gesamtkonzeption: Benchmarking Method Munich BM#Type $: Current Maturity Level This type will allow the customer to take a general survey of the company s current maturity level and the ability to benchmark. It s recommended for customers who want to get a feel for what benchmarking is in general and how this organization will be able to benchmark. Start with this BM#Type to gain a deep understanding for the benchmarked process, its structure and all required inputs and outputs. After the step Analysis of Benchmarking Object the tool displays a ranking-table. There will be shown the company s position for the benchmarked process within all companies who already benchmarked the same process. Projekt BPB; Lugauer, Gann, Zapf, Jäck, Puchan Seite %/"!

8 Business Process Benchmarking Band II Gesamtkonzeption: Benchmarking Method Munich BM#Type!: Benchmarking with proposed partner The idea of this type is to offer the customer an opportunity to benchmark his business processes with the existing database and with a benchmarking partner. Through the partnerships with various industry partners the tool is capable of providing a variety of cross-industry data. After displaying the ranking-table, the tool proposes a partner out of the database with whom the company could do a benchmarking of the same process. As the ranking-table is mostly anonymous, the contact with the partner will be established by the BPB-Team (University). Projekt BPB; Lugauer, Gann, Zapf, Jäck, Puchan Seite &/"!

9 Business Process Benchmarking Band II Gesamtkonzeption: Benchmarking Method Munich BM#Type ": Benchmarking with selected partner If the company selects its partner already before starting with the benchmarking project, BM#Type " is the right choice. It s not necessary that the selected partner is in the database and therefore the selection can be much more precise. The company is able to choose the suitable benchmarking partner with regard e.g. to branch, turnover, size and form of enterprise, number of employees or place. Due to this named advantage, it s a very detailed and assiduous approach in BM#Type ". Projekt BPB; Lugauer, Gann, Zapf, Jäck, Puchan Seite '/"!

10 BM! Type application decision Following table will help to make a decision towards which type of the BM! should be selected. Choosing the suitable method depends strongly on the reasons and intentions why a company wants to benchmark their processes. Type $ Type! Type " Required experience in benchmarking low high high Personnel costs low medium high Expenditure of time low medium high Compare with the best medium medium high Competitive benchmarking high low low Useful for a rare and specific process low low high Overview of BM! Types regarding special aspects After the first iteration with BM! Type $ or! it is possible and, depending on the company s higher benchmarking aim, recommended going on with the following type. After the application of the BM! Type $ the company should have gained a deep understanding of the benchmarked process including the structure, inputs, outputs and responsibilities. As soon as the company is aware of the relation and distance to the Best-in-Class -competitor, a benchmarking partner can be selected, whether already in the tool-database (BM! Type!) or not (BM! Type "), to go into the differences between two similar processes in two different companies. Projekt BPB; Lugauer, Gann, Zapf, Jäck, Puchan Seite (/"!

11 Roles Within the Benchmarking Method Munich BM# seven roles are defined for carrying out a benchmarking project. Generally it is possible that one person holds up more roles at the same time. Use Case-Diagram: Roles in the BM# The Benchmarking Sponsor (BS) The person in a company who brings the improvement project into being and pays the costs. As a rule, the Sponsor is especially interested in the results of the project and normally holds a managerial position. The Benchmarking Expert (BE) If there is someone in the company who has already gained a lot of experience in benchmarking he should be appointed as the Benchmarking Expert. He will prevent failures from happening through his expertise and will help carrying out the project efficiently. If the company doesn t have a Benchmarking Expert in its own rows an experienced consultant should be recruited for this role. The Process Owner (PO) This role is filled by the person who his responsible in the organisation for the process to be benchmarked. He ensures that all special conditions and constraints regarding the process are taken into consideration. Projekt BPB; Lugauer, Gann, Zapf, Jäck, Puchan Seite )/"!

