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SCOR Process Modeling Workshop

SCOR Process Modeling Workshop. Understand how to capture and document your processes using the SCOR standard. Objectives. Understand the types of models Learn how to collect process information Learn how to document processes Business scope Geographic map Thread diagram Workflow

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SCOR Process Modeling Workshop

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  1. SCOR Process Modeling Workshop Understand how to capture and document your processes using the SCOR standard

  2. Objectives • Understand the types of models • Learn how to collect process information • Learn how to document processes • Business scope • Geographic map • Thread diagram • Workflow • Hands-on documentation exercises

  3. The What and Why of Modeling 'Modeling' has two major components: • Gathering process knowledge and • Presenting process knowledge Questions • What is the purpose of each? (i.e. why do you model?) • Have you modeled before? • Why? What did you use it for? • What types of models?

  4. SCOR Supported Model Types

  5. 1. Gathering Process Knowledge Tag-Yourself-To-An-Order;Proven technique to obtain generic process descriptions: • Follow the logical flow of an order through the process. • Each level 1 process has an order (except Plan): Customer order for Deliver, Production order for Make, Purchase order for Source and Return Authorization for Return. • For each order start with the process of order creation and follow the order and document each activity until the order is closed. • Similarly follow the steps of the planning cycles you encounter. • Finally cover any process you have missed so far; Use your SCOR list of processes as a check-list. Hint: To obtain generic descriptions for an end-to-end supply chain: Start with Plan, then Deliver, Make, Source.

  6. 2. Presenting Process Knowledge It's all about the message • What is the problem you want to call out • Types of problems: Disconnects, redundancy, duplication, complexity, forced standardization Realize the impact of unintended interpretations by your audience • Color coding • Size • Direction • Read more • Edward R. Tufte wrote several books on how to convey information using color, size, direction and more. • Object Management Group maintains a standard for process notation. Documenting the graphical objects to describe aspects of workflow

  7. What does this tell you? • The S process is orange = broken? • Red flows are broken? • Thicker arrows mean larger volume?

  8. How about this? • Why is M2.2 bigger than the others? • Does M2.1 take place before or after M2.1? • Who does S1.4?

  9. SCOR Supported Model Types

  10. Business Scope Diagram – Template Defining scope: • State what is in scope • State what is NOT in scope Both are equally important

  11. Business Scope Diagram Exercise • Select a line of business within your team • Agree on the scope • Complete the template • What is the value of this view? • Any alternatives? • Steps to create the Scope Diagram • Create/open the business scope diagram template • Identify and enter the customers of your project or organization • Identify and enter the key nodes within your project or organization • Identify and enter the suppliers of your project or organization • Optionally link the nodes to reflect material and/or information flows (using different color/stroke)

  12. Geographic Map – Template 1 geographic context

  13. Geographic Map – Template 2 geographic context

  14. Geographic Map Exercise • Identify a supply chain within your team • Determine the complexity and message • Select template and draw the supply chain • What is the value of this view? • Steps to create the Geographic Map • Create geographic context (a.k.a. the map) • Draw and name your customers on the map • Identify the level 2 processes • List the level 2 processes in the customer node • Starting with your customers, repeat for each node: • Identify all supplying nodes • Draw and name these supplying nodes • Identify the level 2 processes • List the level 2 processes in each node • Draw the material flows (connecting arrows) • Repeat until you have included all your suppliers

  15. Thread Diagram – Template

  16. Thread Diagram Exercise • For the geo map from the previous exercise: • Transpose the geo map onto the thread diagram template • What is the value of the geo map vs. thread? • What type of issues and changes can you review with this view? • Steps to create a SCOR Thread Diagram • Create or open the thread diagram template • Repeat these steps for every relevant node on the geographic map: • Create a column (node) in the appropriate class • Create process representations for each node • Link the processes in the column (node) to represent the material flows • Link the processes to the previous node’s • Repeat until all relevant nodes have bee created • Optionally add information flows (using different color/stroke)

  17. Workflow – Template

  18. Workflow Diagram Exercises • For a specific level 2 process interview the process owner • Complete the Workflow template • What level did you need to pursue (3, 4 or 5)? • Did you need to drill down all processes equally deep? • Steps to create a SCOR Thread Diagram • Obtain generic descriptions (these are the words people use) • Map these generic descriptions to SCOR process IDs (normalize) • Create swimming lanes to reflect organizational boundaries • Create workflow with these SCOR processes • Add description to workflows to reflect inputs/outputs of the processes • Optionally add other relevant information

  19. Example Workflow Steps 1 and 2 Steps to establish SCOR process models (workflows) • Obtain generic descriptions (this is what people describe) • Map the generic descriptions to SCOR process IDs (normalize) 1 2 OMS and SFCS are illustrative IT system names (order Management System and Shop Floor Control System)

  20. Wrap Up and Recommendations • Four standard models to represent process • Business scope Diagram; Set boundaries • Geographic Diagram; Analyze material flows • Thread Diagram; Optimize process capabilities • Workflow Diagram; Develop robust processes • Before you document a process • Start with the strategic metrics • Drill down to the most detailed diagnostic metrics that display the problem • Identify the processes linked to these metrics – document these • Drill down the processes until you find the problem • Let the problem drive your modeling

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