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1 Operational Control of Service Processes: Modularization as Precondition Authors: Diana Heckl and Jürgen Moormann Diana Heckl Research Fellow Processlab at Frankfurt School of Financa & Management F r a n k f u r t S c h o o l. d e
2 Agenda 1. Background: Controlling of Business Processes in the Financial Services Industry 2. Analysis: Specification of the Characteristics of Business Processes in the Financial Services Industry 3. Improvement: Building up a Modularized Business Process Model (Example: Loan Approval Process) 4. Next Steps: Definition of a Controlling Cycle F r a n k f u r t S c h o o l. d e 2
3 Agenda 1. Background: Controlling of Business Processes in the Financial Services Industry 2. Analysis: Specification of the Characteristics of Business Processes in the Financial Services Industry 3. Improvement: Building up a Modularized Business Process Model (Example: Loan Approval Process) 4. Next Steps: Definition of a Controlling Cycle F r a n k f u r t S c h o o l. d e 3
4 Implementation of Process Thinking in the Financial Services Industry Bank Sales / Product Business Units Support Business Units Managing Business Units Business Process Management Wish of managers: Controlling business processes control efficiency and effectiveness in the same way e.g. Car producer do it... F r a n k f u r t S c h o o l. d e 4
5 Pearl Harbor, Hawaii We want to drive the boat foundering is not even possible. F r a n k f u r t S c h o o l. d e 5
6 Controlling of Business Processes Change in Process Architecture Change in Process Design Ooptions Process Analysis Strategic Control Loop Change in Framework to close the gap Operative Process Management to close the gap Process Control (Gap Analysis) Operative Control Loop Measures Process Measurement Process Objectives (normative) Customer Process Design Customer F r a n k f u r t S c h o o l. d e 6
7 Agenda 1. Background: Controlling of Business Processes in the Financial Services Industry 2. Analysis: Specification of the Characteristics of Business Processes in the Financial Services Industry 3. Improvement: Building up a Modularized Business Process Model (Example: Loan Approval Process) 4. Next Steps: Definition of a Controlling Cycle F r a n k f u r t S c h o o l. d e 7
8 Comparison of a standardized loan approval process of ING-DiBa Service Service Customer Interaction Inbound of Loan Applications First Scoring E.g. Request of Missing Documents New Deal Business Service Processing/ Rejection Letter Service Payout Book of Business Service Processing/ Approval/ Contract Issue Loan Approval Collateral and Payout Processing Continuous Approval of Credit Worthiness etc. F r a n k f u r t S c h o o l. d e 8
9 with the individual loan approval process of a savings bank Front office Scoring Capital Analysis Need Analysis Documents Loan Application Contracts Payout Request Customer Advisory Application Processing Payout/Book Processing Back office Application Control Contract Design Proposal for Decision Collateral Approval Loan Control Loan Approval 2. Vote Contracts Archiving Payout Obligations Control Appropriation Application Credit Worthiness Analysis Payout Obligations Control F r a n k f u r t S c h o o l. d e 9
10 Differentiation of Services Processes in the Financial Services Industry Integrativity Axis (Integration of the external factors) Integration of external steering process information No integration of external process information Stocks/ Securities Transactions Sales of Stocks/ Securities (Advisory) Payments Transactions Integration of external nonsteering process information Standardized instalment credit processing M&A Consulting Individual real estate credit processing In respect to the Integration of the external factor homogenous processes In respect to the Integration of the external factor heterogeneous processes Process Diversity Axis F r a n k f u r t S c h o o l. d e 10
11 Assessment of the Integrativity within a single Services Business Process Integrativity Axis (Integration the external factors) Integration of external steering process information Integration of external non-steering process information No integration of external process information F r a n k f u r t S c h o o l. d e 11
