What is the mean of Business Process???

What is the mean of Business Process?

Why is business process management (BPM) hot?? Whatever your organizational structure, be it in manufacturing, services or retail, your operation is underpinned by processes--the fundamental ways of doing things that are either efficient and appropriate, or, more often, outdated and arthritic. There are, of course, profound cultural reasons why organizations find it hard to kill redundant processes or even to rejuvenate them. But there are also IT reasons why process change is hard. The logic of business process tends to get hard-wired into highly expensive IT systems, which are complex and act as a brake to change. The great twenty-first century irony is that the more we automate business, the harder it seems to be to react quickly to operational change.

“Business Process is a collection of related, structured activities or tasks that produce a specific service or product (serve a particular goal) for a particular customer or customers. It often can be visualized with a flowchart as a sequence of activities with interleaving decision points or with a Process Matrix as a sequence of activities with relevance rules based on the data in the process”.

(“Business Process”; http://en.wikipedia.org/wiki/Business_process)

“A business process is an activity or set of activities that will accomplish a specific organizational goal. Business process management (BPM) is a systematic approach to improving those processes”. 

(http://searchcio.techtarget.com/definition/business-process)

Dari kutipan pengertian proses bisnis diatas, Proses bisnis dapat didefinisikan suatu langkah pekerjaan yang salin berhubungan satu dengan yang lainnya untuk menyelesaikan masalah yang sedang dihadapi, terutama masalah yang berkaitan dengan bisnis. Proses disini dapat dijelaskan sebagai alur atau tahapan-tahapan yang harus kita kerjakan terlebih dahulu.

Dari sumber yang pernah saya baca, proses bisnis dibagi menjadi beberapa subproses yang masing-masing memiliki atribut sendiri, tetapi juga berkontribusi untuk mencapai tujuan dari superprosesnya.

“Banyak definisi yang telah dijabarkan oleh para ahli mengenai proses bisnis (lihat bacaan lanjutan). Beberapa karakteristik umum yang dianggap harus dimiliki suatu proses bisnis adalah:

1. Definitif: Suatu proses bisnis harus memiliki batasan, masukan, serta keluaran yang jelas.

2. Urutan: Suatu proses bisnis harus terdiri dari aktivitas yang berurut sesuai waktu dan ruang.

3. Pelanggan: Suatu proses bisnis harus mempunyai penerima hasil proses.

4. Nilai tambah: Transformasi yang terjadi dalam proses harus memberikan nilai tambah pada penerima.

5. Keterkaitan: Suatu proses tidak dapat berdiri sendiri, melainkan harus terkait dalam suatu struktur organisasi.

6. Fungsi silang: Suatu proses umumnya, walaupun tidak harus, mencakup beberapa fungsi”.

(http://iqrosol.files.wordpress.com/2008/06/proses-bisnis-wikipedia1.pdf)

Jadi, suatu proses bisnis harus memiliki batasan, serta masukan, atau keluaran yang jelas.  Maksudnya, jika proses bisnis tidak memiliki semua itu maka proses bisnis yang sedang kita jalani tidak akan berjalan dengan lancar, karena kita tidak mengetahui batasan apa atau kendala apa yang kita miliki dalam proses bisnis tersebut. Selain itu, kita harus memiliki keluaran yang jelas, agar goal yang kita inginkan terwujud.

Jelas sekali bahwa proses bisnis adalah suatu proses bisnis yang memiliki batasan serta masukan, dan keluaran yang jelas, yang harus terdiri dari aktivitas yang berurutan, dan adanya keterkaitan dalam suatu struktur organisasi agar suatu proses bisnis tersebut dapat berdiri.

Purpose – The paper discusses the problem of business process modelling, various techniques which are used to carry out business process modelling and aims to analyse the use of different techniques to find a better solution.
Design/methodology/approach – Business process modelling techniques could be divided into two groups, the diagrammatic and tabular techniques. As a representative of diagrammatic techniques, a flowchart is chosen and discussed in detail. A process model could also be developed using the activity table as a representative of tabular techniques. A comparative analysis of the two techniques is consequently carried out. The pros and cons of both techniques were analysed on the two case-studies – the problems of Sales_Claim and Credit_Card are used as examples to test both techniques.
Findings – Based on the comparative analysis, several useful remarks are given as a result of this work. First, both techniques are simple and useful for business processes modelling. Drawing a flowchart is easier than developing an activity table. Second, it was found that the flowchart technique is too flexible and does not possess any mechanism to control gaps which could exist in the process model. On the other hand, the vertical linkage mechanism imposes a strict order on the development of the activity table, which enable the analyst to discover gaps existing in the table. Third, it was found that the visibility of a flowchart is good when the model is relatively small, but it becomes unclear in large models. The activity table is more visible even when the table contains hundreds of activities. The visibility depends on the analyst and his/her experience; many analysts prefer a diagrammatic presentation of processes, whereas other analysts are more tabular-oriented. Fourth, concerning user involvement, the structure of the activity table requires an active user involvement, because every user (internal entity) occupies a certain column in the table, where the entity's activities are indicated. For this reason, the user is interested in cooperating in defining his/her activities correctly. On the other hand, the user's role in creating a flowchart does not go beyond observation. Business process modelling is a complex and difficult task. Using one technique may result in a model that does not reflect the original business process. For this reason, using a combination of both techniques could produce a process model which represents a true reflection of reality. Thus, it is suggested that because of the strict role imposed by vertical linkage, the analyst starts process modelling by developing the activity table and then continues by transforming the table into a flowchart. Having such a flowchart, which represents a good transformation of the original business process, is essential for successful continuation of business process simulation or other methods for business process improvement or reengineering.
Originality/value – The paper summarises and suggests several useful remarks as a result of this work, which also recommends the possibility of linking the two techniques to develop better business process models.

http://www.emeraldinsight.com/search.htm?st1=business+process&ec=1&bf=1&ct=jnl&nolog=815443&page=2