18/11/2013

Definition

Business Process adalah serangkaian aktivitas lintas fungsi (cross function) untuk
melaksanakan bagian dari kegiatan bisnis/organisasi untuk mencapai objective
tertentu.

Business Process Suppliers Purchasing Engineering Operations Finance Marketing Customers

Developingnewproducts(BusinessProcess)

EvaluatingSuppliers(BusinessProcess)

DevelopingSales&operationsPlans(BusinessProcess)

Functional Process Activity

Computer Integrated Manufacturing for Open System Architecture

(CIM-OSA) Business Process Architecture

ManageProcess
MANAGE
PROCESS
SetDirection SetStrategy DirectBusiness ALIGNMENT

CoreBusinessProcess
CORE
Develop PROCESS
GetOrder FulfillOrder ProductSupport
Product/Service

SUPPORT
PROCESS
HumanResources Finance& Information Maintenance
Management Accounting Technology Management

SupportProcess

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Develop a Strategic Vision & Mission

Fifth Task of Strategic Management The Hows That Define a Firms Strategy

A mission statement
A strategic vision How to grow the business
focuses on current
concerns a firms How to please customers Strategyis
business activities - HOW to..
future business path - How to outcompete rivals
who
who we are and
..
h
where we are
what we do How to respond to changing
going market conditions
Current product and
service offerings Markets to be pursued
How to manage each functional
Customer needs being Future technology- piece of the business and develop needed organizational
served product-customer focus capabilities
Technological and Kind of company that
management is How to achieve strategic and financial objectives
business capabilities
trying to create

E
V
VISI/MISI A
Latihan Penyelarasan Proses Bisnis L
U
STRATEGICPLAN/RJP STRATEGIC A M
OBJECTIVES
PT. GARUDAINDONESIA S A
I N
Pilih suatu tipe usaha : misalkan pembuatan kursi BUSINESS A
STRATEGY
Ada dua perusahaan A (make to stock) dan B (make to order) D G
Rumuskan visi, misi, masing-masing perusahaan A E
N
Rumuskan strategi perusahaan
FUNCTIONAL FUNCTIONAL P
Tuliskan strategi pemasaran yang dapat digunakan STRATEGY
HR
STRATEGY
FINANCIAL
STRATEGY
IT
STRATEGY
MARKETING
STRATEGY
STRATEGY
YANG LAIN
YANGLAIN
P
R
Identifikasikan proses bisnis kedua perusahaan E
O
R
Identifikasikan proses bisnis kritis C
B
Jenis layout apa yang digunakan RKAPPT.GARUDAINDONESIA E
RKAP
A
Jenis mesin yang digunakan PT.GARUDA HR IT PRODUKSI MARKETING FUNCTIONAL
I S
INDONESIA YANGLAIN
Material yang dibeli (pengadaan) K S
A
Ketrampilan karyawan yang dipekerjakan CORE
N
Pengendalian kualitas PELAKSANAANRKAPPT.GARUDAINDONESIA EVALUASI
DAN
AND
SUPPOR
PELAKSANAAN
Besarnya inventory RKAP HR IT PRODUKSI MARKETING FUNCTIONAL PERBAIKA T
PT.GARUDA YANGLAIN N
INDONESIA

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Strategic Plan PT. Garuda Indonesia

MANAGE PROCESS dimulai dari penetapan visi/misi perusahaan

sampai pembuatan RKAP dan melakukan evaluasi dan perbaikan
Proses perencanaan jangka panjang (di RJP) dan perencanaan
tahunan (RKAP) dilakukan di MANAGE PROCESS
Pelaksanaan RKAP dilakukan pada CORE PROCESS dan SUPPORT
PROCESS
CORE PROCESS dan SUPPORT PROCESS hanya eksekusi rencana
kegiatan yang ada di RKAP
Semua rencana fungsional (produksi, marketing, IT, dll) ada di RJP
(untuk jangka panjang) dan di RKAP (tahunan)

Manage Process

DevelopVision,Mission,andStrategicObjectives

DevelopStrategic
DevelopVision DevelopMission
Objectives

Develop Strategy

A l E t lF t
AnalyzeExternalFactors A l I t lF t
AnalyzeInternalFactors F l t St t
FormulateStrategy

