Rapidly Generate BPM Value:
How Doosan Bobcat Goes from
Zero to Production
in Under a Month
Marcia Moberg, Doosan Bobcat
Matthew Oatts, Salient Process
1
3/13/2017
InterConnect
2017
Agenda
Company and Speaker Background
Doosan’s Business Environment and Challenges
Evaluation leading to IBM BWL and BPM
Partnering with Salient
Our First Process = New Product Configuration
The Doosan BPM Delivery Model Requirements
Future Plans
2
3/13/2017
Company and Speaker Background
Doosan Bobcat is an industry leader
in the engineering, manufacturing and
marketing of construction equipment
and represents the world-renowned
Bobcat, Geith and Doosan brands.
Dr. Moberg joined Doosan Bobcat
Inc, as a Business Process Team
Leader in 2014. She holds
undergraduate degrees in Elementary
Education and Psychology as well as
an MA in Psychology and a PhD in
General Experimental Psychology.
Global company with factories in
North America, France, Czech
Republic and China
She loves the challenge of “teaching”
in an applied setting and her
experience in academia, high-tech
computing, health care and
manufacturing has enabled her to
incorporate academic principles such
as research and training to transform
business processes and applications.
Business Process Team based
primarily in North Dakota
In her current role, Marcia is focused
on building a BPM Competency
Center and is utilizing IBM Smarter
Process tools to enable teams to
master process discovery and design
skills.
Background
3
3/13/2017
Challenges
Evaluation
Partnering
Founded in 2011, Salient Process is an
IBM Gold Business Partner, and a
leading provider of IBM Intelligent
Business Process Management
services and solutions. Providing both
software and services for Smarter
Process, Salient specializes in
Business Process Management (BPM)
and Decision Management (ODM and
DSI).
Utilizing a proven and fully documented
methodology, Salient partners with
clients to ensure they successfully
navigate the process and decisioncentric maturity journey by not only
helping clients build great IBM BPM,
ODM, and DSI solutions, but also
enabling them to become self-sufficient
in these disciplines.
First Process
Approach
Ignition
Matthew Oatts started his career with
IBM BPM through the Lombardi
acquisition in 2010.
He has spent most of the last seven
years in BPM delivery roles providing
analysis, development, and
architecture expertise.
He joined Salient Process (an IBM
BPM Business Partner) in April 2015
as a Solution Architect and now works
as their Product and Offering Manager.
Matthew is responsible for the SPARK
portfolio of IBM BPM accelerators. This
includes the SPARK UI Toolkit being
built into IBM BPM and the new
SPARK Ignition accelerator.
.
Future
Q&A
Doosan’s Business Environment
and Challenges
High demand resources
Budget constraints
BPM Team primarily focused on analysis and
design vs. development
• Lack of process discovery methodology
• Over-complicated solutions
Opportunity for business teams to leverage
simple versions of BPM processes to build
momentum
• Redbook spectrum of complexity
Background
4
3/13/2017
Challenges
Evaluation
Partnering
First Process
Approach
Ignition
Future
Q&A
Evaluation leading to IBM BWL
and IBM BPM on Cloud
Get to a Process-Centric Business
Culture
Don’t underestimate the
value of partnering with
experts!
IBM was the one vendor with an answer for both process
discovery methodology (Blueworks Live) AND process
automation (IBM BPM on Cloud)
Background
5
3/13/2017
Challenges
Evaluation
Partnering
First Process
Approach
Ignition
Future
Q&A
Partnering with Salient
Background
6
3/13/2017
Challenges
Evaluation
Partnering
First Process
Approach
Ignition
Future
Q&A
New Product Configuration
Process diagrams (BWL and BPM)
• Process Discovery in BWL
• Work Orchestration between teams in BPM
Basic Business Data (Volume, typical duration)
• New product “set-up” is infrequent and can
take several months to complete
• Adding Options and Attachments occurs
frequently and utilizes another team
Background
7
3/13/2017
Challenges
Evaluation
Partnering
First Process
Approach
Ignition
Future
Q&A
The Doosan BPM Delivery Requirements
Burn down backlog of process automation projects
building up from other teams
Need to build working examples quickly
Need to deliver with limited IT Dev support
Needs to be flexible
Needs to be ready for customization (Integrations, data
entry etc.)
Background
8
3/13/2017
Challenges
Evaluation
Partnering
First Process
Approach
Ignition
Future
Q&A
Delivery Methodology and the Inspiration for
SPARK Ignition
Background
9
3/13/2017
Challenges
Evaluation
Partnering
First Process
Approach
Ignition
Future
Q&A
Opportunity to Modify or Extend for
Further Automation
Background
10
3/13/2017
Challenges
Evaluation
Partnering
First Process
Approach
Ignition
Future
Q&A
Future Plans –
Quick Starter Projects designed for Expansion
Financial Close Process
• Orchestration of users
across multiple systems
and business units
Make vs. Buy Sourcing
Process
• Management and
approvals of engineering
change notices
IT Global Project
Approval Process
• Management and
approvals of global
IT/Business projects
Background
11
3/13/2017
Challenges
Evaluation
Partnering
IT Statement of
Work/PO Process
• Management and
approvals of SOWs and
POs
First Process
Approach
Ignition
Future
Q&A
Questions?
Background
12
3/13/2017
Challenges
Evaluation
Partnering
First Process
Approach
Ignition
Future
Q&A
Thank you
13
3/13/2017
InterConnect
2017