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BTOES Insights Official
By
April 05, 2022

Digital Workplace Transformation Live - SPEAKER SPOTLIGHT : Jabil’s Integrated Blue-Print Management

Courtesy of Jabil's Krish Ramanathan below is a transcript of his speaking session on 'Jabil’s Integrated Blue-Print Management' to Build a Thriving Enterprise that took place at the Digital Workplace Transformation Live - A Virtual Conference.

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Session Information:

Jabil’s Integrated Blue-Print Management

Jabil’s journey in creating a process framework and working on a common process baseline standard with various stakeholders and teams across the company has been the core of IBPM. We will walk you through the approach, core pillars of IBPM and its evolution over the years.

Key Takeaways:

  • The key to connect People, Process and Technology as part of your baseline definition
  • Establishing Process Framework to simplify how one looks into the organization and connecting it back to the operating model
  • SME Networks are integral part of establishing successful deployment on a global scale
  • Constantly reviewing the Process Model and obtaining feedback on what works and what are the gaps helps to reinvent and adjust as we move along the journey

Session Transcript:

Krish Ramanathan is with us and he's the Director of Business Process Re-engineering and Lean six Sigma at Jabil.

For seven years, working in the area of process improvement within finance and legal, he is currently leading business process re-engineering, global materials, and driving business process management across the company is expertise in transactional processes. Has served him well in his current role, leading the business architecture of .... ... has been with us before some of, you know, ... and others from ..., who have presented to us. They have done a wonderful job with process, with process ownership, with business process definition across your organization, but for sure it's a long arduous journey that requires great leaders like Krish, you'll make your work krish, Thank you so much for taking the time to share your wisdom and expertise with our global audience today.

Thank you.

OK.

So, thank you all for having me here. My name is Krishna Ramanathan and I'm being ... for seven years and I lead the BPM and I will talk about what ... today. So, to begin with, The acronym ...

stands for Integrated Blueprint Management and, and that's what IBM stands for.

What are we going to walk you through is Introduction to ..., who we are, locations, and our strategy, because everything comes from strategy and how we operate to the operating system. I'll talk about the ...

journey, what is our BPM for J Will talk about the architecture, an important concept around ownership, performance tracking, and deployment, the overall roadmap, and our partnership with ..., the tool that we use, where we house all our process baselines.

Krish RamanathanSo, who has, and as she knows, here's a snapshot with few key numbers. Jebel as a company, what's our vision to be the most technologically advanced and trusted manufacturing solution provider? That's a tall order. We want to be best in class when it comes to providing world-class solutions for our customers.

We have been in existence for 53 years, going all the way back to 19 65 onwards. Our revenue today, that's 25 billion. We have a wonderful network of employees, 250,000 plus.

We operate globally around 120 sites and adding more to that. We operate in 27 countries. Our total manufacturing space is around 42 million square foot. We have a huge network of suppliers. They are our backbone.

We have about 27,000 strategic suppliers and the brands that we deal with are around 330 plus. As you can see, it's a global company. And it's a huge network of employees. And the markets that we serve. We go all the way from consumer to packaging.

Printing, energy sector, smart home, retail, healthcare, automotive, defense, and capital equipment. So, we basically touch all the critical segments of the markets where we help our customers achieve that goals.

Our reach and ..., you know, typically, you know, going back about our 20 years ago, ... started as a contract manufacturing company, but we have evolved since then. We innovate with our customers. We, we get on the table with our customers, right? At the point of idea generation to design, we develop new product introductions.

We have manufacturing, mass, production, fulfillment, and aftermarket services as well. Approach has always been empowering. You know, our experts, we have so much so many experts within various areas of business. We pride ourselves in innovation, and more importantly, accelerated innovation, Engineering excellence, that's, again, one of our core manufacturing agility.

It's so important, especially in the time of year where we have supply chain issues, where, you know, with so many disruptions happening still, we tried to deliver and meet all our customer demands, supply chain, as being the heart of our organization. We pride ourselves in complex supply chain orchestration and what really makes ... different is our operational excellence. How we approach operational excellence at our site level. I'll talk a bit about that.

