UNIVERSIDAD NACIONAL DE INGENIERIA

FACULTAD DE INGENIERIA INDUSTRIAL Y DE SISTEMAS

Curso:
Ingeniería de Procesos

Docente
MBA. Julio Talaverano
UNIVERSIDAD NACIONAL DE INGENIERIA
FACULTAD DE INGENIERIA INDUSTRIAL Y DE SISTEMAS

Arquitectura Organizacional
FACULTAD DE INGENIERIA INDUSTRIAL Y DE SISTEMAS

Julio Cesar Talaverano Garcia

Ingeniero Industrial de la Universidad

Nacional de Ingeniería, Lima – Perú.

Magister en Administración Estratégica de

Empresas

Especialista en Sistemas de Gestión de

Calidad
 FACULTAD DE INGENIERIA INDUSTRIAL Y DE SISTEMAS

Objetivo de la Presentación:

Arquitectura Empresarial
 Visión Funcional vs Visión de Procesos
Enterprise

Visión Department 1 Department 2 Department 3

Funcional Business Unit Business Unit Business Unit

1.1 2.1 3.1

Business Unit Business Unit Business Unit

1.2 2.2 3.2

Business Unit Business Unit

1.3 3.3

Proveedor Comercial Industrial Financiera Administrativa Cliente

 Visión Funcional vs Visión de Procesos
Visión
Funcional

Proveedor Comercial Industrial Financiera Administrativa Cliente

Sales Produce Collect Control

Visión por procesos

Plan Produce Pay Control

Comercial ?Industrial Financiera Administrativa

 Visión Funcional vs Visión de Procesos
Visión
Funcional

Proveedor Comercial Industrial Financiera Administrativa Cliente

Order
Order to to Cash
Cash
Visión por procesos

Supply
Supply Chain
Chain

Procure to Pay
Manufactura
 Visión Funcional vs Visión de Procesos
Visión
Funcional

Proveedor Comercial Industrial Financiera Administrativa Cliente

Order to Cash MANUAL APP NO SAP

Visión por procesos

Supply Chain MANUAL NO SAP

APLICACIÓN NO SAP NO SAP

Procure to Pay NO SAP MANUAL
APP NO SAP

INTER OPERABILIDAD ENTRE APLICACIONES

 Quien? Visión con ERP Modeling Via?
Organizacion Procedimiento

Company-specific
Como? Con? Por?
Metodologia Herramientas Objetivos

Architecture of integra-
ted information systems Company-specific
Repositorio único de Procesos
PROCESOS

www.interamericanagenerales.cl/aigmarine/

Gerencia de
Contraloria

Emitir Certificado Jefe de Import aciones

de Seguro

Certificado de
Seguro

ORGANIGRAMAS
SISTEMAS
Gerencia Comercial
IANSA

Secretaria

Subgerente Comercial
Subgerente Comercial
Subproductos

SA P S IA G R I AC L M IC R OS OF T A R IS 7 . 0

Jefe Inteligencia de Ingeriero Encargado

Jefe de Productos Publicidad Sugerente de Ventas
Mercado Cuotas de Azucar S A P R3
E n t e r pr i s e
S IA G R I AC L E XC H A N G E
B U S IN E S S
A R C H ITE C T
7 .0

S A P P o r ta l
E n te r pr i s e O F F IC E
B U S IN E S S
D E S IG N E R 7 .0

Supervisor
Jefe Administrativo S AP BW
E XP L OR E R

Ventas
S AP
S O L U T IO N
M A NA G E R
Promotora (68)
KAM Supermercado

O TR O S

Promotora (10) Facturación

J U A N A R IS M E N D I

AD O BE TR IB U TA R IO S O F TW A R E LA
VPN
L E X IS N E XIS D E FA B R IC A A R A UC A NA

Jefe Cobranza y Ayudante de IA N S A M A TIC O

B A NK O F
A M E R IC A SQ L SER VE R
L A B O R A TO R I
O
Cuentas Corrientes Distribució... D IR E C T R E M OL A C H A

IV R O F FI C E C R O M A TO G R
O R A CLE
B A N K IN G AF O S

S Y N CO M M IN TR A N E T DA M E W A R E S Y NE L

E n vi o d e
CO SECHA d at o s p a ra
co nt a b i li z a .. .
Da tos d e l ti p o CO S EC HA
de c am bio

CU E N T A E n vi o d e D a to s d e l a C U E N TA
C O R R IE N T E d at o s p a ra f ac tu ra d e C O R R IE NT E
c o n ta b i li z .. . S A P - FI ve n ta y o t r...

P R E S T A C IO N
E n via d at o s
DE p a ra IA N S A M A T IC O
S ER V IC IO S
c o n ta b i li z .. .

ARIS
D a to s d e
deuda del S IA G R I W E B
D a to s pa ra

ARIS database =
c o n ta b i l iz a r ag ric ul t or
fa c tu r as ...

L IQ U ID AC IO N

E n vi o d e
d at o s p a ra IVR
c o n ta b i li z .. .

F e ch a d e
p a g o de IVR

ARIS base para el

IA N S A M A TIC O fa c tu ra s ...