DevelopRKAP

DevelopPerformance
DevelopActivityPlan DevelopResourcePlan
Target

DevelopMonitoringandEvaluation Process

MeasureStrategy
ReviewBasicAssumption TakeCorrectiveactions
performance

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VISION MONITOR
STRATEGIC DRIVING STRATEGIC
BUSINESS PROCESS MANAGEMENT CYCLE &
OBJECTIVE
STRATEGY
VALUE INITIATIVES
&
EVALUATION
M
MISSION
A
RENCANAJANGKAPANJANG(5TAHUN) N
A
BUSINESS MONITOR
G
ACTIVITY
PROCESS PLAN
BUDGET &
EVALUATION
E
DESIGN
RENCANAKEGIATANDANANGGARAN(1TAHUN)

C
SERVICE DELIVER Halhalyangperlu CUSTOMER
DESIGN SERVICE diperhatikan dalam
diperhatikandalam CARE O
BUSINESS BUSINESS merancangbusiness R
PROCESS PROCESS process E
IMPROVEMENT IMPLEMENTATION
HUMAN
FINANCE IT MAINTENANCE GCG S
RESOURCE
PROCESS PROCESS PROCESS PROCESS
PROCESS U
P
BUSINESS P
KNOWLEDGE RISK BUSINESS PROCUREMENT
PROCESS MANAGEMENT MANAGEMENT PROCESS O
PROCESS
MEASUREMENT PROCESS PROCESS MANAGEMENT
R
T
PEMETAANPROSESBISNIS

Characteristics of a Good Business Process BUSINESS PROCESS AUDIT

1. Goals of business process are set for improving organizational

performance
To eliminate the weakness of business process, a business process
2. Business process is designed based on clear and explicit audit is required
requirement
3. Outputs of business process are clearly defined
4. Business process is clearly defined and understood
5. Inputs of business process are clearly defined
6. Resources are allocated (people, capital, technology, etc.) to make
the process work
7. Business process owner is clearly defined
8. Business process performance is measured
9. Performance target of business process is SMART (Specific,
Measurable, Achievable, Realistic, Time-bound)
10. Business process is a repeatable process

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WHATS DONE BEFORE THE AUDIT

Whats checked during the audit

Verify that all business processes are designed based on clearly

Define and identify core processes stated stakeholder s requirements
Identify stakeholder requirements of business process Verify that business process performance measures (KPI) are tops
management measures
Define business process objectives
Verifyy that all core business p
processes are managed
g ((designed,
g ,
Develop
l b business
i process diagram
di executed, measured, and improved) properly
Identify business process owner (may not be found in Verify that there are performance goals in place for all measures
organization chart) and if goals are not being met, look for documented plans to
improve the performance measures
Compile historical business process performance
Verify that all activities (sub-process) related to core business
Prepare audit manual process are managed properly
Verify that all complaints are documented and responded properly

Whats Done After the Audit

Issue and audit report to process owner

Discuss the findings and define the corrective actions with
process owner
Present the corrective action plan to top management to
include the corrective action to Rencana Kerja dan Anggaran
Review the progress of corrective action implementation
Verify business process performance improvements are taken
place

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IMPLEMENTATION IMPLEMENTATION
OF BUSINESS PROCESS MANAGEMENT OF BUSINESS PROCESS MANAGEMENT

Level Activity Results

Level5 Improveprocesscapabilityproactivelyto Processdriven

OPTIMIZED closegapswithchangingbusinesstargets Continuousinnovation&change

Predictableresults
Level4 Manageprocess&resultsquantitatively& Reuse/knowledgemgt.
PREDICTABLE exploitbenefitsofstandardization Stableprocesses

Effectivetechnology
Level3 Developstandardprocesses,measures,& deployment/utilization
STANDARDIZED trainingforproduct&serviceofferings Efficiency&productivitygains

Level2 Builddiciplined workunitmanagementto Reducerework

MANAGED stabilizework&controlcommitments Repeatablepractices
Satisfiedschedules

Defectsandoverruns
Level1 Motivatepeopletoovercomeproblems&just
Adhocmethods
INITIAL getthejobdone
Heroworship

CONTOH BUSINESS PROCESS CONTOH BUSINESS PROCESS

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CONTOH BUSINESS PROCESS