Btog CTAOur integrity and ingenuity combined with innovation, deep technical expertise. As I said, we have huge SME expertise where we can leverage a lot of technology, supply chain intelligence. That's one of our core capabilities. That helps us to understand the complex supply chain that we deal with. Worksite model that you see at the bottom is an important concept, and I'll touch upon that during the presentation.

So, where are we, as a company?

As, you know, we're all across the globe in Asia, across China, and in Taiwan, as well as coming to Europe, we are all across the Middle East, Africa, Latin America, North America, as well.

A lot of our sites are global facility. Our global headquarters is in saint Pete. Saint Petersburg, that's where I'm talking to you from today. Wonderful, Florida.

So it all starts with our strategy. So as you can see from here, I have a graph that shows time and complexity.

So our complexity today, you know, when it comes to the markets that we serve, the vastness of the various products that we produce, adds every day to the complexity, and that shows itself in our processes as well.

Where I would like to see a complexity curve should be in a future state somewhere over here.

So there's a huge opportunity to leverage, to minimize that complexity. So what I mean by leverage is, we have so many segments within .... We have so many pockets of innovation. We have expertise, and we need to leverage to scale, to bring that complexity down.

So when you look at our manufacturing costs over here, as a percentage of real revenue, there's a huge opportunity to reduce our manufacturing cost. And, again, how are we going to do that, is now making use of leverage and economies of scale.

So, as you can see, we are in the journey, and this is where I BPM as a critical enabler to how do we leverage Kale And how do we utilize all our capital equipment to its full capacity? How do we eliminate waste in our processes, and it all starts with the BPM journey that I'm going to talk about.

So, what's the core around, you know, integrating ... or strategy? So, I would think about this as a three step process. First, we want to standardize and maintain that sustainable operational excellence. Now, this is a tall order, given our global footprint given our sites across and the various customer segments we deal with. How do we standardize And we don't want to overstate eurydice. We also wanted to give a level of flexibility. But at the same time, we want to standardize as much as we can.

Once we have that standardized platform, then we can think about innovation and transformation that happens. And finally, you know, we want to be very adept at quit at new business models. We want to meet, you know, our customer expectations, and the transformation needs to happen quickly. So when we were on the journey of IB PM about 2.5 years ago, some of the use cases you can think about are, again, opportunities, radius, waste, lean as an integral part of a BPM.

Standardizing processes, all our sites, you know, have standard processes, but again, how do you connect those standard processes so that they have a coherent process across all our sites? If I walk into a site and in Lucy versus if I walk into a site and Guadalajara, am I looking at the same standard process and and are they following the same standard process?

Again, another use case for a BPM would be to radius days and inventory in SGA and cost.

Thinking about, you know, investment decisions.

Like, we just went through an S for implementation. And a BPM was is a blueprint that that showcases Allah core processes. And and that was a critical input into R S for implementation. When we talk about MMA, you know, we want to quickly map the target processes to Table. We want to identify opportunities where there are different, and we can enhance that integration. For me, this last point is very critical. The business models change. You know, 20 years ago, how we did business is so different today. And it's changing every quarter. Or we may need to think about the new business models. That's going to come through our doors. And we need to be adept at ..., and we need to have our IB PM operating model very agile and changing to our business models, as well.

Talking about strategy, again, this is our core where we do our site management. We do have systems called jebel operating systems. LP is This is our day-to-day management of site.

This is the bread and butter how our sites operate, then we do have our regional management support. And there is a top down approach to our regional management, how they interact with the site management. And then we do have global support, and how our global SMEs interact with the regional SMEs and how, you know, global projects get down cascaded to the site level. So where a BPM plays a critical role is aligning the global, regional, and site so we all much in the same direction.

Again, we have unified metrics where we monitor our performance, whether it be global, regional, or site, But I think the space where IAB PM plays a critical role, is really that communication alignment on the strategy, whether it be from global to the site, to the person who's working on the line. Are they very clear on the global strategy and the strategy for the company?

Event Email Graphic Virtual Conferences (17)-1Now, I'm going to talk about the BPM journey. And as I said, it's a journey. We are still in the process. It's always a continuum. And we've gone a long way, and I hope to share that experience with you. So the best way I could think about how we're positioning IB PM within ..., this is my go to slide, if I have to talk, to someone who says, Can you explain to me, I BPM quickly in a in a in NaN, or NaN is.