Reposito
B AN K O F
A M E R IC A
D IR E C T
A rc h i vo c o n
p ro p u e s t a d e
S IA G R I W E B D a to s d e l pagos
a g ri c u l to r
O F F IC E
B AN KIN G

ry proceso
IV R D a to s d e l
P ro ve e d or

Business continuo de
Server optimización y
reutilización de
contenidos
Enfoque Integrado: Procesos

Estratégico
Indicadores Táctico Simuladores
Procesos de Negocios

Operacional

Costos
Dimensiones

Capacidad
Riesgo
Calidad
Competencia

Aplicaciones

Infraestructura
 Enterprise Architecture
Business Solution Composer Scenario & Process Component Application Product Availability Matrix
Solution Manager
view (Solution Maps) List view (PAM)

Requirements Vendor
Determine SOS Vendor Selection
Processing Evaluation

Pay
PO Processing Goods Receipt
Invoice

Business Architecture

INPUT

Business Strategy & SAP SRM SAP ERP SAP BW Portal

Macro Requirements
Application Architecture
OUPUT
Purchase Programs
Vendor Invoice Employee
Order
Projects
Data Architecture
Portfolio
Analysis

Technology Architecture

Data Enterprise Service Repository Technology System Landscape Directory

ABAP Workbench QuickSizer
view (ESR) view (SLD)
 Business Process Management cubre la perspectiva
tanto manual como automatizada

Actividades Manuales
Business Process Modeling in ARIS

Procesos End to End incluyen

Típicamente >80% actividades manuales y
automáticas

Actividades Automáticas
Típicamente <20% Del 20% de las actividades
automáticas

Típicamente <20%

NW BPM
Procesos que generan ventaja
competitiva y evolucionan Actividades Diferenciadoras
regularmente (Candidatos a SOA)

Típicamente >80%

Standard Software
Actividades estándar
Procesos que deberían ser lo más
“eficientes” posible
Beneficios potenciales
Reducción de costos de procesos 10 - 15 %

Incremento de calidad en el proceso 20 - 30 %

Reducción de tiempos de proceso 10 - 30 %

Reducción de tiempos de aprendizaje / gastos de entrenamiento 10 - 30 %

Reducción de requerimientos de soporte interno 15- 30 %

Reducción de reclamo de clientes 20 - 30 %

Incremento en la exactitud de los pronósticos 15 - 30 %

Fuente: Experience values IDS Scheer AG

>> Los procesos en cada área son más fluidos y los tiempos se acortaron considerablemente. Los tiempos de
manipuleo se redujeron drásticamente por ejemplo (…).
En el centro de servicio a las agencias los costos de procesamiento
han caído un 58 % y la necesidad de personal un 67 % >>
IS Report, 7+8/2005, Project Report BMW Financial Services Switzerland on the use of ARIS
SAP Enterprise Modeling & Ciclo de Vida BPM

ARIS Controlling Platform ARIS Strategy Platform

Process Performance
Management
Business Process
Simulation &
Optimization

ARIS Implementation Platform ARIS Design Platform

Enterprise Modeling Enterprise Modeling

Business Designer Business Designer
Business Server & Publisher Business Server & Publisher
 Un enfoque basado en
Modelamiento de Procesos
ENTERPRISE MODELING DOMAIN
Enterprise Modeling
SAP Enterprise Modeling Applications by IDS Scheer
Business Architecture, Enterprise Architecture, Análisis de Procesos de Negocio (BPA)
Information Architecture Gobierno y Estandarización
Simulación y Optimización
No se puede mostrar la imagen en este momento.

…Business-to-Model para toda la empresa

Business Process Platform

SOA Governance
 Process Component Architecture
Transactions Services Orchestration
Process Process Integration  Internal controls of process execution
Configuration Variants Components Process (BPEL)
 Service-enabled packaged applications
Service Orchestration
 Model-to-Code
 Integration process
Embedded Analytics
SAP Solution SAP NetWeaver
Manager Process
Integration
¿Qué es ARIS?
ARIS = ARchitecture of Integrated Information Systems
ARIS = Arquitectura de Sistemas de Información Integrada
 Metodología de Business Process
Organization Management

 Mas de 180 modelos de representación

Data Processes Functions

 Soporte al ciclo de vida BPM

 Estrategia

Products/Services  Diseño
 Implementación
 Control
Describe todos las dimensiones de los
procesos
 Repositorio unificado de procesos
Actividades
 Funcionalidades:
Organización, roles, posiciones
 Filtro Metodológico
TI
 Diseño, Modelado, Reportes, Simulación,
Datos e información Publicación, y Versionamiento de procesos
Productos y servicios
 Las Fases de BPM
Estrategia Diseño Implementación Control

Medición del
Estrategia Diseño Implementación
desempeño

Innovación Análisis

Integración Control

Introducción de Gestión del

Arquitectura Automatización
Mejoras Desempeño

Modernización

Change Management
 Estrategia
Fatores Críticos de Objectivos Estratégicos e
Matriz Estratégica
Éxito Indicadores
Objective 1
Marke t 1 Marke t 2 M arke t 3
Objective 1

KPI 1

Pro d uct 1
Main Process 1.1 Main Process 2.1

KPI 2

Pro d uct 2

Cadena de Valor Mapa Organizacional Portafolio de Procesos

Proce ssos de Ge stão - Estratégicos
Planejamento Controle Planejamento
Estratégico Estratégico Estratégico Florestal

Planejamento do
Desenvolvimento Sistema de
Gestão Integrada Enterprise
Sustentável

Gestão da
Responsabilidade
Social

Proce ssos de Negócios - Corporativ os

Planejamento Gestão da
Integrado Logística
Integrada

Department 1 Department 2 Department 3

Proce ssos de Negócios - Unidade de Negócio
Gestão do Pedido Gestão de Estoque

Gestão de Estoque
Gestão da de Matéria-prima /
Venda Insumos Adquiridos

Gestão de Estoque
Gestão da Gestão da de Produtos Business Unit Business Unit Business Unit
M e rcado Demanda Transferência (Acabados e
semi-acabados) Gestão da Cliente 1.1 2.1 3.1
Entrega