12 Modification of process model according to requirements Modification of process design Process Analysis Modification of variation framework Strategic Control Cycle in case of deviation Process Control (target/performance comparison) Process efficiency targets (normative) in case of deviation Process Improvement (in line with the variation framework) Operational Control Cycle Indicators Process Measurement C l i e n t Integration of external steering process information Integration of external non-steering process information No integration of external process information C l i e n t F r a n k f u r t S c h o o l. d e 12
13 and 100 more pages.. F r a n k f u r t S c h o o l. d e 13
14 Agenda 1. Background: Controlling of Business Processes in the Financial Services Industry 2. Analysis: Specification of the Characteristics of Business Processes in the Financial Services Industry 3. Improvement: Building up a Modularized Business Process Model (Example: Loan Approval Process) 4. Next Steps: Definition of a Controlling Cycle F r a n k f u r t S c h o o l. d e 14
15 Idea of Modularized Product and Service Process Design Module Ante production of single modules of the product/service Module Production line to combine the modules End Products F r a n k f u r t S c h o o l. d e 15
16 Connection between Product, Process und Organisational Architecture Product Architecture Basis Module Module 1 Module 2 Process Architecture Organisational Architecture BU BU BU BU BU Production Line BU: Production Line F r a n k f u r t S c h o o l. d e 16
17 Design of a Ideal Modularized Process Architecture Steering Module Module Production End Productdesign Basis Module Module 1 Module 2 Module 3 Module 4 End Design x x x x 2 x. x x 3 x. x x 4 x x. x 5 x x x. 6 x. x x x 7 x x. x x x 8 x x x x. x 9 x x x x x. x x 10 x x x. x 11 x x x x. 12 x. x x 13 x x x x x. x x 14 x x. x x x x 15 x x x x x. x x 16 x x x x x. x x 17 x x x x x x. x 18 x x x x x x. x 19 x x x x x. 20 x x. x x x 21 x x x. x x x 22 x x x. x 23 x x x x x. x x 24 x x x x x x. x 25 x x x x x. 26 x x. x x x x 27 x x. x x x x 28 x x x Interdependcies x x. x x x 29 x x x x. x x between Modules 30 x x x x. x x 31 x x x x x. x x 32 x x x x. 33 x x x x x. 34 x x x x x x. x x x x 35 x x x x x x x x. x x 36 x x x x x x x x x. x x x 37 x x x x x x x x x x. x 38 x x x x x x x x. x 39 x x x x x x x x x x x. F r a n k f u r t S c h o o l. d e 17
18 Idea of Modularized Loan Processes Customer Sales/ Application Processing Loan Approval Book Business Processing/ Servicing Risk Management Workout Customer Business Process Credit x x x x 2 x. x x 3 x. x x 4 x x. x 5 x x x. 6 x. x x x 7 x. x x x x 8 x x x x. x 9 x x x. x x x x 10 x x. x x 11 x x. x x 12 x. x x 13 x x x x x. x x 14 x x. x x x x 15 x x. x x x x x 16 x x x x x x. x 17 x x x x. x x x 18 x x x. x x x x 19 x x x. x x 20 x x. x x x 21 x x x. x x x 22 x x. x x 23 x x x. x x x x 24 x x x. x x x x 25 x x x. x x 26 x x. x x x x 27 x x. x x x x 28 x x. x x x x x x 29 x x x x x x. 30 x x x. x x x 31 x x x. x x x x 32 x x. x x 33 x x x x x. 34 x x x x x x. x x x x 35 x x x x x x. x x x x 36 x x x x x x x. x x x x x 37 x x x x x x x x x x. x 38 x x x x x x x. x x 39 x x x x x x. x x x x x Phase 1: Sales/Loan Application Processing and Loan Approval x x x x 2 x. x x 3 x. x x 4 x x. x 5 x x x. 6 x. x x x 7 x. x x x x 8 x x x x. x 9 x x x. x x x x 10 x x. x x 11 x x. x x 12 x. x x 13 x x x x x. x x 14 x x. x x x x 15 x x. x x x x x 16 x x x x x x. x 17 x x x x. x x x 18 x x x. x x x x 19 x x x. x x 20 x x. x x x 21 x x x. x x x 22 x x. x x 23 x x x. x x x x 24 x x x. x x x x 25 x x x. x x 26 x x. x x x x 27 x x. x x x x 28 x x. x x x x x x 29 x x x x x x. 30 x x x. x x x 31 x x x. x x x x 32 x x. x x 33 x x x x x. 34 x x x x x x. x x x x 35 x x x x x x. x x x x 36 x x x x x x x. x x x x x 37 x x x x x x x x x x. x 38 x x x x x x x. x x 39 x x x x x x. x x x x x x x x x 2 x. x x 3 x. x x 4 x x. x 5 x x x. 6 x. x x x 7 x. x x x x 8 x x x x. x 9 x x x. x x x x 10 x x. x x 11 x