Jasmin Sarah-Magdalena Brandl Head of projects / Kneipp Case Study Kneipp



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Jasmin Sarah-Magdalena Brandl

Head of projects / Kneipp

Case Study - Kneipp:

From ARIS to webMethods - Our Journey

29 June 2011  |  ProcessWorld 2011  |  2 

Agenda

01 Company information

02 Strategic orientation

03 Selected projects

04 Prototyping „Model-to-Execute“

05 Plan 2011/2012

29 June 2011  |  ProcessWorld 2011  |  3 

Agenda

01 Company information

02 Strategic orientation

03 Selected projects

04 Prototyping „Model-to-Execute“

05 Plan 2011/2012

29 June 2011  |  ProcessWorld 2011  |  4 

„All we need for beeing healthy is offered by nature.“

The Kneipp Group – Traditional Background

Dr.No1


T1

j1


Slide 4

Dr.No1 

Zusammenrücken

Dr. No, 2/11/2011

T1 

* changed the position of one image so that it doesn't overlap the quoted text

* fixed a typo in the header

TSTO, 5/10/2011



j1 

*thanks!


*Perhaps I will insert another picture for the pastor! 

jbrandl, 5/12/2011



29 June 2011  |  ProcessWorld 2011  |  5 

The Kneipp Group

Facts and Figures

Founded in 1891 

Midsize company & 400 employees worldwide 

Headquarter in Würzburg (near Frankfurt)

Operating globally

Direct locations in Germany, Holland, France, Swiss, Japan

Distribution centers in over 18 countries (USA, China, Taiwan, Sweden, etc.)

T2

j2



Slide 5

T2 

* small text changes

TSTO, 5/10/2011

j2 

*thanks


jbrandl, 5/12/2011

29 June 2011  |  ProcessWorld 2011  |  6 

The Kneipp Group

Business Requirements

Over 30 product types

pharma 


consumer goods

20% regulated and 80% non-regulated processes

(requirements regarding process quality & traceability)

Multi channel business

Direct (7 subsidiaries & 1 online store)

Partner business (2000+ orders per day)

Time-to-Market (e.g. innovation & product launch)

Complexity similar to large enterprises but SME budgets


29 June 2011  |  ProcessWorld 2011  |  7 

Agenda

01 Company information

02 Strategic orientation

03 Selected projects

04 Prototyping „Model-to-Execute“

05 Plan 2011/2012

29 June 2011  |  ProcessWorld 2011  |  8 

Strategic Orientation

Kneipp`s IT Strategy - Background 

Initial situation

No transparency (costs, systems, projects etc.)

No real integration between the systems

Old systems highly individiual (especially our ERP-System)

Function-oriented organization 

Why an IT strategy?

Efficient use of information technology in form of

IT Systems and IT organizational structures

Ensuring a dialog between business and IT on corporate strategy

Modification necessary

T3

j3



T4

j4


Slide 8

T3 

* The order of the animations seems strange... Please check if this is as intended.

* What exactly do you mean with "Securing of interaction between IT and business strategy"? We might have to rephrase that to make it easier

to understand.

TSTO, 5/10/2011

j3 

*Right, seems strange, changed it, please have a look

* With Securing of  interaction between IT and  business strategy I mean that one overall goal of our strategy was to support the business in 

the optimal way. That means the IT strategy has to be oriented on the business strategy and there has to be an interaction between them for 

an optimal execution. Business tells us their needs and IT shows the possibilities and execution ways 

-> The execution (Aris, WebMethods etc.) comes then on the next slides.

* Perhaps we left "securing" simply?

jbrandl, 5/12/2011



T4 

* changed the last bullet to reflect your comment. hope this captures what you have in mind.

TSTO, 5/17/2011

j4 

*Thanks


jbrandl, 5/20/2011

29 June 2011  |  ProcessWorld 2011  |  9 

Strategic Orientation

Kneipp`s IT Strategy – Execution

Technological – 2 core systems 

ERP System 

Standard Processes

Order management, Production,

Warehousing, delivery of products 



BPM System 

for all other

more specific processes 

system integration



Organizational - not only an IT 

department

29 June 2011  |  ProcessWorld 2011  |  10 

Defining goals & strategy

-> 

business process management



->

Aligning on core processes

Creating transparency

-> 


Results: 3 core processes

(SCM, product-life-cycle, 

sales & distribution)

2006

Today

2009

SAP


Implementation

Take special processes into 

action

Strategic Orientation – Project Roadmap



Origin of the “Model to execute” - Kneipp or Software AG?

