This was my first time attending the PEX Process Excellence
Conference and I came away with a favorable impression and a significant amount
of information about what mature process organizations are doing. There were
over 500 delegates and 50 plus sponsors (around 600 warm bodies on site), most of which were BPM savvy. The
highlight, as always with PEX, was the process excellence awards which was dominated by SingTel (four separate awards).
There were a number of great presentations, but there were
five that I found rich with information. The five were Dupont, Pegasystems,
Avnet, Lilly Research Labs and Software AG. Keep in mind that were a raft of
great presentations given the day before, but I was just able to catch two
days. First off, the maturity of the process programs and the individuals
representing them was the strongest I have seen to date. There was a
significant emphasis on “Big Process” though PEX uses the term “end to end
process”.
DuPont Highlights:
(Summarized from the Don Linnsennmann talk)
Dupont has a very mature process and proven process program
that has evolved over the years and through several generation of CX
leadership. The results over the last 15 years has resulted in 14B(billion) in savings
and is now delivering 1B a year on a revenue stream of 35B. There are only two people
in the Business Process Competency Center (high level executive and an
assistant), but through influence of business heads they have delivered
spectacular results while DuPont buys and sells business units strategically.
By combining BPM, Lean and Six Sigma where possible on “Big Processes”, adding
incentives for the black belts and the process participants, and grabbing
influence leaders, Don and his side kick have delivered process excellence that
more than pays for itself.
Pegasystems
Highlights: (Summarized from a skit and demo of a real process from Bruce Williams
& Setrag Khoshafian)
They showed a demo that leveraged real processes in
combination to produce a client delighted process based on the “Internet of
Everything”. It showed that there could be real time response to emergency
conditions. It started with a trigger from a water leak sensor and notified a
service company who notified Setrag in the tropics (vacationing and sipping umbrella drinks) and a plumber to fix the
problem. The service provider unlocked the property for the plumber who
finished job. Setrag was notified, billed and summed up with a survey. Setrac, was
delighted, of course. This demo showed the future of real time processes that
serviced customers better than a generation before that was real today.
Avnet Highlights:
(Summarized from the Derinda Ehrlick talk)
Avnet is growing very fast through M&As and they have to
consolidate and expand processes. They found that "people change" was getting in
the way of success, so they adapted ADKAR methods (http://www.change-management.com/tutorial-adkar-overview-mod3.htm)
to plan and execute process projects.
This allowed for a focus on people and sponsorship that is giving them a much
higher success rate on process projects no matter the scope.
Lilly Highlights: (Summarized
from the Dr. Martin Hynes III talk)
Lilly is using process improvement to cut time and costs out
of the drug approval process which is amazingly slow and expensive. It takes
over 9 years from the time a drug is invented to the time it reaches approval
and the market. The costs have increased by 62% in the last 7 years, so it
seems the drug companies are on a burning platform with regulation fueling the
fire. Process savings is slowing down the costs and just starting to slow the
time delay. With the advent of DNA driven compounds, change is bound to affect
this industry in a big way. Meanwhile, process improvement is allowing Lilly to
cope.
Software AG
Highlights: (Summarized from SAG Panelists)
A panel of experts dealt with the topic of intelligent
business operations(IBO) which consists of sensing opportunistic and threatening
patterns (sensed by complex events), analyzing alternatives for decisions(process
mining & intelligence), deciding and acting out adjustments(business rules
and iBPMS) with feedback in the each of the previous steps. The panelists
shared case studies and contributing technologies.
Net; Net:
PEX has evolved to meld Lean Six Sigma, Big Process and BPM
together. Consequently, they are bringing together deep and rich business
driven process programs and the emerging intelligent business process
technologies. This bold move should put them in a position to stay relevant for
years to come. The process excellence awards program cements it all together.
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