x. x x 12 x. x x 13 x x x x x. x x 14 x x. x x x x 15 x x. x x x x x 16 x x x x x x. x 17 x x x x. x x x 18 x x x. x x x x 19 x x x. x x 20 x x. x x x 21 x x x. x x x 22 x x. x x 23 x x x. x x x x 24 x x x. x x x x 25 x x x. x x 26 x x. x x x x 27 x x. x x x x 28 x x. x x x x x x 29 x x x x x x. 30 x x x. x x x 31 x x x. x x x x 32 x x. x x 33 x x x x x. 34 x x x x x x. x x x x 35 x x x x x x. x x x x 36 x x x x x x x. x x x x x 37 x x x x x x x x x x. x 38 x x x x x x x. x x 39 x x x x x x. x x x x x Phase 2: Book Business Processing/ Phase 3: Workout Servicing and Risk Management F r a n k f u r t S c h o o l. d e 18
19 Procedure to Modularize a As-is Business Process Model (I) 1. Process Analysis Sales Loan Application Loan Approval Book Business Processing Contract Closing 2. Phase Design 3. Process Categorization Phase 1: Sales/Loan Application Processing and Loan Approval Category A Phase 2: Book Business Processing/ Servicing and Risk Management Step 3 to 9 for each Phase Category B Category C 4. Time oriented Process Category Structure Category A Steering Module Design Module Production End Product Design Category B Category C F r a n k f u r t S c h o o l. d e 19
20 Procedure to Modularize a As-is Business Process Model (II) 5. Module Definition Steering Module Design Module Production End Product Design Category A Combination Category B Category C Splitting Elimination of Double Processes Business Process Order Definition Category A Steering Module Design Module Production End Product Design Category B Category C F r a n k f u r t S c h o o l. d e 20
21 Example: Phase 1 Sales/Loan Application Processing and Loan Approval Steering Module Design Module Production End Product Design Start Integration of external steering process information P1_T1 Contact Customer P1_T2 Generate first offer P1_T3 Determine necessary process modules Integration of external nonsteering info P1_T4 Determine process order of process modules Module Processing P1_T5 Discuss loan offer with customer P1_T6 Hand out loan contract No integration of external information Module Processing F r a n k f u r t S c h o o l. d e 21
22 Question of the Process Modules Order Sub-process Module P1_S1 Establish Contact with P_C01 Process Customer's Appointment Request Customer P_C02 Process Customer's Product Request P_C03 Process Customer's Request for Offer P_C04 Prepare Customer Meeting P_C05 Reject Application P1_S2 Develop Initial Offer P_C06 Document Decline of Offer Parallele Durchführung der Module im Marktbereich P1_S3 P1_S4 Determine Process Modules to Be Used Determine Sequence of Loan Decision Process P1_C01 Create Customer Record P1_C02 Check Loan Criteria P1_C03 Obtain Credit Rating P1_C04 Make Initial Loan Decision P1_C05 Conduct Back-Office Loan Decision P1_C06 Inspect Property P1_C07 Solicit References, Obtain Company Information P1_C08 Analyse Financial Records P1_C09 Make Final Loan Decision P1_C10 Escalate Decision P1_C11 Check Debts on Collateral P1_C12 Check Other Collateral P_C05 Reject Application P_C06 Document Decline of Offer Determine Process Modules from P1_S3 That Have to Be Used Integration von externen nicht-steuernden Prozessinf. Kreditentscheidung (Markt) zusammenfassen Kreditentscheidung positiv? Yes Vorhandensein aller Unterlagen prüfen Unterlagen alle vorhanden? No No Unterlagen beim Kunden anfordern P1_S5 Discuss Loan Offer P_C05 Reject Application P_C06 Document Decline of Offer P1_S6 Deliver Loan Contract P_C06 Document Decline of Offer P1_C13 Delete Loan Application Yes Unterlageneingang überwachen Sachverhalt an Marktfolgebereich weiterleiten F r a n k f u r t S c h o o l. d e 22
23 Question of the Process Modules Controlling t 0 t 1 Steering Module Module Production End Product Design Start C1 C2 P1_Z01 P1_Z02 P1_Z04 P1_Z01 P1_Z14 P1_Z03 P1_Z04 Integration von externen steuernden Prozessinformationen P1_T1 Kontaktaufnahme mit Kunden durchführen P1_T2 Vorabangebot erstellen P1_T3 Art der zu verwendenden C3 C4 C5 C6 P1_Z01 P1_Z02 P1_Z04 P1_Z14 P1_Z07 P1_Z06 P1_Z04 P1_Z10 P1_Z14 P1_Z07 P1_Z08 P1_Z12 P1_Z04 P1_Z10 P1_Z14 P1_Z03 P1_Z04 Prozessmodule bestimmen C7 P1_Z13 P1_Z04 P1_Z10 Integration von externen nichtsteuernden Prozessinf. keine Integration von externen Prozessinf. P1_T4 Ablauf des Kredit- Module entscheidungs- prozesses durchführen? festlegen Module durchführen P1_T5 Kreditangebot mit Kunden besprechen P1_T6 Kreditvertrag aushändigen C8 C9 C10 C11 P1_Z01 P1_Z04 P1_Z04 P1_Z01 P1_Z14 P1_Z03 P1_Z04 P1_Z01 P1_Z14 P1_Z03 P1_Z04 P1_Z14 P1_Z09 P1_Z03 P1_Z04 P1_Z10 C = Credit t = Time F r a n k f u r t S c h o o l. d e