Think about, you know, are our GPS systems? you put in your address, it takes you directly, there's a lot of algorithm that works behind the scene, optimization of route. If, you know, there's traffic it if it alerts you, to reroute to a different place, but you as a user, just follow the screen and it takes you seamlessly to the destination, think about ... in a similar way. That's how we view it. We are looking at whether it be our SMEs at the line or whether it be a regional SME or whether it is our Executants.

Trying to understand how operating model is, we are looking at a BPM to be that behind the scene engine that seamlessly connects process, people, technology, and as a user, just directs them and guides them at point of reference or when they need advice and guidance.

So, IBM has about five to let us call it the house of ... zero PM. And I'll start off with what is our integrative blueprint.

So everything starts with a framework, and I'm going to talk about the process framework that we follow and how we look at that company through a business architecture.

And, you know, an example of, of an end to end could be plan to ship Code two cache is another example, so starter could be another end to end.

So we have looked at that framework to look at what are the core, critical processes that makes money for J Bell, and what are the supporting important end to end processes that enable the core processes. So it took us a long journey up to 2.5 years to get that blueprint. And it stayed again to our site level operating procedures to global procedures.

Now I B PM by itself, just having the Blueprint won't be successful.

We need to define the roles and accountabilities so we have some important roles such as global process owner GPO, we call that a GPO, you can think about an industry terminology, like a value stream leader.

So a global process owner is accountable and responsible for an end to end process.

And they align closely with SME network, which we'll be talking about more in detail. We do have I BPM Process Champions, and they are really the ambassadors in their respective regions to take the concept of IP PM and working with a global team to cascade that communication and information down to the site level.

The governance is important where we talk about forums, GPO forums, SME forums, the interaction of global forums with the various GPOs in their respective functions and common collaborating platform. And how do we come up with the best processes, right? Best? In my view, in my experience, as asked the people who do the work, and they would be able to come up with the best baseline process. But how do we do that? Because we have 260,000 plus employees? And how do we collaborate? This is where cigna View comes into play. ... has been partnering with ... to help us. It's a cloud based platform. It's an excellent tool for collaborating and you know creating those process baselines.

The last one of goes is process performance measures. How do you know in your process, baseline that you established as best in class? What is the KPIs? And how do you measure those? How is data being generated at each of the steps within a process? How are they connected? And, and at the end of the day, how do you know if your process is performing as per the baseline, right? So, all of these five are equally important, if one of them fails the house crumbles.

So, we constantly go back to this concept of the house of ..., and try to bring the importance of the five pillars.

The, the critical confidence when you talk about standardizing and this is very important, it starts off with the process at the top.

Um, again, this, one of the, one of the learnings that we gathered in our BPM is, when, when we start drawing, our baseline process, you know, different sites, across different regions that we operate, they all have their best practices. But how do we come up with a common best practice and call it a standard, and this is a very trader process again.

The key is an agreement to a common baseline, so that is an important step in defining the process. Now the process is linked to our standard operating procedures like global procedures. You can obviously, you know, go to the Nth degree of defining a process baseline. Some of those details are linked in our standard operating procedures that must be followed such as Safety, EHS, and so forth, Then we talk about tools.

For me, tools are the application software as a cue plans that are connected.

Screenshot (4)So, how do we link all the standard applications standard equipments to our process baseline and we have done that through sic navier and the last two F goes you need data. So, we need to understand the data governance, we need to understand how the data is connected between the various end to end processes, at what process step, what critical data is being captured, and and mapping that data architecture is important for us to understand what the KPIs are. More often, you know, this is the area where it could get quite complex, because there's so much of data And how do you know? What is the right data you're looking for? And what is the right data to focus on so that, you know, you get the right KPIs. and, and by having the right KPIs, you know, if your processes performing as per the standards.

So, again, these are just, you know, five critical competence when we talk about a process baseline or creating a baseline process.

Just to get a bit into what I meant by the business architecture, at the end of the day, we're looking at J equal to 13, in our core business processes, and, and all of that has are linked together, so there is a method to the madness over here. So, quickly going over the concept, we talk about a process framework, and we go to various levels.

