Finanz Informatik Technologie Service GmbH & Co. KG, or FI-TS for short, was founded in 1994 and today employs around 520 staff at its headquarters in Haar near Munich and three other locations in Germany. As a leading provider of information technology services in the financial sector, FI-TS ensures secure, high-performance access to systems and information. The company offers comprehensive services for the entire IT process chain, from consulting to planning and implementation, to service and support. Its aim is to partner with banks, insurance companies and financial service providers to help them work even more efficiently and successfully.
To maximize on-time delivery with high quality standards for the central coordination and management of orders, FI-TS has decided to implement and run its entire order management process on the basis of software specialist Metasonic’s Business Process Management Suite.
STARTING SITUATION & PROJECT DEFINITION
The order management process at FI-TS is central and absolutely critical to the company’s success. It is used to manage around 800 customer orders and internal orders annually. High quality and customer satisfaction play a decisive role in this process. Currently, seven employees manage this challenge with around 500 process participants, who work with more than 40 teams in 19 departments currently based in three locations.
Previously, the process was documented in standardized descriptions and guidelines. The processing support was based on conventional applications such as SAP CS with an interface to SAP SD, or, in individual cases, processing was carried out via MS Office Mail or Outlook. No workflow engine was used. The difficult part of the process was the extensive communication and agreement effort required to control and coordinate it. The need for a tool-supported process model with high flexibility and a simple, programming-free implementation option became increasingly clear. A standardized tool was therefore required to considerably simplify the use of delegated representatives, the training of new employees and the calculation of performance indicators, and to enable all parties involved to view the current completion status of the order at any time.
The goal of the project was to prioritize the existing process with the stakeholders and their necessary interaction for the fulfillment of the process flow.
The long-term involvement of external roles in the process, such as customers and suppliers, was also an important requirement in the medium term.
THE ORDER MANAGEMENT PROCESS AT FI-TS: AN EXAMPLE:
A customer contracts FI-TS to provide an X86 server with operating system and database in the customer network segment in order, for example, to then install its own application. Once this order has been received by sales, order management takes over the timely processing and delivery of the contracted services.
First, the technical order manager (TOM) in the Order Management department initiates a request via the respective team leaders, who see to the allocation of a suitable technical order processor (TOP). This requires intensive communication. The order is broken down by the TOM into workpackages and passed to the respective TOPs in the IT factory the operating system specialist and the database specialist. During order processing the order contentand deadlines are organized and monitored via regular status messages between the TOPs and TOMs. Unforeseen events in this process require a quick response or agreement among the participants.
Finally, the respective assigned TOPs configure the servers, load them with software, and establish the appropriate network connections. After the order has been technically implemented, the TOM sends a "ready message" to sales, which then takes care of the customer acceptance procedure and handles the commercial side of the order.
In selecting a tool, the following requirements arose for the future modeling method:
- Uncomplicated, programming-free modeling for the business
- Stringent mapping of the process with its rules, regulations and defined roles
- Escalation in the event of deadline delays or content implementation problems
- Easy integration capability with existing systems such as SAP
- Complete flexibility in putting together the respective teams (TOM, TOP) with regard to department, team, location and number of people involved
- High flexibility in case of unanticipated events
- Transparent view of active and inactive tasks for each participant in the order (sales, TOM, TOP)
- Transparent view of all order information and status messages with the same data quality
- Quality assurance of orders in terms of content, deadlines, costs and evaluation to ensure order-compliant implementation
All processes must be easy to modify and expand. Since Metasonic® Suite meets all of these requirements, the decision in favor of the Metasonic® Process Management Suite was readily made.
Within a few days, the complete "living" process with all executable roles was modeled based on the viewpoints and experience of the Order Management department. To achieve this, FI-TS and Metasonic came together at one table.
A major advantage of the underlying subject-oriented BPM (S-BPM) approach is that employee communication is placed at the center of attention and the individuals concerned are thus immediately involved in the ongoing improvements to the solution. With Metasonic® Proof, every business user can automatically start an interactive Web-based role play from the finished process models or applications. During the project run phase, it quickly became clear that the selected process was an extremely complex and sensitive one. On the one hand, this required the utmost flexibility during mapping. On the other hand, it had to be possible for employees to modify the processes easily at any time during the execution. In order to solve this in a simple way, the concept of multiprocesses was introduced by Metasonic.
This allows similar process components within a process to be run multiple times independently of one another. Result: All told, FI-TS was able to implement some 150 optimizations at the conclusion of the first pilot operation.
Today, all orders are processed in Metasonic® Flow. To date, they amount to around 800 order with 1,200 work packages. All of the described departments are involved.
The process models are created quickly and easily by the respective user and can be executed immediately. For the successful production operation, Metasonic instructed all participants in the working method of the new, optimized order management process.
The following improvements have been achieved to date:
- Online overview of the work packages with TOP, costs and deadlines - available at any time and continuously updated through status management, so that stakeholders can see precisely who is scheduled from when to when.
- Simple, constantly updated overview of all information about every process step.
- Metasonic® Suite runs using a Web interface (e.g. Internet Explorer). No separate installation for the user is required.
- Access is achieved via single sign-on.
- Drill-down technique for detailed view of an order.
- High transparency through retrieval of comparable process key performance indicators for each department and site. This means, among other things:
- Duration of the TOP designation
- Proportion of rejected TOP requests
- Communication time during the preparation time (duration of time between a TOP request and the establishment of the mutually agreed completion date (kick-off))
- On-time delivery for each customer (across all customers)
- Proportion of late or missing status messages
- Number of orders that were changed during execution