Controle da Produção Gestão do

Planejamento de Produção Transporte
Controle da
Relacionamento Produção Marítimo
com Clientes Industrial
Planejamento
de Produção Gestão de
Gestão do Ciclo
de Vida do
Industrial
Controle da Transporte
Florestal
Business Unit Business Unit Business Unit
Silvicultura
Produto
Planejamento de 1.2 2.2 3.2
Produção Florestal
Gestão do
Meio Ambiente Controle da
Madeira

Gestão da
Geração de Energia

Business Unit Business Unit

Proce ssos de Suporte - Corporativos
1.3 3.3
Gestão da Gestão
Gestão de Gestão de Gestão de
Controladoria - Cadastros Financeira Suprimentos Contratos
Corporativo Operacional

Gestão do Administrar Gestão dos Recursos Gestão de TI Administrar Serviços

Jurídico Regulatórios Humanos Gerais

Proce ssos de Suporte - Unidade de Ne gócio

Gestão da Qualidade no Gestão de Máquinas Gestão de
Controladoria - Estoque de
Unidade de Negócio Processo / Produto e Equipamentos Manutenção

Operação de Gestão de Suporte Gestão de

Compra Florestal Projetos

Mapa de Integración de
Portafolio de Procesos Mapa de Sistemas
Sistemas
HR Systems
007
Application 1 Application 3 Application 2 001
008
002

MES SAP 009

Application 4 010

Financial Systems
003

Application 5 Application 6 Application 7

004 005 BW

Application 8
006

CRM
Logistic Systems
Cadena de Valor

Processos de Gestão - Estratégicos

Planejamento Controle Planejamento
Estratégico Estratégico Estratégico Florestal

Planejamento do
Sistema de
Desenvolvimento
Gestão Integrada
Sustentável

Gestão da
Responsabilidade
Social

Processos de Negócios - Corporativos

Gestão da
Planejamento
Logística
Integrado
Integrada

Processos de Negócios - Unidade de Negócio

Gestão do Pedido Gestão de Estoque

Gestão de Estoque
Gestão da de Matéria-prima /
Venda Insumos Adquiridos

Gestão de Estoque
de Produtos
Gestão da Gestão da
Mercado Demanda Transferência
(Acabados e
semi-acabados)
Gestão da Cliente
Entrega

Controle da Produção Gestão do

Planejamento de Produção Transporte
Controle da
Relacionamento Produção Marítimo
com Clientes Industrial
Planejamento
de Produção Gestão de
Gestão do Ciclo Industrial Transporte
de Vida do Controle da
Silvicultura Florestal
Produto
Planejamento de
Produção Florestal
Gestão do
Meio Ambiente Controle da
Madeira

Gestão da
Geração de Energia

Processos de Suporte - Corporativos

Gestão da Gestão
Gestão de Gestão de Gestão de
Controladoria - Financeira
Cadastros Suprimentos Contratos
Corporativo Operacional

Gestão do Administrar Gestão dos Recursos Administrar Serviços

Gestão de TI
Jurídico Regulatórios Humanos Gerais

Processos de Suporte - Unidade de Negócio

Gestão da Gestão de
Qualidade no Gestão de Máquinas
Controladoria - Estoque de
Processo / Produto e Equipamentos
Unidade de Negócio Manutenção

Operação de Gestão de Suporte Gestão de

Compra Florestal Projetos
La arquitectura de procesos
Enterprise Sales
Management
Enterprise
Layer
Level 1

Quotation and
Scenario Order Mgmt.
Layer
Level 2

Sales Order
Process Processing
Layer
Level 3

Create Sales
Process Step Order

Layer
Level 4
Diseño: Jerarquia de Procesos
Mantener el organigrama y el Mapa de conocimientos y el Manual de
Funciones

Mismo objeto ARIS

Locación
“Puesto”
A rgenitna

Res pons able de Ctas

a P agar
Unidad
organizacional Conocimiento Habilidad
G e ren ci a d e
G er en cia d e Lengua
Adm in is tr ac ión y G e ren ci a Negoc iación
P res u pu es to
F ina n zas ingles a

Puesto Persona
Ge re nte d e Ad m y
F ia nza s
Mariano Per eira Téc nicas de Relaciones
reuniones interperso...

R es po ns a ble d e C tas a
M artin Rodriguez
P ag ar
Control de Vis ión
indicador. .. s is témic a
Re s p o ns ab le de
Adriana F igueredo
Co ntab ilid ad

R es po n s a ble d e Nancy Forastiero

Te s ore ri a Trabajo en
Flexibilidad
equipo

Aptitud
Arquitectura de TI
Geschäftsführung
Beispiel GmbH

Clus ter 1 Clu ster 2

System 1 System 3
Abteilung 1 Abteilung 2 Abteilung 3

Sales
System 2 System 4 Clus ter 3
data

IT systems Main departments Clusters

Cus to me r inqu ir y
Module 1 M odule 2

Cus tom e r p urc has e

order num be r

Module 3 purc h as e order

qua ntit y

Modules Departments Entities

Cus tome r num ber

Tran sac tion 1 Trans ac tion 3

Cus tom er pu rc has e

order nu m be r
P osi tio n 1

purc has e order

Tran sac tion 2 quantit y
P osi tio n 2

Pr ic e
P osi tio n 3

Transactions Jobs Attributes

Arquitectura de Aplicación e Infraestructura
Describe la jeraquia de los sistemas y
los detalles provenientes de la base de
datos de configuración (CMDB):
Tecnología de Base utilizada
Información de Hosting
Información de Ciclo de Vida
Responsabilidades
Seguridad
Interfaces con otros sistemas
M unic h Java