So, a level zero is a governing policy.

So this would be like at the top of the, the policy for the company and that gauguin's a lot of the standard operating procedures. Level one would be a process category.

An example would be plan to ship and level two would be the process groups. So, what are the core process groups within plan to ship? And we have outlined that an established that now a level three is this is where we talk about a swim lane diagram and all of this, by the way, has done in sick navier, the tool that we use. This is where we establish the baseline processes.

Right? So this is a very time consuming process where it could get, you know, sometimes complex with sub processes, but we're trying to define what that end to end process looks like. This is the place where we connect the application layer to the process layer and the data layer to the process layer and and we also connect our documentation to the process layer. So a good process baseline is a combination of a global procedures, your process flows.

Obviously when you talk about a swim lane, you do have accountabilities functions are people of role, that perform the task.

The standard applications that is being used at each of the no activity level, and what data, What is the input and output for each of those boxes within those process flows. So, again, an extensive amount of work goes at the level three, level four, really think about it as each of the boxes within the process flow. We call it the activity of deliverables and that's your level for.

Now, know, in ..., we, we have an additional level of Level five, and these are very unique activities.

So, what do I mean by unique activities? For example, automotive can have extra steps or extra regulatory requirements that we need to capture. Or it could be customer specific that we need additional steps to our standard flow standard process flow which is important must be done and those would be captured at the level five and they might be residing at the site level or at the worksite level where that product is being manufactured.

Again, as I said, ... being a global company, how do we track performance.

Here's an example we did two years ago, and on the deployment of our basic process baselines, we have, at that point in time, we are focusing on EMS, in ... has got various segments, EMS, JG. PNG or I add, the point in time, we are focusing on MS Segment and, and they are further broken down by the five regions, and, And, you know, just to give you a snapshot, we are able to identify how many processes they agreed to stand. What are the variations? Why, other variations? And we need to address those variations so that they can confirm to the standard. So it kind of gives you a quick summary of our, of our performance striking, which region is behind which region is ahead, and how we can, at a global level, try to work on the areas where that needs improvement.

Our journey, again, you know, started with the ideation in 20 19. And then as more important is with we want to know, crawl, walk, and run. So we are at the point where I think we have started to run. But I just wanted to help understand, our journey way back from 20 19.

We defined a manufacturing costs. What are the manufacturing costs we need to improve, and, you know, our bread and butter is manufacturing. So the more we will define an improvement, or reduce the manufacturing cost, that would be a direct benefit to the P&L. We believe strongly, do learn change. Because we are learning, we started on this journey, we may get it right, the first time, sometimes it's OK to make mistakes, but we learn from that, and we change our approach. We define the platform and the process control, that's when we had the partnership with ....

We build the BPM user networks for us, this is very important, because I BPM by no means, is as a corporate top-down approach.

Yes, the strategies being defined by the company, But the success of ... really is the user network, the SME network, and we have to leverage that economic scale to really propagate a BPM throughout our organization. And we established BPM champions.

Krish RamanathanKnow the five regions that you saw in the previous slide, we have an IBM champion for each of the regions, and their role is really to take the concept of BPM and cascaded down to the site level to the worksite level. In 20 20, this is where we started working and gathering speed on the process validations, meaning that we, you know, we started working with, with a few functions.

For example, we started with materials, then we had an approach to get to engineering functions, and so forth. We started building a Cape abilities during the deployment process.

We also, in closely collaborate, work with the Lean Community, because you know, it is part of the, of the PDCA cycle, and empowering SME. This is a big point for us, is we realized that if I BPM needs to be successful, the SMEs need to own this, right? Because they are the people who would take the, they are the end users of IP PM. So we need to empower the SMEs at the site level. And, and even today, 2.5 years, I still talk about IV PM every day, there's always a supervisor, or There's always a person of the line, and still hasn't heard about a BPM, either, because they knew to ... or the change the roles.

So it's always a constant communication, talking about a strategy, talking about a BPM, and building that awareness. W C M is our work cell managers, OEM as our operations manager. So, again, how do we get the communication right from the global level, all the way to our work and our operations managers, because they are the the end users. And if they don't understand this whole house of BPM fails.