12 The Process User (PU) This role has a keen eye on the feasibility of the improvements because he works daily with the benchmarked process. Therefore he has also a special knowledge about why the actual performance of the process isn t efficient enough and needs to get refined. The Benchmarking Project Manager (BPMgr) He is the responsible for the whole project and manages the planning. He decides what to do when and ensures the realization of the necessary activities in time. The Benchmarking Team (BT) The Team is the core role in this project because it executes the actual activities of the Benchmarking Project. Members of the team should have distinctive analytical skills and a rapid perception to understand unfamiliar processes in detail. Remember to form the team with as few people as possible. The Benchmarking Partner Process Expert (BPPE) If the decision is to benchmark the organisation with a partner company, a contact that knows the process profoundly is needed. To identify the potential of improvement through analysis of an external process this role is mainly involved in explaining all details to the team. Every role has, depending on the current activity, different responsibilities. These are faithful to the RASCI-model and its abbreviations are explained as follows: Responsible (R): Accountable (A): Supportive (S): Consulted (C): Informed (I): The role, which is responsible to do the work to achieve the step. In most cases only one role is responsible. Others may be assigned to support (S) in achieving the task. If a role is responsible and accountable at the same time it will be indicated in the tables as accountable (A). The role, which is accountable and approves the work delivered by the responsible role. Only one role can be accountable for a single step. If a role is responsible and accountable at the same time it will be indicated in the tables as accountable (A). The role, which supports the responsible to achieve the task. More than one role can be supportive for a single step. The role for a subject matter expert who provides input to achieve the step. More than one role can be consulted for a single step. The role, which will be informed about the progress or result of the step. More than one role can be informed for a single step. Projekt BPB; Lugauer, Gann, Zapf, Jäck, Puchan Seite +/"!

13 Overview of activities within the phases To get an overview of all necessary activities within the five phases, this table shows likewise the interaction of the different roles. To make the responsibilities of the involved roles more clear, the RASCI-model has been used and applied on every activity. Every step will be explained in detail in the chapter Phases. PHASE R= Responsible A = Accountable S = Supportive C = Consulted I = Informed Type $ BM! Type Type! Type " Benchmarking Sponsor (BS) Benchmarking Expert (BE) Fill-out checklist X X X A S $ Perform process adaption X X X A R! Identify business areas with demand for improvement Prioritize business areas Select object from business area with highest priority X X X S A X X X S A X X X S A Identify stakeholders X X S A Identify key stakeholders expectation Nominate Benchmarking Project Manager Form Benchmarking Team Identify potential benchmarking partners Define selection criteria and select partner X X S A Process Owner (PO) Process User (PU) Benchmarking Project Manager (BPMgr) X X X A S S I Benchmarking Team (BT) X X X A S S R I X S S A S X A S C R S Benchmarking Partner Process Expert (BPPE) Take partner on board X S S A I Outline purpose and scope of benchmarking Identify required resources Obtain management commitment X X S S C A S X X S A S X X A R Projekt BPB; Lugauer, Gann, Zapf, Jäck, Puchan Seite $*/"!

14 P H A S E " % & R= responsible A = accountable S = supportive C = consulted I = informed Get thorough understanding of benchmarked object Define and measure key data Identify potential benchmarking partners within internal database Select benchmarking partner Type $ BM! Type Type! Type " Benchmarking Sponsor (BS) Benchmarking Expert (BE) Process Owner (PO) Process User (PU) Benchmarking Project Manager (BPMgr) Benchmarking Team (BT) X X X S C C A S X X X S C C A S X A X A C C R S Benchmarking Partner Process Expert (BPPE) Take partner on board X S S A I Get thorough understanding of partners benchmarking object X X S A S C Measure key data X X S A S C Identify gap based according measured key data Discover root causes for gap Forecast trend of gap in future Communicate findings of the benchmarking Develop measures according the identified gap X X X S A S X X S C C A S X X S C A S X X X I S I I A S X X S C C A S Prepare action plan X X I S A S Approval of action plan X X A R Improvement of relevant business processes Instruct employees on changed process Track implementation of actions Finalize improvement of business processes X X R C A X X A I X X S A X X R C A Create final report X X X A S R S Steps and responsibilities of all phases and sub items Projekt BPB; Lugauer, Gann, Zapf, Jäck, Puchan Seite $$/"!

15 Business Process Benchmarking Band II Gesamtkonzeption: Benchmarking Method Munich Phase $ - Tailoring The tailoring of the benchmarking process shall provide an efficient base for a benchmarking project. Depending on the terms and conditions of a specific demand for improvement, a suitable approach shall be provided. A basic understanding of the benchmarking procedure will be the result of phase $. Sub Items of Phase $: $.$ Self-assessment and expectations $.! Adaption of benchmarking process Projekt BPB; Lugauer, Gann, Zapf, Jäck, Puchan Seite $!/"!

