The BPM Project 2017 competition featured 19 business process management initiatives from across the country. Of these, two projects addressed the topic of automating management functions, three focused on standardizing management processes, and six were aimed at improving business processes, namely reducing the time and resources required to perform certain operations. The remaining eight projects focused on automating everyday tasks and procedures in companies.
According to the verdict of the expert jury, it was the last group of solutions that brought the greatest economic benefit due to the regulation of production operations. In addition, the jury's overall conclusion emphasizes the fairly high level of mastering business process modeling tools in our country.
Most of the presented projects demonstrate a mature level of BPM, allowing us to consider the company's business processes in their interrelationship. This facilitates the identification and elimination of problem areas that arise at the intersection of various operations and enterprise structures.
Examples of implementation of VRM systems
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The main prize of the competition was finland email list awarded to a product called “Automation of the activities of the central service department (CSD) in the field of HR function management” from the company EVRAZ, known in the field of metallurgy and mining, with a total number of employees of about 80 thousand, working in different countries.
The project is aimed at automating a wide range of business tasks of the CSO related to HR services. Using bpm'online software solutions, it was possible to automate the work of 200 CSO employees and 80 key operations. Processing over 5,000 HR requests daily is now faster and more efficient (the time required to process requests has been reduced by half).
The VRM system of the Tyulgan Machine-Building Plant, a manufacturer of drilling equipment, deserves attention. It was rated as the most effective project. Thanks to the optimization of production processes, a year after the system was implemented, the production volume increased by 144%, productivity by 88%, and the average delivery time reached 180 days (previously this figure was 210 days).
Among government agencies, the best BPM project was recognized as the project from Sber, which serves 137 million clients in 22 countries. Thanks to the project, the bank's clients received a significant improvement in service (service time was reduced, and it became possible to comprehensively implement digital tools for working with clients).
In a broader sense, Sber assessed BPM as a closed-loop technology; its implementation made it possible to create a unified model of the bank’s business processes.