fujitsu apd introduction

Fujitsu APD Workshop

Fujitsu America, Inc.

Fujitsu America, Inc. - CONFIDENTIAL

Fujitsu America, Inc. - CONFIDENTIAL2

Agenda

Interstage Automated Process Discovery (APD) Service Overview

Interstage APD Workshop Overview

Systems and Data Discussion Oracle, SalesForce, BMI, others

APD Workshop Scheduling

3

Why the need for APD?

Source: Meeting the Challenge: The 2009 CIO Agenda, Gartner, 2009


4

As Is

What you think is happening

To Be

What should be happening

Through interviews

Process Discovery – “As Is” as it “Really Is”

By the book

Optimize with Interstage BPM

Really Is

What is really happening

Visualize with APD


5

Initiate RequestInitiate Request

02-Feb-2009 12:02:23 Req #1245

BMIBMISystemSystem

SalesForce.comSalesForce.comSystemSystem

Oracle ERPOracle ERPSystemSystem

When

What

Which Case


02-Feb-2009 12:02:23 Req #1245

Process Evidence


6


02-Feb-2009 12:02:23 Claim #1245

Theft CheckTheft Check

02-Feb-2009 12:02:43 Claim #1245

ClaimsClaims

02-Feb-2009 12:02:23 Claim #1245

Roadside CheckRoadside Check

02-Feb-2009 12:02:53 Claim #1245

AssessmentAssessment

02-Feb-2009 12:12:23 Claim #1245

EndEnd

02-Feb-2009 12:02:23 Claim #1245

Estimate EntryEstimate Entry

02-Feb-2009 12:12:13 Claim #1245

Bodyshop EstimateBodyshop Estimate

02-Feb-2009 12:02:23 Claim #1245

Coverage CheckCoverage Check

02-Feb-2009 15:02:16 Claim #1245

Policy DetailsPolicy Details

02-Feb-2009 12:45:14 Claim #1245

Fraud CheckFraud Check

02-Feb-2009 12:02:23 Claim #1245

Fraud DeptFraud Dept

02-Feb-2009 12:02:23 Claim #1245

Oracle ERPOracle ERPSystemSystem

BMIBMISystemSystem

SalesForce.comSalesForce.comSystemSystem


7

LegacyLegacySystemSystem

Home GrownHome GrownSystemSystem

ERPERPSystemSystem

Event Correlation

Getting The Evidence


8

Event Correlation

StartStart









ClaimsClaims

Fraud Check DeptFraud Check Dept

EndEnd

11

22

33

44

Visualize the process flow See what happens, what sequence, which way

View process metrics See information about how many, how long, how often

Analyze inefficient process routes

Look for delays, loopbacks, and repeated steps

Compare with business requirements Look for waste, cost of routes, opportunities to streamline, go lean

Process Visualization & Analysis

Process Generator

Understanding The Evidence


9

StartStart









ClaimsClaims

Fraud Check DeptFraud Check Dept

EndEnd

Coverage

BodyShop

Coverage

Theft

Coverage

Coverage

Coverage

Roadside

Coverage

Assessor

Coverage

Claims

Coverage

Fraud Check

End

PolicyDetails

CoverageCheck

TheftCheck

RoadsideCheck BodyshopEstimate

EstimateEntry

Assessment

Claims

FraudCheck

FraudCheckDept

Start

Respond and Adapt


Copyright 2009 FUJITSU10

APD is unlike existing approaches:

It visualizes processes that have taken place, not theoretical workflows It works from a simple data extract and does not need permanent links to your IT

APD: Flexible, Non-Invasive Approach

An Innovative Technology Providing Evidence-Based Process Maps and Performance Metrics

Main process Infrequent Routes

Process Repetition Bottlenecks

Value vs Failure

Process Performance and Analysis

Process VisualizationApplication data extract (csv file)

11

Visualize the Process Flow

L 3 17

CP

10

T 8

4665

A 3C

A 4

5059

P 02

135

P 2

T 2

7479

SJ

S6 S

35

CM

S3 S

90

T 1

T 2S

7479

T 7

85

S1

SJS

35

SFS

321

TAS

35

NT

143

6850

TD

10

M2

P 01

26

M 2 A

6365

M3

43

M4 D

M9A

46

M 8

7394

35

A3 B

1302 4946

M1

2352

96

L 6 C

1357

M3 V

M3R

736

P 04

267

AT 5

5085

1302

10

80

A 3

898

T 6

LC

7515

80

135

4183

859

S 6

7494

18

13

6434

9

951

SF

464

M4C

7348

M7

M 10

7394

C 1 H

29

898

WA

539

T 9 S

29

2881

21

568

PA

953

281

2811

T5

S1 S

7394

96

859

M4 B

315

M2 B

25

M4 A

292

35

M 4

4581

1145

M5 B

7394

46 7348

M5 A

7394

TA

496

10

35

S 2 S

9111

7394

35

L 6

1357

CD

90

90

22

242

14

34

912

P 5

7394

M3 T

987

16

444

FINAL _ STATE

7385

D 1

85

AT3

4655

AT 2

1885

AT 1

825

143

46

T 4

43

T 5 S

7394

7394

659

294

S 4

34

315

6030

1156

926

9

5260

18

446

INITIAL _ STATE

860

6505 DZ

29

P 4

7403

34

T9

626

1885

5445

35

T 3

T 4 S

7437

626

S3

194

7525

292

46

6053

TE

23

7394

7437

194

884

119

825

1920

4620

42

T 3 S

7437

7437

29

9

10

1357

6462

515

169

119

267

34

74797394

488

4581

1810

515

23

The real world is often very complex

Fujitsu’s Automated Process Discovery Service provides an adjustable lens that can focus on the issues that matter in improving performance.