16 Sub Item $.$ Self-assessment and expectations The self-assessment and expectations session allows finding out about basic benchmarking capabilities as well as the fundamental direction of the benchmarking project. By answering some basic questions the foundation of an adequate tailoring will be established. Fill-out checklist A S BS BE PO PU BPMgr BT BPPE Steps and responsibilities of sub item $.$ Self-assessment Input Activity Output BM! checklist Fill-out checklist Filled BM! checklist Inputs and outputs of sub item $.$ Self-assessment Projekt BPB; Lugauer, Gann, Zapf, Jäck, Puchan Seite $"/"!

17 Sub Item $.! Adaption of benchmarking process According the results of the self-assessment and expectations session the benchmarking process can be adapted. The tailored benchmarking process shall reflect the basic requirements on the benchmarking approach. Perform process adaption BS BE PO PU BPMgr BT BPPE A R Steps and responsibilities of sub item $.! Adaption of benchmarking process Input Activity Output BM! checklist Perform process adaption Tailored BM! process Inputs and outputs of sub item $.! Adaption of benchmarking process Projekt BPB; Lugauer, Gann, Zapf, Jäck, Puchan Seite $%/"!

18 Business Process Benchmarking Band II Gesamtkonzeption: Benchmarking Method Munich Phase! - Planning As in every project a proper planning is an important step towards success. It is all about what to do, who is involved and responsible, what is the timeline, what are the required resources and so on. Sub Items of Phase!:!.$ Selection of benchmarking object!.! Identification of stakeholders and expectations!." Project management and confirmation!.% Partner Selection!.& Management validation and confirmation Projekt BPB; Lugauer, Gann, Zapf, Jäck, Puchan Seite $&/"!

19 Sub Item!.$ Selection of benchmarking object The identification of the object that shall be benchmarked is one of the fundamental tasks of the planning phase. Aiming for a concrete and focused target is an important success factor. Identify business areas with demand for improvement Prioritize business areas Select object from business area with highest priority BS BE PO PU BPMgr BT BPPE S S S A A A Steps and responsibilities of sub item!.$ Selection of benchmarking object Input Activity Output Research / information about business areas Identify business areas with demand for improvement List of relevant business areas List of relevant business areas Prioritize business areas Prioritized list of most relevant business areas Most relevant business area Select object from business area with highest priority Benchmarking object Inputs and outputs of sub item!.$ Selection of benchmarking object Projekt BPB; Lugauer, Gann, Zapf, Jäck, Puchan Seite $'/"!

20 Sub Item!.! Identification of stakeholders and expectations A successful benchmarking project fulfils the expectations of its key stakeholders. To avoid difficulties and acceptance issues concerning the results of the benchmarking activities no key stakeholder shall be ignored. Identify stakeholders Identify key stakeholders expectation BS BE PO PU BPMgr BT BPPE S S A A Steps and responsibilities of sub item!.! Identification of stakeholders Input Activity Output Interviews, Workshops, information beforehand Identify stakeholders Interview results and documentations Interview results and documentations Identify key stakeholders expectation List of key stakeholders expectation based on interview results Inputs and outputs of sub item!.! Identification of stakeholders Projekt BPB; Lugauer, Gann, Zapf, Jäck, Puchan Seite $(/"!

21 Sub Item!." Project management A major action of the planning phase is the setup of a reasonable benchmarking project management. Depending on the specific assignment particular capabilities are required to run a successful project. These capabilities need to be assigned together with a clear mandate to the project team. Nominate Benchmarking Project Manager Form Benchmarking Team BS BE PO PU BPMgr BT BPPE A S S I A S S R I Steps and responsibilities of sub item!." Project management Input Activity Output List of possible candidates for the position as project manager Nominate Benchmarking Project Manager Selected candidate and request of release for benchmarking project List of possible candidates for the Benchmarking Team Form Benchmarking Team Organizational chart of Benchmarking Team Inputs and outputs of sub item!." Project management Projekt BPB; Lugauer, Gann, Zapf, Jäck, Puchan Seite $)/"!

22 Sub Item!.% Partner selection For a real world benchmarking the partner selection requires careful attention. Benchmarking is about learning from partners. Best benchmarking results can be expected in cooperation with a highly qualified and suitable partner. Identify potential Benchmarking Partners Define selection criteria and select partner Take partner on board BS BE PO PU BPMgr BT BPPE S S A S A S C R S S S A I Steps and responsibilities of sub item!.% Partner selection Input Activity Output Benchmarking type; Benchm. objectives; Benchmarking object Identify potential benchmarking partners List of potential benchmarking partners List of potential benchmarking partners Define selection criteria and select partner Documentation of selected benchmarking partners and prioritization Documentation of selected benchmarking partners and prioritization Take partner on board Organizational chart of partners Benchmarking Team Inputs and outputs of sub item!.% Partner selection Projekt BPB; Lugauer, Gann, Zapf, Jäck, Puchan Seite $+/"!