P roOn
c an r un on W indows2003
ProOnSrv1 Order
S erver
P rocess ing

John Smith
S y st em A dm inist rator
+ 49 19882 982 298
j.s mith@unic orp. com
Identifier: P O/A
in us e s inc e [y ear] : 1985.0
Downtime: t<3h_95, 4%
Number of us ers: 2001. 0 IBM DB2
M anufac turer: P ropriet ary sy s tem
Oracle 9. 25
Concepto de reutilización
M a n a g e m e n t p ro c e s s e s
007
C o rp o ra t e
C o r p o r a t e s t ra t e g y
& de vel op m e n t
C o rp o ra t e p l a n n in g F in a n c i a l b u d g e t i n g m a n a g e m en t
& r e p o r t in g
R isk m a n a g em e n t
001
008
002
C o re b u s in e s s p ro c e s s e s
MES SAP 009

C o r e b u s in e s s C o r e b u s in e s s
p ro c es s es 1 p r oc e ss e s 3

C o r e b u s in e s s C o r e b u s in e s s
010
C o r e b u s in e s s
pr o c e ss e s A p r oc e ss e s 5 p ro c e s s e s B

C o re b u s in e s s C o re b u sin e s s
p ro c e s s es 2 p ro c e s se s 4 003

S u p p o rt p ro c e s s e s
004 005 BW
G e n era l
M a r k e t i n g & p u b li c H u m a n re s o u r c e IT /
a d m i n i s t ra t io n / R e vis io n
r e la t io n s m a n a g e m en t O rg a n i z a t i o n
p ro c u r e m e n t

006
CRM

Cadena del valor

añadido

Cadena del valor

añadido

SA P E CC6.0

Cadena del valor

añadido

SA
MPMS D S A P HR S A P FI S AP CO

S A P FI-AR

SA P FI-A P

Core busi nes s SA P FI-GL

proces ses 1

SA P FI-TR

Detalle del proceso

S AP F I-F A

P1 P2 P3
S A P FI-TAX

Mismo objeto ARIS

“Aplicación”
Diseño: Desafío
Proceso de Negocio Proceso Proceso de Negocio
AS IS Referencia TO BE
SAP
Goods Receipt Processing (EPC)
SAP model type: Process Goods Receipt Processing (EPC)
SAP model type: Process

Creat e/ proc es s
purc hase Start
Check
Goods
Received
requis itions fo. .. Inventory

Receive
Shipping SAP function type: Process step
Notification

Creat e/ proc es s
purc hase orders Receive
Purchased
Goods

Legend:
Order Fulfillment Process Unpack
Text

SAP

Le aders hi p
Proc es s
Co mm u ni c ate to
fin a nc i al co mm u ni ty
Swimla ne : In dic ate s
w ho is p er fo rming
t he p ro cess
Su bp ro ces s
Sub pr oc ess
w hich is tied
to th e O rd er
SAP
Fun ctio ns
I nd icat es
fo rwa rd flo w in
the p ro ce ss
Ind ica tes flo w th at
fe ed sba ck to an
ea rlie r pr oce ss

Check items for Goods

Cus tomer
A cquisi tion
Proc es s

Product
Ne w cu sto me rs a n d
ne w ma rk ets

Ne wP ro d uc t Pla n s 
M a ste r Da ta a nd Sourc e
Adminis tration
Ma te ria l BO M



C ha n ge Ma ste r
D ep e nd e nc ie s
Produc t Da ta M ana gem e nt

D es ig n (Doc . in fo re co rd s, BOM , Ob je cts /Ob j.

En gi n ee ri ng ch a ng e
or re qu e st
c omponent s in
purc hase orders
 Wo rk Ce nte rs
D eli ve ry  Ro uti n gs
d e pe n de n ci e s
 M a te ri al BOM pro ce s si ng
Proce ss  En g in e eri n g c ha n ge (ECM )
 Va ri an t co n fi g ura ti on

Mo n thl y i n ve nto ry Bra n ch trai n in g /

ta rge ts s h ow re qu i rem e nts

Prod u ct il n e s trate g ic
pl a n De ve l op Ma ke ti ng
Fore ca st & Pl a ns

Check
Es ti mat e
Gl o ba l bu si n es
re vi e w by pro d uc t
De term in e Dee re li n e
Ga the r an d Ana l yz e Pro vi de Stati sti ca l Ap pl y Are a Ag ree to c on s en su s Es tim a te & Inv e nto ry
Eco n om i c Da ta In du s try Fore ca s t Inte l i ge n ce Fo re ca st L ev el s

Prov id e In d us try
Va ria bi l i ty
Reg i on a l p l an ni n g
re vi e w
Goods
Fore c as ting da ta i s d e term i ne d /c o l e cte d,
by va rio u s m eth od s , a n d re ad y to be
SO P/Dem a nd M a na ge me nt en tere d in to SAP (SO P).
High-le v el production pla nnin g, rough- Strate gi c a n d
cut c apa city ana lys is, optio n % op e ra ti on s p l an s
SOP
 Prod u ct Gro up s Actu al vs Pl an rev i ew
 Rou g h-c ut p l an n in g me e tin g s
Fle x ible Planning
 In fo Stru ctu re s Dev el o p To tal
 Pla n ni n g Hi e rarc hy Mo n th l y i nv e nto ry Op e rati on s Pl a n
Sal es and  Pla n ni n g Typ e targ e ts
Sale s O rder Pr oc e ss ing
O perat ions De ma nd M gm t. Cre ate "Wha t-If" Sc ena rios Inq u iri e s, Qu o te s , & Ord e rs
 Pla n ne d In d ep . Rig h ts
Pla nning Long-te rm Pla nning
(Fle xi b le Pl an n in g & L o ng -Term Pla n ni n g) Pr oduc tion Pla nning Sta n da rd Prod u ct
 Pla n ni n g c al e nd a r (M RP, MPS, Co ns u mp tio n -ba se d pl a nn i ng ) Con fi gu ra bl e Pro d uc t
 BOM e xp l os io n nu m be rs Simula tion  Ca p ac it y 3rd Party Prod u ct
Se rvi ce pa rts, i n te rfa cto ry,  "Rea l " Pla n  Pl an n ed Ord e rs Con s ig n me nt Pro du c t
 Pla n ni n g s ce na ri os  Sim ul a tiv e Pl a ns rea d y to tra ns fe rto  Av ai l ab i li ty Ch e ck
 Sim ul a tiv e o rd ers b un d le s , a ttac h me nts an d Sch e du l e Ag re em en ts
Ori gi n al Equ i pm e nt Bu si ne s s mo d el i ng DM M a ste r Sc he dule  Ev al u ati on s (L IS) Sta n da rd Prod u ct
Iff y bu si n es s a n d Inte rco m pa n y Sa le s
Ma n ufa ctu rer (O EM) g ov ern m en tal sa l es
fo rec a sts Inp u t/O utp u t Re q ui re me n ts & EDI
ATP