Now talking about Tony, 20, 22, I believe we are at a point where, no, we focus so much on operations.

We are having conversations about the process model, framework into other areas such as finance, HR, you know, legal and other areas that support it.

EHS facilities to name a few. Alright. And we continue to go on the journey of creating the strong process knowledge at each region.

We are thinking about, you know, the Network, SME network being the, the super SMEs who would train other SMEs in their region on a BPM, and how it's going to help them at the region level, at the site level. So, it's one to few few too many train the trainer model.

And in the self assessment process, readiness is important for us, because at the end of the day, it's great to have your process baseline, established and in sitting in .... But how do we really take it and apply it at the at the execution level. This is where we have self assessments where we have audits done by the SMEs, people who actually do the work like a materials, me, would would do a self assessment on their process.

I'm trying to see how good they are to the baselines.

Now, if I've been very purposeful and, at this point, I'm going to talk about the digitalization value chain because for me, in IB PM You need to get the foundation right. This is the foundation on which you can now build the digital platform where I've talked about how we're connecting data to the process. So, the foundation is what ... providing upon which once we have that solidified, then we're talking about digitization, connecting ecosystems, AI, and so forth.

Talking about, again, our journey. This, this would be a typical approach that, you know, we, we, we apply over and over again as we incorporate BPM in new areas. So, we start off with stakeholder engagement and change management.

And, as you can see, our sponsorship is very important and we have that belief that they drive it down from top down engaging with the GPOs. Then, we talk about the APM framework. We started with plan to ship as an example, where we align on our business architecture. We, we digitize the plan to ship, we create a playbook.

And then we define the roles and responsibilities. So having a digitalized playbook is is good, but again, without the roles and accountability defined, none of this is going to happen. We need to have a solid train the trainer model. We need to establish the forums so that you know those innovations and actions can bubble up and and change or affect the baselines. Collaboration is super important, and at the end of the, you know, we close close the loop process performance.

This just shows you a screenshot of ..., how we use, this is our navigation map. This would be, you know, a level two, level three drill down capability. And I talked about the GPS. This would be a GPS all in ... where anybody can go into the organization and look at the process baselines based on that drill down.

I'm right at the top of the time here. So thank you for your time.

And we'll open up for questions Jose's, I think I'm done with my presentation and content.

Terrific presentation, creche, U Y, U, and ...

have been doing for sometime now, is, is a great, it's a great standard for, intelligent business process management implementation.

Which, you make sound.

You look incredibly easy, but it's one of the hardest things that any organization will engage on to do it well, and you have done it very well for quite a bit of time. And, that I'll ask the audience to keep providing your questions. I can see them coming in, lots of great comments to your, for your presentation. And thank you for your presentation. I'll ask you a question.

Well, first of all, you know, this conference about digital transformation.

And I love the fact that you've talked about business transformation, because there is no digital transformation with our fundamental business and business process transformation.

And then, that brings me to the next level, which is, there's real, no business process, business transformation, without cultural transformation.

Event Email Graphic Virtual Conferences (17)-1So my question to you is, What are the aspects on J balls culture, and, openly speaking, that may have helped or hurt this transformation and that you may still be working on? So, tell me a little bit about the cultural aspects of your transformation. And things that were helpful, because the culture already was aligned with the transformation, and sometimes not so helpful. You have to work on some cultural elements. So, it's, it's, interesting, Because, Chaebol went, through cycles of cultural transformation to begin with you know, when I joined ... seven years ago? It was the mentality of entrepreneurship. You know, each of the segments where entrepreneurs they were given the freedom to go and and get things done For the, customers So what happened when I joined ... in 20 15? at that point Was it's great business was growing ... was growing at that point.

It seemed the right thing to do, um, and Entrepreneurship or what comes to entrepreneurship is I? create my own process. I create my own tools, I don't collaborate too much because I don't have time for collaboration and and you know, I'm I'm running and and I've got the entrepreneurship mentality, so I'm gonna go and create what it requires for our customers.

