Business Process

Definition

B i
Business P d l h serangkaian
Process adalah k i aktivitas
ki i li
lintas f i (cross
fungsi ( f i ) untuk
function) k
melaksanakan bagian dari kegiatan bisnis/organisasi untuk mencapai objective
tertentu.

Suppliers Purchasing Engineering Operations Finance Marketing Customers

Developing new products (Business Process)

Evaluating Suppliers (Business Process)

Developing Sales & operations Plans (Business Process)

Functional Process Activity

 Computer Integrated Manufacturing for Open System Architecture
(CIM-OSA)
(CIM OSA) Business Process Architecture

Manage Process
g

Set Direction Set Strategy Direct Business

Core Business Process

Develop
Get Order Fulfill Order Product Support
pp
P d t/S i
Product/Service

Human Resources Finance & Information Maintenance

Management Accounting Technology Management

Support Process

MANAGE
PROCESS
ALIGNMENT

CORE
PROCESS

SSUPPORT
O
PROCESS
 Develop a Strategic Vision & Mission
Fifth Task of Strategic Management

• A mission statement
• A strategic vision
focuses on current
concerns a firm
firm’ss
business activities -
future business path -
who we are and
“who
“ h
“where we are
what we do”
going”
– Current product and
service offerings – Markets to be pursued
– Customer needs being – Future technology-
served product customer focus
product-customer
– Technological and – Kind of company that
b i
business capabilities
biliti management is
trying to create

The Hows That Define a Firm’s Strategy

• How to grow the business

• How to please customers Strategy is 
Strategy is
HOW to  . . 
• How to outcompete rivals . .
• How to respond to changing
market conditions
• How to manage each functional
piece of the business and develop needed organizational
capabilities
• How to achieve strategic and financial objectives
 Latihan Penyelarasan Proses Bisnis

• Pilih suatu tipe usaha : misalkan pembuatan kursi

• Ada dua perusahaan A (make to stock) dan B (make to order)
• Rumuskan visi,
visi misi,
misi masing-masing
masing masing perusahaan
• Rumuskan strategi perusahaan
• Tuliskan strategi pemasaran yang dapat digunakan
• Identifikasikan proses bisnis kedua perusahaan
• Identifikasikan proses bisnis kritis
• Jenis layout
y apa
p yyang
g digunakan
g
• Jenis mesin yang digunakan
• Material yang dibeli (pengadaan)
• Ketrampilan karyawan yang dipekerjakan
• Pengendalian kualitas
• Besarnya inventory

E
V
VISI/MISI A
L
U
STRATEGIC PLAN/RJP STRATEGIC A M
OBJECTIVES
PT. GARUDA INDONESIA S A
I N
BUSINESS A
STRATEGY
D G
A E
N
FUNCTIONAL  HR FINANCIAL IT MARKETING 
FUNCTIONAL P
STRATEGY STRATEGY P
STRATEGY STRATEGY STRATEGY STRATEGY
YANG LAIN
YANG LAIN R
E
O
R
B
C
RKAP PT.GARUDA INDONESIA E
RKAP 
A
PT.GARUDA HR IT PRODUKSI MARKETING  FUNCTIONAL
I S
INDONESIA YANG LAIN
K S
A
CORE 
N
PELAKSANAAN RKAP PT.GARUDA INDONESIA EVALUASI  AND 
DAN SUPPOR
PELAKSANAAN
RKAP  HR IT PRODUKSI MARKETING  FUNCTIONAL PERBAIKA T
PT GARUDA
PT.GARUDA YANG LAIN
YANG LAIN N
INDONESIA
 Strategic Plan PT. Garuda Indonesia

A AG PROCESS
• MANAGE OC SS dimulai
di l i dari
d i penetapan visi/misi
i i/ i i perusahaan
h
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
y 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

Develop Vision, Mission, and Strategic Objectives

Develop Strategic 
Develop Vision Develop Mission
Objectives

Develop Strategy

A l
Analyze External Factors
E t lF t A l
Analyze Internal Factors
I t lF t F
Formulate Strategy
l t St t