Re c ei ve se rv ic e Re ce i ve pri ori ty
Cre ate cp t gd s m o de l Cre ate un a ss oc i ate d p arts , i n te rfa cto ry, Re ce i ve ne w ord e rw it h Se arc h ATP Ta bl e Up d ate Inte gra te d
De ve lo p fl e xi bi l it y Dev el o p In teg ra ted an d a s si g n Fa cto ry Se qu e nc e th e Crea te Bu i ld Tic k et
an d op tio n le ve l b un dl e & atta ch me n t Ori g in a l Eq u ip me n t p rod u ct l in e b u il d Cre ate ATP Ta b le Re qu e ste d Ma teri a ls Pla n an d
Pla n the fore c as t fo rec a st M an u fac ture r (OEM) re qm n ts
p l an Ma teri a ls Pla n
De l iv e ry Da te De l iv e ry Da te Y es
ATP Tab l e Ord ers p rin t qu e ue
Order re q mn ts (RDD) (FDD)

P rovide c omponents
Cu s tom er
Su b mi t Prio ri ty Co nfi rm a cc e pts Fa cto ry Cha n ge o rc a nc el
Pl a n a va i la b il i ty De li ve ry D ate No o rde r
O rde r Co n fig u rati on
(FDD)?

G et /Manage Se arc h Pro d uc t

Av ai l ab i li ty
the Order Su b mi t
Serv ic e pa rts, i nte rfac tory ,
Co nfi rm an d /or Ori g in a l Eq u ip me n t
Re p le n is hm e nt Ma nu fac tu rer (OEM ) Ch e ck av ai l ab i li ty
O rde r Co n fig u rati on
req u ire m en t ch an g es wi th i n
l e ad ti me

Pla n reg i on a l o r De te rmi ne p rod u ct De te rm in e Bra n ch Dete rm in e D ea l er

Ma nage fac tory po o l DO H CAP l e ve ls a n d Re g io n s toc k Sto ck le ve l
Finishe d l e ve l p e rce n t p e rce n t

Inve ntory

Fle xi b le m ate ria l

re p le n is hm e nt Se n d fo rec a st to Su pp l ie r pl a ns Se nd up d ate d
s up p li e r p ro du c ti o n fo rec a st a nd ord e rs Se nd se q ue n ce d
s trate g y b y p art o rd ers to s up p li e rs
Un res ol v ed to su p pl i ers De fec t Re cording a nd Quality
c on stra i nts M ana gem e ntInform ation Sys te m
Ka nba n/Lin e De sign

Goods
 Co n trol Cyc l e Q uality Ins pe c tion (Qu a li ty No tif i c ati on , Lo g is tic co n tro l li n g)
 Re p le n is h me nt Rec e iv in g in sp e cti on , Ins p ec tio n Au d it ,
Ac qui re Qua lity Planning  Trig g er In sp e cti on for Su pp l ie r Ce rtif i ca te Q ua lity Inspe c tio n
Ea rl y wa rn in g a t Su pp l ie r rev i ews Ins pe c ti o n p l an , QM m a ste rd a ta,  In-H ou se Su pp l ie r ma k es Su p pl i er s hi p s p arts Su pp l ie r ma k es an d Re ce i vi n g i ns p ec tio n , In sp e cti on Au di t, Trig g er Re p le n is h me nt

Goods not
Ma te rial / Supply tim e ho ri zo n op e rati on s p l an QM pl a nn i ng in p roc ure m en t  Exte rn al p arts s tore s p a rts Su p pl i er s hi p s p arts
In sp ec tio n for Su pp l ie r Ce rtif i ca te fro m s to re s o r su pp l ie r
Mana ge ment  Stoc k tra ns fe r
 Ka n ba n c a lc ul a tio n
R es ol v ed co n stra in ts

Goods OK Different to
Sup p li e ra g ree m en t
a n d c ap a bi l it i e s
R ec ei v e p arts an d Re c ei ve p arts an d
d e li v er to c o rrec t Trig g er s up p li e r d e li ve r to c o rrec t Trig g er s up p li e r
l o ca tio n p a ym en t l o ca tio n p a ym en t

OK
Supply M a na ge me nt Production Exe c ution - Repe titive
Pro c ure me n t v i a c on si g nm e nt (Seq u en ci n g, p rod u cti o n re po rtin g ,
In tern a l p roc u rem e nt (i nte rfac tory ) sh op fl oo r co n tro l , c a pa ci ty p l an n in g ,
3 rd P arty O rde r Proc e ss in g A/P Pay me nt rou tin g s)