Now, again, talk about it. in a seven year journey, now we're looking at a manufacturing costs going up. Why? Because we allowed that entrepreneurship mentality and now we have, again, duplication of processes, duplication of capabilities. And this is where we said, OK, now we have to retake because we had grown too big. Now how do we, how do we address our manufacturing cost, how do we leverage an army upscale? So now we want to use the word centralization because that's, that's not what we're thinking about. But how do we leverage our capabilities?

And this is the birth of a VPN, right?

So, culturally, you know, we we went with entrepreneurial men mentality, which is good. It gives P It gives that agility. But as you go through that curve and if you don't really look at the operating model, at some point, you may have a huge manufacturing cost increase. That's your inflection point where you need to rethink and say, OK, we still need a fine balance of entrepreneurial mentality but also find balance of leverage, upscale and how do we support that? And I think that's what IPP.

I love the discussion. Of course, I'm heavily biased by that discussion because as you know, the name of my company is global excellence and innovation, because, But the forces of excellence and the forces of innovation, they pull in very different directions, and you have just talked about that, that entrepreneurship piano pools in one direction. And then, in the other direction, you have the need for economies of scale and real excellence, if you will. That pulls in a different direction. And I think what you demonstrate here is that it's neither one nor the other. It's the intelligent blending of the two, because you do not want to squash the entrepreneurial spirit that made this company so successful.

Yeah.

At the same time, there is so much waste that happens, if you, if you just keep doing that without, it's applying excellence to it, right? So what we have seen is that God, the Great Enduring organizations, are neither the most operational excellence, or the most innovative. They are the ones, who have a level of excellence. They are very innovative and entrepreneurial.

But they apply the principles of excellence, to scale the innovations that they create and then you are doing a wonderful example of that that embedding minefield positions ....

If you're able to manage that friction between excellence and innovation, India in the years ahead, and you don't push pull too far, neither direction, I think that you're in the in a great path towards success. So, this, this is, this is a really great story.

The on that, now, Cameron Jones, hash challenge, John Schott. He got his last name right?

Saying, Thanks.

Thanks for a great presentation. Impressive journey, he says. And can you talk more about the ... BPM User Network? How did you select to engage and train sustain, Reward them? How do you keep this, this, this folks on the, a BPM user network engage? Any lessons there, that you can share? So again, that's, that's one of the challenges right. It's a continuum, our SME network, is, as I said bread and butter for ....

So right away, when we started on the journey of IB PM, we, we engage our SME network quickly, we brought them up to speed on why this is, it's part of change management as well. We need to help them understand this IP, pim is not just a strategy and it's sitting there, but it's really your bread and butter that's going to help you at your site level to get better.

You'll go into now have a central location, where you're going to find your baseline processes. You're going to know that collaboration is happening across. So best practice, that's happening. one site, you would be able to see that before. That wasn't the case. So the SME network, we are constantly constantly evolving. It. I talked about the forum, right. The forums are really important, where we have the site for him that leads into regional forum that leads into a global forum. And then, you have the global process owner or body value stream leader that that sits through all these forums, because we are talking about his or her process.

How do we reward people?

I think the reward people, rewarding of people, happens at the site level, ... has got a great system of respect, recognize people, so, we do have part of our annual deliver best practice competition. Obviously, for the last two years, we couldn't meet in saint Pete, where we talk, where we bring in all these, it's a huge process where we look at the best in class process improvements, and we be, you know, take the top 15, 20, and then they come in over here to the headquarters and present it, And there's a prize money for it. And that's a lot of pride. You have people. You have teams coming all over from the world.

It's one of the best, five days, I'd love to come to work, because you would love to see all of that innovation happening across the sites, are functionally. We couldn't do that in person over the last two years, but but that's a big part of, of BPM as well, is how do we bring in and recognize all, these, deliver best practices and reward them? So you know, when we open it up every year, we have thousands of entries into best practice, whether it be in operations or finance or HR, we have various categories. And again, those are some of the critical things that that enables IPP.

That's outstanding, Krish, now, the, the next question that I have here, has to do with collaboration. one of the things that we have identified on the bass transformations is that the organizations develop the capabilities and competencies of what we call collaborative leadership, the ability to collaborate towards a common purpose. Surround yourself, with people, with different perspectives. Who are willing to voice. Those different perspectives.

