Growing Your Business with BPM

The JSR Micro Story

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The JSR Micro Story

Discuss how a growing organization leveraged BPM to scale its operations effectively and efficiently:

Company, situation and strategic objectives

Key results

Key components of the BPM program

Three example processes

Summary of best practices

JSR Micro, Inc. Background

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Established in 1990

Subsidiary of JSR Corporation

Facilities in US, Europe and Japan

Largest Photoresist supplier to semiconductor manufacturers

Recently added Energy & Life Sciences requiring rapid growth

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Removing Obstacles to Growth

1. New Product Lines

2. New Customers

3. New Employees

4. New Business Processes

Situation Objective

Maintain product & service quality

Keep admin overhead under control

Speed up adoption of new and changed business processes

Continue to satisfy stringent customer, legal and financial audit requirements

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Goals for the BPM Program

For Key Business Processes:

Ensure consistent, structured process execution

Ensure complete, accurate audit documentation

Improve throughput time: eliminate processing delays

Minimize overhead: reduce manual effort, rework

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Result: Improve Throughput Time

Automate or Remove Steps

Accuracy of Data Capture ( < rework)

No steps missed (< rework)

Visibility & Reminders (< delay)

0 1 2 3 4 5 6 7 8 9 10

Primary causes of process TPT reduc-tion

45%throughput time improvement

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Result: Minimize Overhead

2009 2010 2011 2012 2013 20140

2

4

6

8

10

12

14

16

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JSR IT Dev Headcount vs. Deployed Processes

Headcount Processes

0additional IT headcount

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Result: Audit & Structure

“I haven’t yet been asked a question by an auditor that I couldn’t answer by immediately pulling up the data in Intalio.”

- VP Global Quality 0audit issues

Pulling the program together

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2. Iterative Execution

Framework

3. Process Focus and Process Ownership

4. Flexible Technology

Controlled, linear workflow Compliance Focused

Dynamic case management Collaboration Focused

JSR Strategic Objectives

1. Clear, Actionable Program Goals

Scope of the program: all aspects of operations

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Research & Development

Purchasing &Logistics (3)

Purchase Requisition,

SKU Request,Material Transfer

Planning & Trade Compliance

Manufacturing, Engineering & QC (3)MSDS Request, Specification Change,

Process Change

Organization Support (4)IT Request, Near Miss Report, Maintenance Request, Visitor Registration

Sales, Customer Service & Quality Assurance (5)Issue Management, Price Quote, Customer Compensation, Engineering Support, Sample Request

Cust

omer

s

FinishedProduct

ProductReqts.

Delivered Product,Returns

3a

5a

1a

2a

ProductReqts.

8a

Supp

liers

6b

Vend

ors

3rd P

arty

Mfg

9b

6a

9a

10a

7a

Demand Forecast

2b

3b

4.a

4b

5b

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Real-World Examples

Let’s drill down into three key processes: issue management, specification change, and engineering support…

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Issue Management: Initial State

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Issue Management: Opportunity

1. Ensure all quality, environmental and safety issues are handled quickly, consistently and compliantly.

2. Provide issue handling history to support a wide variety of audits.

3. Provide “one click” status and process improvement reporting capabilities.

Issue Management: Process

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Stage due date and total closure target date is calculated using rules table (# days from submission)

Issue Management: Business Rules

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BAM reports pull data in real time, and are highly customizable – allowing filter and drill-throughs into more detailed data.

Reports can be exported to PowerPoint, Word or Excel at the click of a button

Issue Management: Real-time visibility

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2011 2012 2013 20140

100

200

300

400

500

600

Max # Days Open, Valid Customer Complaints

Issue Management: Continuous Improvement

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Specification Change: Opportunity

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Ensure that changes to material specifications:

Go through appropriate cross-functional reviews

Are reviewed and approved by the customer

Have all proper implementation steps completed

Have complete audit history and traceability in the event of future changes or quality issues

Are processed quickly and without delays

New Request

SCB Review

Intercompany Review

Customer Approval

Corrective Action

Internal Changes

Issuance

Closed-Issued

Specification Change: Process

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New Request

SCB Review

Intercompany Review

Customer Approval

Corrective Action

Internal Changes

Issuance

Closed-Issued

Specification Change: Tracking

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FY-10 FY-11 FY-12 FY-130

10

20

30

40

50

60

70

Avg Days Open Median

Avg # of Open Specs

Specification Change: Continuous Improvement

Spec Processing Improvement Trend

Engineering Support Request

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Situation:

Ad-Hoc process where Sales team requests support from the Engineering team (e.g. obtaining detailed data)

Excel Based – hard for Sales to access remotely, inconsistent tracking and status reporting for Engineering.

Opportunity:

Make it easier for Sales to request support from the engineering team

Allow Engineering to respond more quickly and assign the work

Allow business “Process Owner” to quickly adapt reporting and data collection “on-the-fly”

Engineering Support: easy to make requests

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Engineering Support: easy to track/manage

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Engineering Support: easy to modify

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Effort Time

Requirement gathering 2 hours

Development & QA 3 hours

User testing 5 hours

TOTAL time to finished application

10 hours

Engineering Support: rapid development

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Lessons learned & best practices

Guided by Strategic Goals

Strong Partnership with Process Owners

Process modeling and simplification before automation

Re-usable templates & best practices

Continuously monitoring results and improving

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