23 Sub Item!.& Management validation and confirmation The explicit support of the benchmarking project by senior management is essential to achieve satisfying results. The support is required during the complete project duration. To start the project with the required resources the management needs to validate and confirm the scope of the project. Outline purpose and scope of benchmarking Identify required resources Obtain management commitment BS BE PO PU BPMgr BT BPPE A S S C A S S A S Steps and responsibilities of sub item!.& Management validation and confirmation R Input Activity Output Corporate objectives; Organisation frame Outline purpose and scope of benchmarking Benchmarking objectives; Description of purpose and scope Description of benchmarking purpose and scope Identify required resources Resource plan Submissions to facilitate the decision-making process Obtain management commitment Management confirmation and approval Inputs and outputs of sub item!.& Management validation and confirmation Projekt BPB; Lugauer, Gann, Zapf, Jäck, Puchan Seite!*/"!

24 Business Process Benchmarking Band II Gesamtkonzeption: Benchmarking Method Munich Phase " - Execution Within the execution phase a deep understanding of the benchmarking object needs to be developed. Based on this understanding the required key data needs to be defined and measured. Sub Items of Phase ": ".$ Analysis of benchmarking object ".! Partner proposal "." Analysis of partners object Projekt BPB; Lugauer, Gann, Zapf, Jäck, Puchan Seite!$/"!

25 Sub Item ".$ Analysis of benchmarking object To provide a basis for improvement the selected object for benchmarking needs to be analyzed accurately. For subsequent comparisons appropriate key data needs to be defined and measured. Get thorough understanding of benchmarked object Define and measure key data BS BE PO PU BPMgr BT BPPE S C C A S S C C A S Steps and responsibilities of sub item ".$ Analysis of benchmarking object Input Activity Output Benchmarking objective Get thorough understanding of benchmarked object Description of benchmarking object Measure method; Identified key figures; Description of object; Documentation grid Define and measure key data Documentation of measured key figures; Validates key figures Inputs and outputs of sub item ".$ Analysis of benchmarking object Projekt BPB; Lugauer, Gann, Zapf, Jäck, Puchan Seite!!/"!

26 Sub Item ".! Partner proposal Suitable companies known from previous benchmarking projects may be available as benchmarking partners. Suitability can be verified by comparison of measured key data with available stored data. Selecting known companies as benchmarking partners may reduce the effort of partner selection considerable. Identify potential benchmarking partners within internal database Select benchmarking partner Take partner on board BS BE PO PU BPMgr BT BPPE A A C C R S S S A I Steps and responsibilities of sub item ".! Partner proposal Input Activity Output Select tool-filter to identify potential benchmarking partner Identify potential benchmarking partners within internal database Display of the filtered result Display of the filtered result Select benchmarking partner Selected benchmarking partner Selected benchmarking partner Take partner on board New partner has been compiled in the database Inputs and outputs of sub item ".! Partner proposal Projekt BPB; Lugauer, Gann, Zapf, Jäck, Puchan Seite!"/"!

27 Sub Item "." Analysis of partners object Based on the experience by analyzing the own companies benchmarking object also the object of the partner needs careful attention. This analysis shall reveal the root causes of the partners better performance. Get thorough understanding of partners benchmarking object Measure key data BS BE PO PU BPMgr BT BPPE S A S C S A S C Steps and responsibilities of sub item "." Analysis of partners object Input Activity Output Interviews, Workshops with benchmarking partner Get thorough understanding of partners B object Description of benchmarking object Measure method; Identified key figures; Description of object; Documentation grid Define and measure key data Documentation of measured key figures; Validate key figures Inputs and outputs of sub item "." Analysis of partners object Projekt BPB; Lugauer, Gann, Zapf, Jäck, Puchan Seite!%/"!

28 Business Process Benchmarking Band II Gesamtkonzeption: Benchmarking Method Munich Phase % Gap Analysis Based on the measured key data the size of the performance gap in comparison to the benchmarking partner can be determined. A conduct research regarding the root cause of the gap shall follow. Sub Items of Phase %: %.$ Analysis of gap Projekt BPB; Lugauer, Gann, Zapf, Jäck, Puchan Seite!&/"!

