There are common terms that are typically part of any conversation about BPM: automation, workflow, and efficiency are among them. These are natural outcomes of BPM and drive the exploration and evaluation phases organizations go through in their quest to operate more effectively. After learning more about how and where BPM is used, it often becomes clear to these organizations that the advantages they stand to gain go far beyond “only” measurable business goals. With BPM, they come to realize they can become more responsive and agile— and ultimately gain a significant advantage over their competitors.
We believe that BPM is a necessity for any business seeking to deliver demonstrable and sustainable results. In addition to improving processes (the immediate goal), organizations have come to realize that the benefit of BPM in being better equipped to identify, capture, evaluate, retrieve, and share all of an enterprise’s information assets. Irrespective of the company’s read more
“Time is the key as to why we implement BPM in the first place.” –Scott Menter
Business processes are generally adapted (or implemented) to help organizations become more organized and purposeful, ideally leading to better outcomes. Even highly structured companies can easily get off track if they then fail to adhere to goals that business process management (BPM) helped them achieve in the first place.
BPM is applied to improve results – results that come from business activities – and to ensure that the right governance and guidelines are in place. These things alone help an organization become better at delivering against its business goals, yet they presume that a business has an unspecified amount of time in which to deliver on these goals.
Time is a critical ingredient within any business process as it enables an organization to gain more control over those processes while creating the ability to predict how later stages in a process will be impacted by earlier actions. This predictive capability changes the entire nature of how we perform those tasks. Early read more
Our work with customers is not ‘just’ about implementing technology. For Process Director to be most effective to our manufacturing customers we needed to understand their business, how they work with their own customers, and what makes them unique. The manufacturing sector provides a particularly outstanding business environment for process-minded individuals – and teams.
The complexity of building and delivering goods and services in the global economy is probably felt most profoundly by manufacturing companies. With software or services, input and communication renders location essentially unimportant, but those in the business of building hard goods need to ensure they have materials to do their work, and the ability to deliver finished products irrespective of geography. Because of the increasingly detailed nature of accomplishing ‘work’, there is a greater need for these kinds of businesses to adopt and adhere to business processes.
Order processing, quality assurance, engineering read more
Memphis Light, Gas and Water Division (MLGW) is the largest three-service municipal utility in the U.S. with more than 420,000 customers. Owned by the city of Memphis (hence its name) MLGW has provided electricity, natural gas and water for residents of Memphis and Shelby County since 1939.
The Utility also operates one of the largest artesian well systems in the world that delivers water to more than 254,000 customers over a distribution network that measures more than 4,650 miles.
Supporting and managing the IT efforts for this vast network of services is Cynthia Jones , Supervisor of Data Analytics and Software Integration. Her team of 12 assists 2500 employees who need access to web applications, forms, policies and “how to” documentation. All of these are delivered through iHub, the company intranet.
Top on the list of priorities was automating the workflows and complex system of forms that are used to manage MLGW’s business . Jones wanted to dramatically reduce the sheer volume of paper documents and put an end read more
Energy companies rely on BPM to ensure that business activities are identified, managed and completed across geographic regions, with suppliers and distributors. Multi-Chem works with BP Logix to solve internal processes and help make their organization run with greater efficiency.
There is a good chance that your commute this morning was enabled, at least in part, by work done by Multi-Chem, a BP Logix customer. A global company that is a service unit of Halliburton, Multi-Chem develops and manufactures oilfield products, gas well treatments and pipeline solutions that enhance oil production. The company’s products address the chemical challenges associated with producing, processing and transporting oil and gas. A rapidly-growing company (50-70% for 10 consecutive years), Multi-Chem has a longstanding record of creating solutions relied on by some of the world’s largest and most respected energy companies.
Internal operations depend on communication — and the processing of essential documents with partner companies and customers. Efficiency is also highly valued. Working with companies around the globe, and with tight timeframes, Multi-Chem needs to be responsive to all requests– and for its employees to be armed with the most current and accurate information.