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QAD BPM: Let Process Be Your
Guide - MWUG
Rob Cramer – BPM, Practice Manager
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The following is intended to outline QAD’s general
product direction. It is intended for information
purposes only, and may not be incorporated into
any contract. It is not a commitment to deliver
any material, code, functional capabilities, and
should not be relied upon in making purchasing
decisions. The development, release, and timing
of any features or functional capabilities
described for QAD’s products remains at the sole
discretion of QAD.
Safe Harbor Statement
QAD BPM: Let Process Be Your Guide - MWUG

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Agenda

 What is BPM …QAD BPM?
 Demonstration
 Standard Processes
 What is Being Process Driven?
 Questions?

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What is BPM … QAD BPM?
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“Processing power is creating a digital explosion in our
tools ability to do more with less at a faster rate, and
bandwidth is increasing exponentially, and storage is
moving to the cloud, over the next five short years we
will be transforming how we sell, market, communicate,
collaborate, innovate, train, and educate.”


QAD BPM: Let Process Be Your Guide - MWUG

Daniel Burrus
Flash Foresight
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 Repetitive tasks?

 Rule-based skills?

“ Intelligent systems are going to be able to do those
procedures for you.”


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Makes You the Best? (KPIs, Metrics)

QAD BPM: Let Process Be Your Guide - MWUG

Cost Leadership Differentiation
Innovation
Operational
Effectiveness
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What Holds You Back? Constrains You?
 Compliance
− Regulatory
− Customer
 Bottlenecks
− Quality
− Decision Making
− Lead Time
QAD BPM: Let Process Be Your Guide - MWUG

• Strategic Directions
• Current IT Environment
• Metrics and KPIs
• Business Processes
• Industry and Market
Requirements
Discover
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It’s All About Processes
Direct/Core
Indirect/
Support
Enterprise
Applications
QAD BPM
Enterprise
Applications
QAD BPM: Let Process Be Your Guide - MWUG

Type of Process Solution
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Key Processes
QAD BPM: Let Process Be Your Guide - MWUG


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Problems with Processes
 Quality of processes
 Low value-added activities
 Tracking events and measuring performance
real time
 Compliance
 Paper, memory based
QAD BPM: Let Process Be Your Guide - MWUG

Documenting handoffs,
timing, and responsibilities
often leads to productivity
improvements of more than
12 percent.
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QAD BPM
QAD BPM: Let Process Be Your Guide - MWUG
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What is Business Process Management
(BPM)?
“Systemic approach for capturing,
designing, executing, documenting,
measuring, monitoring, and controlling both
automated and non-automated processes
to meet the objectives and business
strategies of a company. “
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Benefit Example
Eliminate Manual Data Entry Reduction in time 80%
Reduce Process Cycle Time Reduction in time to process
change orders 75%
Reduce Manual
Analysis/Routing
Elimination of 80% of manual
activities
Benefits: Efficiency
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Benefit Example
Handle Exceptions Faster &
Better
Distressed shipments saving 70%
Make Better Decisions Better review process results in
$3M saved in billing dispute
write-offs
Consistent Execution Customer satisfaction
improvement to 92%
Benefit: Effectiveness
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Benefit Example
Faster Regulatory Compliance Change customs related
processes within 90 days to
comply with new federal
regulations
Support New Business Models Change shipping partners
within 10 minutes in core
process
Benefit: Agility
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 Free if current on maintenance
 On Demand, On Premise
 Technical dependencies
− QXtend 1.8.3 +
− QAD 2011EE + or QAD 2007.1 SE +
− .Net 2.9.4+
− OpenEdge 10.2B 07 09+
− Java 6
Foundational Requirements
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Demonstration
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Standard Processes
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Standard Process: Inspection
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Standard Process: Receiving Process
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Per Process Cost Considerations
Implementation
(Per Process)
Model Process
(1-5 Days)
Implement Process
(1-5 Days)
Go Live Support
(0-3 Days)
Configuration Migration
(1-2 Days)
Project Management
(1-3 Days)
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What is Being Process Driven?
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Process Management Focus
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Business
Process
Management
Objectives
& Strategy
Model
Analyze &
Optimize
Implement
Solution
Analysis
Solution
Modeling
Assessment
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Process Managed Organizations
 Strategic plans drive processes
 Relationship between processes and key
business results
 Strategic assets to be understood,
managed, and improved to deliver value-
added products and services to clients
 Reach towards an even higher level of
performance.

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 Know business processes and capture them
in process maps, procedure manuals, or
agreed ways of doing things
 Managers track the performance of
processes
 Top management systematically invests in its
processes
 It’s a regular way of doing things
Do You have a Process Focus?
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Assessment: Targets for Improvement
 Large & complex
 Dynamic
 Business & technical in nature
 Human intelligence & judgment required
 Coordination essential
 Compliance requirement

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Sample Selection Criterion
 Clear and direct linkage to management
objectives
 Consider value of process to business and its
health
 Customers rarely interact with just one
function
 Focus on eliminating a key system constraint

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Question Yes No
Is your team failing to meet quality, cost, or time requirements?
Are there significant external developments that may require considerable
adjustment to current processes?
Re there important changes within your organization that may suggest a
need for process improvement
Have you seen evidence of fragmentation and lack of cooperation or
coherence in how work is being carried out?
Are customers complaining about the quality of service they are getting
from your team?
Does your team’s performance compare unfavorably with that of other
teams in the organization that do similar work?
Do tasks often get done incorrectly the first time?
Are some tasks taking too long to complete?
Do certain procedures seem overly complicated?
Is Process Improvement Necessary?
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Process Cost
Saving
Potential
Source of
customer
complaints
Opportunity
for
Improvement
Easy to
Change
Source of
staff
frustration
Total Score
Setting up
new
accounts
5 5 2 2 4 18
Evaluating
applicant
credit
history
4 2 4 3 4 17
Process Selection Matrix
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 Map the existing process
 Examine the process map to identify problems
 Interview stakeholders to gain insights on the
process
 Benchmark how other organizations handle the
process

Solution Modeling: Analyze Process
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 Assist in understanding existing processes
and designing solutions
 Communicate real world state and what
team wants to change to
 Not an organizational chart
 Less abstract
Pictures Are Vital
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 Meet performance targets?
 Potential issues?
 Improvement opportunities?
 Anything missed? Is it important?
 Test Your Ideas
 Implications?
Solution Analysis: Document & Refine the
New Design
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 Hurdles
− Resistance from employees
− Resistance from managers
− No champions to push the effort

Implement
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 Is the new process’s outcome free of errors
or defects?
 Does the process produce its intended
outcome in a timely manner?
 Are customers satisfied with the process’s
outcome?
 Does the process produce its intended
outcome in a cost-effective manner?
Analyze & Optimize
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Explore 2014
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 May 5 – 8, 2014
 New Orleans La.
 650 + attendees

"The benefit of attending Explore for me is to be able
to see not only where the organization is today but
where it's going in the future."

Toni Clubb, CFO, VitaTech

Why Come to Explore?
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 Learn
− 40+ sessions (Including BPM)
− Hands-on Training (Including BPM)
− APICS continuing education credits
 Network
− Sharing best practices
− Personal interaction/networking
 Discover
− Not just ERP
− New functionality
− Leveraging QAD investment
Why Come to Explore – Focus
QAD BPM: Let Process Be Your Guide - MWUG

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 Presenter Name:

− Rob Cramer, rac@qad.com

Questions & Answers
QAD BPM: Let Process Be Your Guide - MWUG