29 Sub Item %.$ Analysis of gap After the identification of the performance gap in comparison to the benchmarking partner one of the most important benchmarking steps begins. The root cause research regarding the gap uses all the experience gained during the analysis of the benchmarking object. Identify gap based according measured key data Discover root causes for gap Forecast trend of gap in future BS BE PO PU BPMgr BT BPPE S A S S C C A S S C A S Steps and responsibilities of sub item %.$ Analysis of gap Input Activity Output Measurement results of all benchmarking partners Identify gap based according measured key data Documentation of performance-gaps and performance-enhancing factors Benchmarking criterions; Consolidated documentation grid Discover root causes for gap Cause and effect diagram (Ishikawa)/ relations Documentation of performance-gaps and enhancing factors; Ishikawa Forecast trend of gap in future Short documentation of forecast trend and gap in future Inputs and outputs of sub item %.$ Analysis of gap Projekt BPB; Lugauer, Gann, Zapf, Jäck, Puchan Seite!'/"!

30 Business Process Benchmarking Band II Gesamtkonzeption: Benchmarking Method Munich Phase & - Improvement Within the final phase all necessary changes shall occur to move the business forward. This also includes the necessary preparation and planning. To guarantee the successful implementation of the changes a continuous review of the change progress is a crucial factor. Sub Items of Phase &: &.$ Prepare and plan measures &.! Execution of measures &." Check of measure effectiveness Projekt BPB; Lugauer, Gann, Zapf, Jäck, Puchan Seite!(/"!

31 Sub Item &.$ Prepare and plan measures A proper communication to management and employees regarding the identified findings as well as the intended improvements is essential. The thoroughly developed improvement measures need to be planned and approved. Communicate findings of the benchmarking Develop measures according the identified gap Prepare action plan Approval of action plan BS BE PO PU BPMgr BT BPPE I S I I A S S C C A S I S A S A Steps and responsibilities of sub item &.$ Prepare and plan measures R Projekt BPB; Lugauer, Gann, Zapf, Jäck, Puchan Seite!)/"!

32 Input Activity Output Performance-gaps and enhancing factors; Forecast trend, gap in future Identify gap based according measured key data Documentation of aligned and duly appropriated identified gap Documentation of aligned and duly appropriated identified gap Develop measures according the identified gap Catalogue with improvement measures Benchmarking objectives; Project plan; Catalogue with improvements Prepare action plan Concrete improvement measures document; Action plan Concrete improvement measures document; Action plan Approval of action plan Agreed action plan Inputs and outputs of sub item &.$ Prepare and plan measures Projekt BPB; Lugauer, Gann, Zapf, Jäck, Puchan Seite!+/"!

33 Sub Item &.! Execution of measures The identified problems need to be addressed by improving the relevant business processes. To ensure a smooth restart of the process and improve the chances of success all involved employees need to be accurately instructed. Improvement of relevant business processes Instruct employees on changed process BS BE PO PU BPMgr BT BPPE R C A Steps and responsibilities of sub item &.! Execution of measures A I Input Activity Output Agreed action plan; Derivation of areas + people; Descript. of relevant process. Improvement of relevant business processes Overview of improvement measures considering concerned areas and people Information documents and Workshops; Training schedule Instruct employees on changed process Documentation of achieving objectives; Feedback of training participants Inputs and outputs of sub item &.! Execution of measures Projekt BPB; Lugauer, Gann, Zapf, Jäck, Puchan Seite "*/"!

34 Sub Item &." Check of measure effectiveness To ensure the expected improvement the implementation of the defined measures needs to be carefully tracked. Findings during implementation shall be handled immediately to end up with a practical improved business process. A final report shall be the last step of the benchmarking project. Track implementation of actions Finalize improvement of business processes Create final report BS BE PO PU BPMgr BT BPPE S A R C A A S R S Steps and responsibilities of sub item &." Check of measure effectiveness Input Activity Output Valid data (old); Valid data (new) Track implementation of actions Overview improvements Overview improvements; Benchmarking objectives and criteria Finalize improvement of business Documentation of results; Derivation of further improvement measures Documentation of results; Aligned improvement results Create final report Final report Inputs and outputs of sub item &." Check of measure effectiveness Projekt BPB; Lugauer, Gann, Zapf, Jäck, Puchan Seite "$/"!

35 Projekt BPB; Lugauer, Gann, Zapf, Jäck, Puchan Seite "!/"!