• Business Process Management

• Business Process Lifecycle

• Business Process Modeling

• Business Process Improvement

• Kansei Engineering

• Product Development Process

• Business Process Management isImproving corporate performance by managing and optimizing

a company's business processes.

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• Enables organizations to be more efficient, more effective

and more capable of change than a functionally focused,

traditional hierarchical management approach.

• initially focused on the automation of business

processes with the use of information technology

• Functions & Processes

• Determining the appropriate

measure to determine the appropriate

success.

• compare the various simulations

to determine an optimal improvement

• select and implement theimprovement

• deploy this implementation and byuse of user-defined dashboards monitor theimprovement in real time and feed theperformance information back into thesimulation model in preparation for the nextimprovement iteration

• revamp the processes fromscratch for better results

People Process Technology

Process design encompasses both theidentification of existing processes and thedesign of "to-be" processes. Areas of focusinclude representation of the process flow, thefactors within it, alerts and notifications,escalations, standard operating procedures,service level agreements, and task hand-overmechanisms.

• The proposed improvement could be inhuman-to-human, human-to-system orsystem-to-system workflows, and mighttarget regulatory, market, or competitivechallenges faced by the businesses.

• The existing process and the design of newprocess for various applications will have tosynchronize and not cause major outage orprocess interruption.

• Modeling takes the theoretical design andintroduces combinations of variables (e.g.,changes in rent or materials costs, whichdetermine how the process might operateunder different circumstances).

• An Approach is to use a combination ofsoftware and human intervention; howeverthis approach is more complex, making thedocumentation process difficult.

• Business Rules have been used by systems toprovide definitions for governing behavior,and a business rule engine can be used todrive process execution and resolution.

• Monitoring encompasses the tracking ofindividual processes, so that information ontheir state can be easily seen, and statisticson the performance of one or moreprocesses can be provided.

• Process Optimization includes retrievingprocess performance information frommodeling or monitoring phase; identifyingthe potential or actual Bottlenecks and thepotential opportunities for cost savings orother improvements; and then, applyingthose enhancements in the design of theprocess. Overall, this creates greater businessvalue.

• When the process becomes too noisy andoptimization is not fetching the desiredoutput, it is recommended to re-engineer theentire process cycle. Business Process Re-engineering (BPR) has been used byorganizations to attempt to achieve efficiencyand productivity at work.

• a robust platform for modeling andexecuting process-based applications, including business rules.

• enable managers to identify businessissues, trends, and opportunities with reports and dashboardsand react accordingly.

• provides a system for storing andsecuring electronic documents, images, and other files.

• remove intra- andinterdepartmental communication barriers through discussionforums, dynamic workspaces, and message boards.

• Business process modeling (BPM)

in Systems Engineering is the activity

of representing processes of an

enterprise, so that the current process

may be analyzed or improved

• A business model is a framework for creating economic,

social, and/or other forms of value. The term 'business

model' is thus used for a broad range of informal and formal

descriptions to represent core aspects of a business,

including purpose, offerings, strategies, infrastructure,

organizational structures, trading practices, and operational

processes and policies.

• A business process is a collection of related, structured activitiesor tasks that produce a specific service or product (serve a particular goal)for a particular customer or customers. There are three main types ofbusiness processes:

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1. Management processes, that govern the operation of a system. Typicalmanagement processes include corporate governance and strategicmanagement.

2. Operational processes, that constitute the core business and create theprimary value stream. Typical operational processes apurchasing, manufacturing, marketing, and sales.

3. Supporting processes, that support the core processes. Examplesinclude accounting, recruitment, and technical support.

• The artifact-centric business process model has emerged as a holistic approach for modeling business processes, as it provides a highly flexible solution to capture operational specifications of business processes. It particularly focuses on describing the data of business processes, known as “artifacts”, by characterizing business-relevant data objects, their lifecycles, and related services. The artifact-centric process modelling approach fosters the automation of the business operations and supports the flexibility of the workflow enactment and evolution.

1. Identify the need for change.

2. Name each process

3. Describe in a report every detail of theprocess.

4. Analyze current process

What in the process is broken? which step in the process createroadblocks? which step requires the most time to complete?Which step causes the most delays? Are there any steps thatcause cost/resources to go up? Are there any steps that causequality to go down?

5. Evaluate whether all of the actions in

process are necessary productive to &

contribute to the objectives.

6. Eliminate or change steps in each

process that are counter productive or

enormous.