Notification
 C rea te Pro p os al  Pro d uc tio n Vers io n
 So urc e a d mi n is trati on  R ev ie w Pro po s al  L i ne De si g n
 Su bc o ntra cti ng Iss ue n on -re pl e ni sh a bl e Prod u ce pri m ary Prev e ntativ e M ainte nanc e: Re pl e ni s h Ka nb a n Tri g ge r  L in e Hie ra rch y
Pr oduc tion Ex e cution - Dis c rete  Sc h ed u le Pa ym en ts Inbound Ka nb a ns for m an u fac ture d re p le n is hm e nt from
 Pri n t Pay me n ts In bo u nd de l iv e rie s p a rts Ma in te na n ce of ve h ic l es an d al l p arts  L in e Bal a nc in g
(Line up se quenc ing, production reporting,  In vo i ce from Sup p li e rp o ste d a n d co mp o ne n ts Mfg . rel a te d ve hi c le s a n d RIP  Pl a nn i ng Tab l e
shop flo or c ontr ol, c apa city pla nning, routings ) In bo u nd ASN
m a tec he d us in g In vo i ce Go o ds Re ce i pt - do c k e q ui p me n t i n th e s h op flo o r  Ba c kfl us hi n g
Ve ri fic a ti o n p ro ce ss  Ev a lu a ti o n (L IS)
 Wo rk c en te rs Go o ds Re ce i pt - ASN
 If n ot b lo c ke d, e li g ib l e fo r pa ym e nt In bo u nd tran sp o rtati on p la n ni n g
 Sh i ft Se q ue nc e As se mb l e fi na l Rel e as e to
 Re fe ren ce o pe ra ti o n s ets Cro ss d oc k Pai n t Tes t an d R un o f
pro d uc t Sh ip p in g
Ma ke t he  Pro d uc tio n R es ou rc e/To ol s (PR T' s)
 Pro d uc tio n O rde r Cre ati o n, Re le a se , IM/WM
O rde r Co n firm ati o n, Ord e rc h an g e M gm t. M o ve me n t ty pe s Q ua lity Ins pe c tion:
Pro vi d e Wo rkfo rce Ph y si ca l In ve n to ry /C yc le We l d a nd /o r
 Ba ck o rde r Proc e ss in g a nd Ma ch i ne In s pe cti o n i n p ro du cti o n, i ns p ec tio n
 M ate ri al sta gi n g C ou n ti n g au d it , in s pe cti o n fo r cu sto me r ce rti fi c ate Prin t Bui l d Ti ck ets as se m bl e s u b- Ass e mb le b un d le s,
Res o urc e Pl a n Ka n ba n a ss em bl i es Pla nt se rv ic e p a rts , Ori gi n al
Te s t Equipm ent M ana gem e nt: L o ad M ainte nanc e
Sto ra ge Lo c ati on s - d i rec t/in d ire ct Ga ge s, Ca l ib ra ti o n Pl a nn i ng , Cal i bra ti on Eq u ip m en t Tri g ge r b ac k fl us h
Wa re ho u se ma n ag e me nt In s pe cti o n, Ma i nte n an ce No tif i ca ti on , Ma n ufa ctu re r(O EM)
R F/Ba r Co de In fo rma tio n Sys te m M ainte nanc e o f al l a n d i nte rfac tory
m ec h an i ca ls tha t run an d
m ai n tai n fa ci l it i e s (b ui l di n g,
g rou n ds , etc .)

Invoic e

Pos t goods receipt

Colle ct
Custom er C ertific ate :
Ou tg o in g cu sto me r

Difference Perform Return

ce rtif i ca te

Outbound
O utb o un d d e li v eri e s
O utb o un d ASN
Fore ign Tra de Prep a re fo r
Del ive r the NA FTA
O utb o un d tra n sp orta tio n pl a nn i ng sh ip p in g
Sh i pm e nts
O rde r

for ordered material

Cu s tom s L o ad b ui l di n g

Processing Delivery
Bo l t-on av ai l a bi l it y G oo d s Is su e
Ha rm on i ze d Ta rif f Co d es (HTC) Se ri al Nu mb e r

Cust ome r
Support
Proce ss

Prov id e req u ire d

H uma n wo rkfo rce
Res ourc es

I nf orma ti on
Tec hnology
Appli ca tion

Differences Return
Corrected Goods

Pos t s ubsequent
adjus tment of
c omponents

Create Transfer
Order

Monitor/ view list

display of
s ubcont ract s Perform Stock
Transfer

Confirm Transfer
Order

End Goods
Check Receipt
Inventory Processed

Goods
Goods
Receipt
Movement
Posting

SAP function type: Process SAP function type: Process

Diseño: Búsqueda de Oportunidades
de Mejora
Falta de indicador Falta de registración

Cuellos de botella Desperdicios

Redundancia ALTO
Inactividad

Retrabajo Exceso de recursos

Valor no añadido Retrasos

Fuentes de error No soporta los nuevos desafíos

Trabajo manual
Diseño: Análisis de las oportunidades
de Mejora
Procedimiento
Simulación
Simulación
Implementación: Procesos SAP
Modelo Proceso de Negocio
Proceso de Negocio (con pasos SAP )
Goods Receipt Processing (EPC) Goods Receipt Processing (EPC)
SAP model type: Process SAP model type: Process

Start Start
Goods Goods
Check Check
Received Received
Inventory Inventory

Receive Receive
Shipping Shipping SAP function type: Process step
Notification Notification

Receive Receive
Purchased Purchased
Goods Goods

Unpack Unpack
Goods Goods

Check Check
Goods Goods

Goods Goods
Goods not Goods not
Goods OK Different to Goods OK Different to
OK OK
Notification Notification