Develop RKAP

Develop Performance 
Develop  Activity Plan Develop Resource Plan
Target

Develop Monitoring and Evaluation Process

Measure Strategy 
gy
R i B i A
Review Basic Assumption
ti T k C
Take Corrective actions
ti ti
performance
 BUSINESS PROCESS MANAGEMENT CYCLE

BUSINESS
BUSINESS 
PROCESS
DESIGN

BUSINESS  BUSINESS 
PROCESS PROCESS
IMPROVEMENT IMPLEMENTATION

BUSINESS 
PROCESS
MEASUREMENT

VISION MONITOR
STRATEGIC DRIVING STRATEGIC
&
OBJECTIVE
STRATEGY
VALUE INITIATIVES
&
EVALUATION
M
MISSION
A
RENCANA JANGKA PANJANG ( 5 TAHUN) N
A
MONITOR
O I O
G
ACTIVITY 
PLAN
BUDGET &
EVALUATION
E

RENCANA KEGIATAN DAN ANGGARAN ( 1 TAHUN)

C
SERVICE  DELIVER Hal‐hal yang perlu CUSTOMER
DESIGN SERVICE diperhatikan dalam
diperhatikan dalam CARE O
merancang business  R
process E

HUMAN
FINANCE IT MAINTENANCE GCG S
RESOURCE
PROCESS PROCESS PROCESS PROCESS
PROCESS U
P
KNOWLEDGE RISK BUSINESS
P
PROCUREMENT
MANAGEMENT MANAGEMENT PROCESS PROCESS O
PROCESS PROCESS MANAGEMENT
R
T
PEMETAAN PROSES BISNIS
 Characteristics of a Good Business Process

1. Goals of business process are set for improving organizational

performance
2.
2 Business
B i process is
i designed
d i d based
b d on clear
l and
d explicit
li it
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
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

BUSINESS PROCESS AUDIT

To eliminate the weakness of business process, a business process

audit is required
 WHAT’S DONE BEFORE THE AUDIT

• Define and identify core processes

• Identify stakeholder requirements of business process
• Define business process objectives
• Develop
l b business
i process diagram
di
• Identify business process owner (may not be found in
organization
i i chart)
h )
• Compile historical business process performance
• Prepare audit manual

What’s checked during the audit

• if that
Verify h all
ll b i
business processes are d i db
designed d on clearly
based l l
stated stakeholder ‘s requirements
• Verify that business process performance measures (KPI) are top
top’ss
management measures
• Verifyy that all core business p
processes are managed
g ((designed,
g ,
executed, measured, and improved) properly
• Verify that there are performance goals in place for all measures
and if goals are not being met, look for documented plans to
improve the performance measures
• Verify that all activities (sub-process)
(sub process) related to core business
process are managed properly
• Verify that all complaints are documented and responded properly
 What’s Done After the Audit

d audit
• Issue and di 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 p
progress
g of corrective action implementation
p
• Verify business process performance improvements are taken
p ace
place
 IMPLEMENTATION
OF BUSINESS PROCESS MANAGEMENT

IMPLEMENTATION
OF BUSINESS PROCESS MANAGEMENT

Level Activity Results

Level 5 Improve process capability proactively to  • Process driven

OPTIMIZED close gaps with changing business targets • Continuous innovation & change

• Predictable results
Level 4 Manage process & results quantitatively &  • Reuse/knowledge mgt.
PREDICTABLE exploit benefits of standardization • Stable processes

• Effective technology 
Level 3 Develop standard processes, measures, &  deployment/utilization
STANDARDIZED training for product & service offerings
training for product & service offerings ff d
• Efficiency & productivity gains

Level 2
Level 2 Build diciplined
Build diciplined work unit management to 
work unit management to • Reduce rework
Reduce rework
MANAGED stabilize work & control commitments • Repeatable practices
• Satisfied schedules

• Defects and overruns
Level 1 Motivate people to overcome problems & just 
• Ad hoc methods
INITIAL “get the job done”
• Hero worship
CONTOH BUSINESS PROCESS

CONTOH BUSINESS PROCESS

CONTOH BUSINESS PROCESS