• KANSEI Engineering Aims at thedevelopment or improvement of productsand services by translating the customer'spsychological feelings and needs into thedomain of product design (i.e. parameters)

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• Quality Function Deployment (QFD)

• Kano Model

• Conjoint Analysis: pure marketing technique

• Voice of Customer (VOC)

• Identification of product principles.

• Correlation between those properties and design characteristics.

• How to accurately understand consumer Kansei

• How to reflect and translate Kansei understanding

into product design

• How to create a system and organization for Kansei

orientated design

• Choice of Domain

Domain in this context describes the overall idea behindan assembly of products.

• Span the Semantic Space

Every artifact can be described in a certain vectorspace defined by semantic expressions (words).This is done by collecting a large number of wordsthat describe the domain.Finally a few representing words are selected from thisspanning the Semantic Space. These words are called"Kansei words" or "Kansei Engineering words”.

• Span the Space of PropertiesThe collection of products representing the domain is done fromdifferent sources such as existing products, customer suggestions,possible technical solutions and design concepts etc.

• SynthesisSome of the most common tools are :

Category Identification

Regression Analysis /Quantification Theory Type I

Rough Sets Theory

Genetic Algorithm

Fuzzy Sets Theory

• Model building and Test of Validity

After doing the necessary stages, the final step

of validation remains. This is done in order to

check if the prediction model is reliable and

realistic. However, in case of prediction model

failure, it is necessary to update the Space of

Properties and the Semantic Space, and

consequently refine the model.

• The Kano model is a theory of product

development and customer satisfaction developed in

the 1980s by Professor Noriaki Kano, which

classifies customer preferences into five categories.

• Must-be QualityThese attributes are taken for granted when fulfilled but result indissatisfaction when not fulfilled. An example of this would be a package ofmilk that leaks. Customers are dissatisfied when the package leaks, but whenit does not leak the result is not increased customer satisfaction. Sincecustomers expect these attributes and view them as basic, it is unlikely thatthey are going to tell the company about them when asked about qualityattributes.

• One-dimensional QualityThese attributes result in satisfaction when fulfilled and dissatisfaction whennot fulfilled. These are attributes that are spoken and the ones in whichcompanies compete. An example of this would be a milk package that is saidto have ten percent more milk for the same price will result in customersatisfaction, but if it only contains six percent then the customer will feelmisled and it will lead to dissatisfaction.

• Attractive QualityThese attributes provide satisfaction when achieved fully, but do not causedissatisfaction when not fulfilled. These are attributes that are not normallyexpected, For example, a thermometer on a package of milk showing thetemperature of the milk. Since these types of attributes of qualityunexpectedly delight customers, they are often unspoken.

• Indifferent QualityThese attributes refer to aspects that are neither good nor bad, and they donot result in either customer satisfaction or customer dissatisfaction.

• Reverse QualityThese attributes refer to a high degree of achievement resulting indissatisfaction and to the fact that not all customers are alike. For example,some customers prefer high-tech products, while others prefer the basicmodel of a product and will be dissatisfied if a product has too many extrafeatures.

• Idea Generation & Screening

In some cases the idea comes out of a brainstorming session,while other ideas develop as a direct response to a need in themarket or a response to a competitor product. Once the ideageneration phase ends, the ideas must undergo a screening processto weed out all but the best ideas.

• Concept Development/Testing

The concept development and testing phase seeks to gaugeconsumer reaction to the overall idea of the new product. Largecompanies often use focus groups to collect data about whetherconsumers would buy the product, how often they might purchaseand acceptable price levels. Small-business owners can use focusgroups, though informal questions to existing customers can alsoyield valuable information about interest in a new product.

• Analysis

If the new idea survives the concept development and testingphase, a business needs to put together a formal analysis of thenew product's viability. In general, this analysis encompassesproduction costs and expected profit margin, as well as totalmarket size for the product. Businesses must also weigh theproduct's position within the business brand.

• Product Development

Product development calls for the actual creation of a product,such as a working model or running a short-term test with a newservice. Most businesses also consider and develop marketingmaterials during this phase. The product development phase oftenfollows a rinse-and-repeat model of refining the product andmarketing, then testing again with customers or focus groups.

• Market Testing

In short, market testing takes the product and offers it to a limitedgroup or geographic region. Large companies may also usecomputer simulations to mimic customer responses. For smallbusinesses that typically cater to a small geographic region or aspecific market segment, the market testing phase is often skipped.

• Commercialization

The commercialization phase consists of making the productavailable to the customer base at large and launching a marketingeffort to support it. Commercialization includes producing enoughof the product to cover initial demand or having sufficient staff toprovide the new service.