Difference Perform Return Difference Perform Return

Processing Delivery Processing Delivery

Differences Return Differences Return

Corrected Goods Corrected Goods

Create Transfer Create Transfer

Order Order

Perform Stock Perform Stock

Transfer Transfer

Confirm Transfer Confirm Transfer

Order Order

End Goods End Goods

Check Receipt Check Receipt
Inventory Processed Inventory Processed

Goods Goods
Goods Goods
Receipt Receipt
Movement Movement
Posting Posting

SAP function type: Process SAP function type: Process

 Integracion con SAP Solution Manager
Inventory Management
Scenario

Sales & Material

Procurement Distribution Requirements
Management Planning

Goods Order Check

Received Received Inventory

Goods
Receipt Check Order
Processing

SAP function type: Process

Scenarios
Goods
Order
Receipt
Checked
Processed

Goods
Goods
Receipt
Movement
Posting

SAP function type: Process SAP function type: Process

Post
Goods
Receipt

Add
Send
Goods to
Goods
Warehouse
Financial
Management

Sales &
Distribution
Management Goods
Warehousing

SAP function type: Process

Goods
Warehouse
checked added to
Warehouse

Inventory
Management

Processes Goods Receipt Processing (EPC)

Process

Start
Check
Inv entory
Goods
Receiv ed

Receiv e
Shipping SAP f unction ty pe: Process step
Notification

Receiv e
Purchased
Goods

Unpack
Goods

Check
Goods

Goods
Goods not
Goods OK Different to
OK
Notification

Difference Perform Return

Processing Deliv ery

Differences Return
Corrected Goods

Create Transfer
Order

Perform Stock
Transfer

Confirm Transfer
Order

End Goods
Check Receipt
Inv entory Processed

Goods
Goods
Receipt
Mov ement
Posting

SAP f unction ty pe: Process SAP f unction ty pe: Process

Process
Steps Receive Shipping Notification
Process step

ME308 (Send Contracts with Conditions) VL75 (Shipping Notification Output)

Send Shipping
Contracts with Notification
Conditions Output Inventory
Manager

Receive
Shipping SAP R/3
Notification

SAP function type: Process step

SAP component: SAP R/3
 Sincronización con SAP Solution
Manager
Proceso SAP

Paso SAP

Documento SAP
Integración de:
Escenarios, Procesos, Pasos SAP Transacción
Transaccciones
Componente SAP
Configuración
Documentación
Mapa de Sistemas (Landscape)
Datos Maestros y Unidades Organizativas
 Integración de procesos con SAP

Transacción en SAP

Modelo de Procesos en Aris

SolMan – Blue Print Documentación de ayuda en SAP

Ejecución e integración

Services
 Integración con SAP Portal
• Descargar el contenido de SAP Portal como Modelos ARIS
• Alinear el contenido de SAP Portal con los procesos
• Estructurar SAP con visión de procesos
• Exportar estructura hacia SAP Portal

Import Portal Content

Portal Content into Process Models
Import

Employee
Self Service

Derive portal
Import modeled S chaltfläche S cha ltfläche S cha ltfläche Structure from
Portal structure processes
into Portal
Overview Employee Working
(ESS) Search
Time
 Integración con SAP BW
SAP BW

Export

SAP BW Dataflow

Diseño, análisis y redocumentacion de las

estructuras de SAP BI

Interfase entre ARIS BI Modeler and SAP BI

para transferencia de meta data de SAP BI

Link entre SAP BI data flows y los procesos

de negocios integrado con ARIS for SAP
NetWeaver

SAP BI redocumentación, planificación,

diseño e implementación
 ARIS Business Publisher
Herramienta web que permite la difusión
masiva del respositorio de procesos
Realización de Emisión de
búsquedas reportes

Navegabilidad a través
del Explorer Vista de los atributos
 Controlling Performance
TO-BE Processes AS-IS Processes
Documented Actually Executed

Input from Account Team

Receive
customer
Account Team Manager plans
informs informed
PM reports
Manager of of major project
Project Status
major project from other

Customer PM Plans
Customer
Request Requirements
Inform Form sent from Oswestry Capacity Managment
Sales

Decide to place SDH23

0.50 Day(s) Decide no new
order with
tactical planner
received

orders required
Raise Front SDH PM Customer Requirement
Links PM plans
Customer Reqs &
Customer Office
not required
(End)
request (major
project)
Dead end
generated Tactical Planning
Tactical
Order as result of
capacity Planning
Links PM Plans
Customer Requirements
Route New quote
& SE Capture Order
not request RF's sent for
investigated from PM Financial
SE Capture Links Supervise contract RFs sent to
authorisation
Order & Tactical Planning CSP Contracts

Order being New quote

request from
Out of Scope - not Modelled

processed customer

Supervise
Response
filed
CRF completed
and
Dead end
Ready for
Dead end installation
Links SE Capture
Order & Issuer
Enter Order Links Supervise Contract
Pass Missing
Links SE Resolves & COW supervise Links Detailed
information DL proact job
0.50 Day(s) 0.50 Day(s) to Issuer
& Issuer Enters Order External Works Planning
& Supervise Contract
on queue

Job CSPC Term Point Wideband

Links JC analyse
delay & WBP
INAC task SE respond
Route not investigated

Control Allocation Planner 601 Task

live to Customer
Delay enquiry
from customer
Issuer Detailed
SE
Enter Order Planning
NJRA A601
Resolves

Dead end - route Progress info

Missing not investigated passed to WBP
information
Validation job request (Issuer) Links JC analyse

Job Control Term point generated on

CMC queue
NJRA closed Links Issuer Enter
delay & SE
responds to
Progress update
to SE
SE Analyse
Delay
Initiated Allocation Order & SE
Customer
Proact job
complete
Not modelled
complete Links Issuer Enter
Order & JC Order
Links Issuer Enters
Order & NTE Task
Resolves