T5



j5

j6


Slide 10

T5 

I love the last remark on this slide! Very nice!

TSTO, 5/10/2011

j5 

*Hope the audience agrees that the" model to execute story" was Kneipp´s idea:-)

jbrandl, 5/12/2011

j6 

*deleted by "SAP Implementation" in the roadmap  "Supporting of SCM", it´s not necessary

jbrandl, 5/26/2011


29 June 2011  |  ProcessWorld 2011  |  11 

Agenda

01 Company information

02 Strategic orientation

03 Selected projects

04 Prototyping „Model-to-Execute“

05 Plan 2011/2012

29 June 2011  |  ProcessWorld 2011  |  12 

Selected Projects

Process transparency with ARIS

Central and unique documentation

Initial project 2006

Reason: 

Delivery problems

Shifting the organization from a 

functional to a process driven one

Solution

Getting transparency

Identify issues

Optimization

Now (2011): second project Aris

Strategie

Supplay Chain

K

U

N

D

E

K

U

N

D

E

Kundenbetreuung

Budgetplanung

Controlling/Reviews

Personal/

Schulung/

Qualifiaktion

Führungsprozesse

Kernprozesse

Unterstützungsprozesse

Interne

Kommunikation

Informatations-

technologie

Facility

Management

K

U

N

D

E

Projekt-

management

Qualitäts-

ma nagement

Prozessübersicht neu 

letzte Änderung:  09.05.2006 15:41:13

Status:  In Bearbeitung

Ebene:  1

Produktlebenszyklus

Prozess-

management

Regulative

Vorgaben

Strategie

Notfallplan/

Stufenplan

"Formula for success:  

People + Methodology + Software”

T6

j7



T7

j8


Slide 12

T6 

* performed small text changes and typo corrections

* What do you mean exactly with the text in the bubble? 

TSTO, 5/10/2011



j7 

*thanks


*At the end of the slide I will tell them that we have currently a "second Aris" project because our processes are not contemporary at the 

moment. Reason was that we had the last years our SAP implementation, staff shortage in the BPM area & we simply neglect because of other 

things to keep the processes contemporary. Will tell the audience at that place that for getting success with Aris not only the software 

implementation brings success. You need an organizational structure behind it and as well a person who forward that subject in the company

*Perhaps we can change the senctence to

 "Success Metrics: Software + BPM organization + Method" or something like that. What are you thinking about?

jbrandl, 5/12/2011

T7 

What about this: "Formula for success:  People + Methodogy + Software"?

TSTO, 5/17/2011

j8 

* Thanks, we can do it in this way.

jbrandl, 5/20/2011


29 June 2011  |  ProcessWorld 2011  |  13 

Selected Projects

Integration and Automation with webMethods



EDI via webMethods 

Electronic Data Interchange with customers & suppliers

Integration with SAP /automated process 

Benefits

To meet customer/suppliers requirements

No additional invest for standard EDI application

Integration of an online store via webMethods

2010: New Onlineshop based on „Magento“

Bidirectional data transfer (Shop <-> SAP)

Standard data

Kneipp specific data

EDI

(Orders, Invoices etc.)



SAP

Business Partners

Online Store

New Sales Channel

SAP

T8

j9



T9

j10


Slide 13

T8 

* 'What do you mean with "Standard but integration with SAP /automated process"?

TSTO, 5/10/2011

j9 

*Think expressed it in an obscure way:-). It´s not necessary to have the word "standard" here. I will tell the audience following things under 

this point (remark where "standard" appears):

We automated our process with our customers and suppliers through doing EDI via WebMethods 

EDI is a shortcut for electronic data exchange and it´s a common standard to exchange datas with all business parterns means we send 

automated invoices and orders and things like that through using WebMethods. 

We decided us for WebMethods at that time because it supports us on the one hand by building standard process in the EDI area and on the 

other hand by the efficient integration with SAP. We got benefits on the one hand because we meet the customers and suppliers requirements 

because EDI is a required standard and on the other hand because we have no additional invest for another EDI application. We need edi 

anyway and doing that with our BPM tool was perfect instead of buying a separat one.

*Is the structure as intended? Mean if the different points are serialized in that way?