Without fear of retaliation, but collaborating effectively towards that common purpose, by the way, that sounds really awesome, but it's very hard to do, because N specifically, when it comes to identify the standardized processes and best practices. Because my personal, my professional experience is that you get subject matter experts around the table. And they are discussing, you know, some processes that they do different around the world, very quickly, in five minutes, still say, Oh, yeah, we would benefit from having a standardized process.

Screenshot (4)They'll say that, but at the same time, each one of them is thinking on their head, we're going to standardize it, and it's going to be my way.

And the, then, the effort of collaborative leadership is really to find out what is the best way for the organization as a whole?

Can we compromise on our local optimization for the benefit of the whole? And that's not a nice discussion, it requires collaborative leadership.

So tell me a little bit about how do you go from, yeah, We're going to standardize something to call elaborating on what that standard and potential best practice will be.

This is one of the biggest challenges, I would say right up. So we have been very clear about our definition of baseline, know, believe it or not, just the word baseline. People have different ideas of what a baseline is, if I go and and and asked my organization, hey, what do you think about baseline? What's the idea of baseline? Even today, I will get different answers.

So, we clarified, what a baseline is, it's a baseline, is a standard set up practice agreed to, right, keeping in mind safety, quality, doing it right the first time agreed to is underline bold.

And again, this was, you know, when we created a process baseline, it was uneasy because people are passionate about. they believe that process is best.

So when I bring in Latin region and I bring in Europe region and all these regional leads and say, OK guys, we need to work on this process baseline, it's not easy because everybody has God their best way of doing things. So, how do we, as a leader, align on it? Again, going back to the principle, is that, is that the most optimum way?

If there's no, let's try, and it's no way possible to get a process based on 100%, Let's try to agree on 60, 70%. Yes, let's get 70.

Typically 80 would be nice, I would, you know, go at 65, 70%. Let's get that figured out. The remaining yes, there's a bit of variation, because it's regulatory, sometimes in Europe versus Latin. It could be customer specific. It could be market specific. But OK, at least we agreed, and 75% of your process baseline.

That's good start, And then slowly, when they start making it the way of life, then they would say, you know what? There's more opportunity to 75 to become 85. So, we are and we're not saying right away, bam, 100%. We're going to get standard. And that's not possible.

We take, what's the best we push for. What's the best? I would take 65, 75%, or 70% as a starting point. And it's a journey, so we're going to go from 70% slowly in addressing those variations.

Go to 80, go to 85%, but it's a huge jump, you know, from silo to a 75 to 80% standardization, so it takes a lot of time and effort, but it's worth the time and effort.

Well, said, crash. What a wonderful, we'll offer, intelligent business process management on your digital transformation journey in, in benchmarking, cross industry, organizations on the on digital transformation, what ... is doing is truly world-class. So congratulations to you and to the team for the being chronically consistent with your purpose, and because that's the ultimate measurement and the discipline, and you have shown that very, very well. So thank you for sharing your wisdom and expertise of our global audience today.

Thank you. Thank you. Also, thank you for having me today.

Thank you. Ladies and gentlemen, that's Creche Ramanathan, leader of Intelligent. Let me turn my camera back on. Digital Transformation, Intelligent Business Process Management, at ..., sharing their wonderful journey, and the very, very well thought out, strategic journey of digital business, and cultural transformation.

We are going to be taking a break here, and when we come back, we're going to bring you chew other, wonderful, cross industry global experts of digital transformation.

I'm talking about Jim De Vries, and Hosni Audra, who are going to be discussing with us the unleashing of Digital Twins to optimally empower the workplace. So, I'll see you back at the top of the hour with Jim and Hosni.

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About the Author

more-Mar-28-2022-06-13-06-52-AMKrish Ramanathan,
Director of Business Process Re-Engineering / Lean Six Sigma,
Jabil.

 

An Expert in Six Sigma Tools and Lean Methodologies - Application of Design of Experiments, statistical analysis and Industrial Engineering methods to improve process efficiencies and eliminate waste

Advanced knowledge of Level Loading and Value Stream Mapping techniques to improve production/transactional processes

Coaching and Mentoring Lean Practitioners, Green Belts and Black Belts.

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