# of instances: 18,481

# of routes: 8,942

Frequency: > 40% # of instances: 7,394

# of routes: 194


Manufacturing Case Study: Actual Process Flow

Total # of Flows: 11,548Total # of Flows: 11,548 # of Unique Flows 1,330# of Unique Flows 1,330

Repeats and Loopbacks

Analysis of a case- Who?- What?- When? Straight through Order to Shipment: 0.5%

Copyright 2009 Fujitsu America, Inc.

APD Findings The highest concentration of activities were

repeats and not the next logical step in the process 80% of the time we repeat steps 72% of time orders change 43% of time quotes change <1% of the time orders go to shipment 74% of the time orders do not ship

To get from an “opportunity” to “opportunity change” it takes 58 days – why does it take that long?

Averaging 22 touch points/ per opportunity

Copyright 2009 Fujitsu America, Inc.13

“I would have bet we went from order to shipment at least 10% of the time. It was unbelievable! After

significant scrutiny of the Fujitsu numbers, we

agreed that it was what it was”

- Greg Mueller, Manufacturing Systems Analyst

Next Steps & Feedback

Identified 22 process improvement projects – 80% were directly because of APD. Examples include: Creating a simplified opportunity

entry view in SAP Adding timers/ ticklers to review

opportunities every week and decide whether to proceed to quote or drop an opportunity (currently reviews are done every 30 days by which time it is too late to undo build instructions)

Redoing the approval process within SAP

“We were very impressed by how much insight into our

critical opportunity-to-order process the Fujitsu Automated

Process Discovery and Visualization service provided in so little time, at such low cost, and with so little disruption to our business. APD produced

easy-to-understand visualizations based on what is actually happening within our organization, allowing us to

make solid process-improvement decisions”

- Greg Mueller, Manufacturing Systems Analyst

Copyright 2009 Fujitsu America, Inc.

Multinational Helpdesk Findings

German or French agents don’t provide Resolution notification

GermanyURR=6.0 ACT=0.2hs

NetherlandsURR=5.7 ACT=0.3hs

ItalyURR=5.7 ACT=0.1hs

FranceURR=7.1 ACT=0.0hs

SpainURR=6.2 ACT=0.2hs

Italian team not resolving incidents as per agreed process - resolution classification not captured

Turkish team has the highest URR (Unique Route Ratio) They follow the process most consistently

France has a 0hrs process time which could mean incidents are logged after the call

TurkeyURR=10.3 ACT=0.1hs

Variation in the way Agents & Teams follow the Incident Process

Implications

Customer service &

satisfaction in jeopardy

Inaccurate SLA reporting

Recommendation

Update, document and

maintain the processes

Train across teams rather

than within teams

Benefits

Improved consistency of

customer experience

Avoidance of Service Credits due to missed SLAs


Key Findings - Process Inefficiencies

Reassignments and Handoffs Excessive repeat handoffs between the Helpdesk and SYS ADMIN teams (from 3 to 5 handoffs) Some new agents in the off-shored team might need further training lack of clarity on which documents (often screenshots) are required – too much time spent in the attach document activity

System workflow can be manipulated by usersImplications Calls end up in unattended queues Essential fix information not capturedRecommendation Monitoring in the short term and plan fix for next system upgradeBenefits Prevention of a number of costly problems


Automated Process DiscoveryDemo


18

Data Transformation and Correlation

Data Transformation Steps

Profiling is done to identify correlation candidates

Time Stamp and event indicators are selected

Additional analysis variables are selected (Performer, Vendor, Product, etc.)

Flow data is generated

Analysis with the Flow Viewer can begin

It Starts with Data Extraction and Transformation


Copyright 2009 FUJITSU LIMITED19

Summary: Benefits From APD

Quick Discovery and Visualization of processes Insights for automation and process improvement initiatives Helps you ask the right questions – focus on “why” are things happening vs.

“what” is happening Non-invasive approach: Minimal disruption to customer’s business Fraction of the time compared to “interview” method for discovery Comparison of ‘As-Is’ and ‘Really-Is’ processes Diagnosis based on metrics

Responding and improving processes Improve and optimize high-visibility/high-impact processes Converge business processes to best-of-breed processes

Ensuring compliance Determine unauthorized actions/fraud – reduce risk from non-compliance

Jump-starts process improvement projects Process mapping in standards-based modeling environment Full BPM suite to instantiate “To Be” processes

fujitsu apd introduction

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