*Do you think I have to explain what EDI is in 1 or 2 sentences? According my opinion yes, but not sure.

jbrandl, 5/12/2011

T9 

* OK, makes sense. 

* Yes, you should explain EDI in one or two sentences to the audience. Some people know what it is, but certainly not everyone.

TSTO, 5/17/2011



j10 

*changed the formatting to be the same than on slides before

jbrandl, 5/26/2011


29 June 2011  |  ProcessWorld 2011  |  14 

Selected Projects

The Elimination of Products as Added Value 

The elimination process: What is it?

How to eliminate package material, raw & half prepared material

Initial situation – high effort

Documentation via Excel

Written approval through different authorities only manually

Distributed through company mail  

No transparency

Which products should be eliminated

Time, amount & value of raw material

High value of eliminated products

each year

j11


T10

j12


Slide 14

j11 

*Is the structure as intended? Mean if the different points are serialized in that way?

jbrandl, 5/12/2011

T10 

* not sure what you mean... it is your slide. :)

Looks ok to me. 

TSTO, 5/17/2011



j12 

*changed the formatting to be the same than on slides before

jbrandl, 5/26/2011


29 June 2011  |  ProcessWorld 2011  |  15 

The Elimination of Products as Added Value

Automated workflow

Modeled in ARIS

Executed in webMethods

Success and Benefits

Cost savings of 35% 

through….

Increased transparency 

New sense of responsibility

Workflow based approval

Structured task lists

Escalation management

Selected Projects

T11


j13

j14


Slide 15

T11 

* performed small text edits and typo corrections

TSTO, 5/10/2011

j13 

*thanks


jbrandl, 5/12/2011

j14 

*change the first animation, should start as by the slide before

jbrandl, 5/26/2011


29 June 2011  |  ProcessWorld 2011  |  16 

Agenda

01 Company information

02 Strategic orientation

03 Selected projects

04 Prototyping „Model-to-Execute“

05 Plan 2011/2012

29 June 2011  |  ProcessWorld 2011  |  17 

Prototyping „Model-to-Execute“

Background

Participating in a 

first customer review program 

concerning “Model-to-Execute”

Roundtripping with „Model-to-Execute“

Example Process - Elimination process 

T15


j17

T16


Slide 17

T15 

* performed small text edits

TSTO, 5/10/2011

j17 

*thanks


*Is the structure as intended? Mean if the different points are serialized in that way?

jbrandl, 5/12/2011



T16 

* looks ok to me.

TSTO, 5/17/2011


29 June 2011  |  ProcessWorld 2011  |  18 

Elimination Process - Implementation History 

Business Process Model 

(EPC in ARIS)

Technical

Workflow 

Model 


Process Implementation &

Migration to wM BPMS



Process Transformation:

Organizational Review and 

Restructuring

2011


2006

M

a



n

u

a



l

T

ra



n

sf

o



rm

a

ti



o

n


29 June 2011  |  ProcessWorld 2011  |  19 

„Model-to-Execute“ - Keeping Business and IT view in synch

Business 

Line Manager

Business

Analyst

Process

Owner

Process

Developer

Integration

Engineer

Business 

Model

Technical  



Model

29 June 2011  |  ProcessWorld 2011  |  20 

Text in the margin 

area for additional

explanations, callouts 

etc. 

Transfering of EPK to BPMN


29 June 2011  |  ProcessWorld 2011  |  21 

Disclosure to wM (Share with IT)

29 June 2011  |  ProcessWorld 2011  |  22 

Manual review of changes on functional relevance 

(Diff-Merge)

29 June 2011  |  ProcessWorld 2011  |  23 

The Portal based application

29 June 2011  |  ProcessWorld 2011  |  24 

Agenda

01 Company information

02 Strategic orientation

03 Realized success and benefits

04 Prototyping „Model to Execute“

05 Plan 2011/2012

29 June 2011  |  ProcessWorld 2011  |  25 

Plan 2011/2012

Process Monitoring and Measurement

No real monitoring and measurement… yet

Plan: implement some KPI`s for measuring the 

process quality and identifying room for 

improvement

E.g. cycle time of products from order to 

delivery

T14


j16

Slide 25

T14 

* performed small text edits

TSTO, 5/10/2011

j16 

*thanks


jbrandl, 5/12/2011

Thank you for your attention!

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