Validation Links to
Dead end - route Progress info
not investigated passed to NSD External Works
601 task to carrying out DL works
Wideband
planner
Progress
Links Issuer Enter JC Analyse Links SE analyse delay request
Order & Search Delay & JC analyse delay to JC
for Y Code (SE)

Dead end - route Progress info

not investigated passed to PM Requires
2.00 Day(s) further
Investigation

Identification Network Missing Budget

of Customer Solution information
received (JC) IM Plan Sites
SDH and Parenting Design Links Issuer chase Re-Issue Y Code Dead end - route Progress info
Requires
for Capacity

missing info & JC JC order 601 Task Search not investigated passed to CSM
0532
Links WBP Site Survey further
Order Validation to WBP Slough/ & NSD Job Selection & Clean Investigation
London NSD Q Manager
Links JC Order chase missing
010/O534
Validation & info/clean data
live (Link)
Customer
Search for Y Code Glasgow
Solution
SDH and Parenting Planning
IM Facilities

identified Missing
information
INJC
in JCs
Decisions

request (JC) Links Search for Y

New job in NTE Tasks queue (Link)
Code & Q Mgr
Links chase missing queue (129/532) Job assigned
selects NTE Task
4.00 Day(s) info & order validation
Links JC Order
Validation & NTE
NJRA
A29/O532/O530
London/Glasgow Links NTE Tasks (No Y Code)
& JC Analyse Delay
to NSD (Link)
Links NSD Job selection/Clean
& JC Analyse delay
closed
allocation Links NSD Job Selection/Clean
Identification Network Order in Job Requires
Missing New Job in
Links Search for Y Controller's & NSD Route /Assign further Requires
Links Issuer chase missing info information queue
of Core Solution & WBP Site survey &WI not available
Code & NTE Task Queue (Link) Investigation further
Investigation
Network Capacity Design (WBP)

154 Task Links NTE Tasks

0534 Issuer chases
Links Issuer chase
missing info &
Missing
info received
live (Link) & WBP Site Survey
missing info
WBP Site Survey

Routing and Relevant NSD

Link to internal/
WBP
Job delayed
Assignment of
informed of new Info sent to Site Survey
proj order (Link) external work
internal/external
Circuit Complete
groups - not
Missing workpacks Links WBP Site Survey
Links Queue Manager selects NTE modelled
information & JC Analyse Delay
& Route/Assign Glasgow
passed to NSD
Links WBP Site Survey
(End) & Issue RF's Glasgow

0.50 Day(s) Route not investigated

SDH2C form
sent to NSD

Determine Missing
(Link)

Service CSPC
Links WBP Site
Links WBP Site Survey & information Survey & Issue 154 at
Delivery Date Issuer chase missing Info request (WBP)
Links WBP Site
RF's & JC Respond
to CREP
COM

Survey & SE Refer Ancillary cost

CREP Costing to
Customer
info to SE

Service
Delivery Date Job returned

Determined
NSD Route to queue man
SE refer (Link)
Costing to
Customer Links Route/Assign
Links refer costing Order & Queue Manager Chases missing details

0.50 Day(s) to customer &

cancel order Links NSD
Ready to Route/Assign Links Route/Assign

Review Order
CREP & JC Respond & JC Analyse delay

Requirements CWPC Cancel

to CREP
INJC
Customer in JCs
order confirm queue (Link)
information to
0680 Wideband
Links SE refer
JC Respond
to CREP
costings to customer
& WBP Site Survey
End
Order
Requirements
Reviewed Task called to Links JC responds
CREP
issuer to CREP & Issue
complete
RF's Glasgow
Issuer chooses
to ignore so not RF prepared Links Issue RF's
modelled (Link) & Route & Assign

Call Front
Customer Office
Issue RFs

CALL Glasgow/
London

Customer
Call Links Issue RF Glasgow 198/O912

Complete
& Allocate COW complete

14.00 Day(s) Allocate CoW

London /
Sheffield

Build Network
Core Solution
Network Design
0630 Ready for
installation

Links Allocate COW &

COW supervise external works
Core
Network
Built

3.00 Day(s)
Supervise

Input not Modelled

Configure
Scheme
Incoming
NOU
installed &
call from field
Service engineer
commisioned

Links Supervise External /Contractor

& Integrate Schemes

CONF
Capacity
problem
raised
Equipment
not delivered Links Supervise External Works/Contractor

Service Not Modelled at Present

& IM facilities decisions

Configuration Link not

Scheme Integrate
- Non Fluid Process

Complete Modelled/investigated
referred to
NSD
Schemes

0.50 Day(s) Scheme

referred to

Report
CSP
CONF

Service Order CWPC

Live Integrate scheme and
Tactical planning eEPCs
Complete Links Integrate Schemes
& Configure Circuit/Resolve Problems

WNEX
Route, Assign
R&A task Configure Circuit
& config 2Mbit
com'd Resolve
Circuits
Service Link to COSMOSS
Problems

Completion glue and Config circuit

Reported
Other output

1.00 Day(s) tbc

Handover Service Front

to Customer Office
End of
Process

HAND WNEX WNEX task is triggered by

live after COSMOSS, once all other
tasks have been completed

Handover
Complete
JC amend CDD

0.50 Day(s)
Service
Completion CWPC Feed into COSMOSS CDD CDD can't Feed into COSMOSS
M onitor statistics - Dead end amended statistics - dead end

COM P

Service
Completion
being M onitored

 automatically visualised by ARIS PPM

 Controlling Performance

Monitoreo de Qué
Desempeño Por qué
Cómo
del negocio

Descubriendo
Identificando Patrones
influenciadores de procesos
automáticamente
FACULTAD DE INGENIERIA INDUSTRIAL Y DE SISTEMAS

Muchas Gracias
Mg. Julio Talaverano G.
jtalaverano@uni.edu.pe