24 Agenda 1. Background: Controlling of Business Processes in the Financial Services Industry 2. Analysis: Specification of the Characteristics of Business Processes in the Financial Services Industry 3. Improvement: Building up a Modularized Business Process Model (Example: Loan Approval Process) 4. Next Steps: Definition of a Controlling Cycle F r a n k f u r t S c h o o l. d e 24
25 Modification of process model according to requirements Modification of process design Process Analysis Modification of variation framework Strategic Control Cycle in case of deviation Process Control (target/performance comparison) Process efficiency targets (normative) in case of deviation Process Improvement (in line with the variation framework) Operational Control Cycle Indicators Process Measurement Integration of external steering process information Integration of external non-steering process information No integration of external process information Phase 1: Sales/Loan Application Phase 2: Book Business Processing/ Phase 3: Workout Processing and Loan Approval Servicing and Risk Management F r a n k f u r t S c h o o l. d e 25
26 Pearl Harbor, Hawaii We want to drive the boat it does not matter which kind of boat it is. Pearl Harbor, Hawaii F r a n k f u r t S c h o o l. d e 26
27 References (I) Argyris, C On Organizational Learning. 2. ed., Blackwell. Baldwin, C.Y., Clark, K.B Design Rules: The Power of Modularity. MIT Press. Camuffo, A Rolling Out a "World Car". Globalization, Outsourcing and Modularity in the Auto Industry. Ca Foscari University, Department of Business Economics and Management, Venice. Champy, J., Hammer, M Reengineering the Corporation: A Manifesto for Business Revolution. Harper Business. Cilliers, P., Simon, H The Architecture of Complexity. Emergence: Complexity & Organization, 7 (3/4), Davenport, T.H., Short, J.E The New Industrial Engineering. Information Technology and Business Process Redesign, Sloan Management Review, 31 (4), Engelhardt, W.H., Freiling, J Die integrative Gestaltung von Leistungspotentialen. Zeitschrift für betriebswirtschaftliche Forschung, 47 (10), Feitzinger, E., Lee, H.L Mass customization at Hewlett-Packard. The power of postponement. Harvard Business Review, 75 (1), Gershenson, J.K., Prasad, G.J., Zhang, Y Product modularity: measures and design methods. Journal of Engineering Design, 15 (1), Gregory, M., Neely, A., Platts, K Performance measurement system design: A literature review and research agenda. International Journal of Operations & Production Management, 25 (12), Gu, P., Hashemian, M., Sosale, S Product Modularization for Reuse and Recycling. Concurrent Product Design and Environmentally Conscious Manufacturing, 5, F r a n k f u r t S c h o o l. d e 27
28 References (II) Kawalek P., Kueng, P Goal-based business process models: creation and evaluation. Business Process Management Journal, 3 (1), Klein, C., Zürn, A Einsatz von Prozessmodulen im Service Engineering - Praxisbeispiel und Problemfelder. In Service Engineering, H.J. Bullinger, A.W. Scheer, Ed. Springer, Berlin, Sinclair, D., Zairi, M Business process reengineering and process improvement. A survey of current practice and future trends in integrated management. Management Decision, 33 (3), van Helsdingen, P., Kasper, H., de Vries, W Services Marketing Management. An International Perspective. John Wiley. Zeithaml, V. A., Parasuraman A., Berry L. L Problems and Strategies in Services Marketing. Journal of Marketing, 49 (2), F r a n k f u r t S c h o o l. d e 28
29 Thanks for your interest! F r a n k f u r t S c h o o l. d e 29
30 Contact F r a n k f u r t S c h o o l. d e 30
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