Dec 192013
 

121913_1429_BPMN2BasedP1.pngThe KG group was recently restructured into three different companies: AB “Kauno Grūdai” together with AB “Vilniaus paukštynas” and AB “Kaišiadorių paukštynas,” and introduced ten managed business activities. The group is actively expanding and each year new business activity is added to the company’s portfolio.

Management understood that employee process knowledge and process alignment with operations was vital for business growth. The existing level of knowledge did not allow effective satisfaction of the customers’ demands.

The company was experiencing these problems:

  • Different level of knowledge among employees affected quality of work
  • Employees working in a complex, interconnected work processes environment lacked knowledge of related processes, goals and priorities
  • It was not clear how to keep employees’ knowledge in a required level
  • There were no process self-control mechanisms

Solution For Training New Employees

The company established a project for business processes and responsibilities identification, employee training and certification. The project was part of systematic changes. Program goals:

  • Document existing business processes
  • Identify roles responsibilities
  • Review and improve existing processes
  • Ensure that processes work and are followed
  • Use documentation for employee training and evaluation
  • Measure employee behavior and decisions

Implement Process Modeling

The Process Modeling phase was implemented via a highly usable and standard-compliant BPMN 2 solution from No Magic – Cameo Business Modeler (CBM). Process gathering was performed by business analysts. Consulting took place with company middle managers. Documented processes were improved by following these criteria:

  • Process supports business strategy and goals
  • Process has defined Key Performance Indicators (KPI’s)
  • Process supports customers’ needs
  • Process optimizes resources

More than 200 processes and more than 1000 tasks were documented in a one-year period.

Documentation Generation

An internal website available to all employees was generated from a process model. A documentation form was defined based on the specific needs of the KG Group using a KG Group template. Documentation generation was automated and scheduled to be generated directly to the company web server (see how) creating an ongoing, up-to-date Knowledge center. This was possible using the highly flexible and adaptable Velocity Template-Based CBM Documentation Generation capability.

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The Company Knowledge Center provides the following information:

  • Detailed process documentation
  • Responsibilities of each role and clear view of processes
  • Active hyperlinks to other related company documents
  • Knowledge evaluation

121913_1429_BPMN2BasedP5.png

Knowledge Evaluation

Once processes were identified, the Knowledge Center became the single place to access them. But it is clear that the ability to access knowledge is not enough to ensure processes are known, understood and correctly followed by employees. Moodle – Open Source Course Management System based knowledge evaluation was begun in the Knowledge center to evaluate employees’ knowledge of business processes. Tests became mandatory, and they are being used for employees’ qualification evaluations at this time.

Solution Influence Today

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Today, with the help of Knowledge Center, all business processes are improved and followed by employees. The project was part of systematic changes that took place in the company; the knowledge is used for related projects as well: Oracle E-Business Suite business management system and IBM Cognos BI planning and reporting systems are integrated into the company infrastructure

Conclusions

Challenges

  • Recent restructuring of the company
  • Different level of knowledge between employees
  • Employees working in complex, interconnected work processes environment were lacking knowledge about related processes, goals and priorities
  • It was not clear how to keep employees knowledge in required level
  • There were no process self-control mechanisms in place
Solution

  • Process modeling using highly usable and standard-compliant BPMN 2 solution from No Magic – Cameo Business Modeler (CBM).
  • Moodle – Open Source Course Management System based knowledge and evaluation center was made available for all employees
  • Knowledge Center is always up-t- date with the newest processes, roles and task information due to automatically generated documentation with flexible Velocity Template based CBM documentation generation capability
Benefits

  • Agreements and knowledge is preserved
  • Processes and role responsibilities are clear. Processes have owners
  • There is now agreement regarding processes between managers
  • Place to test your knowledge
  • It is clear what processes need to be improved to reach required KPI’s
Results

  • More than 200 processes with more than 1000 tasks are currently documented. It took one year. Project is 50% completed
  • Business processes are reviewed, improved and followed by employees
  • Knowledge and Certification Centers are always up-to-date.
  • The source of documented processes is used for related projects: Oracle E-Business Suite business management system and IBM Cognos BI planning and reporting systems integration into company infrastructure

About KG Group

AB “Kauno Grūdai” together with AB “Vilniaus paukštynas” and AB “Kaišiadorių paukštynas” currently form one of the most modern and economically strong business mergers in Lithuania (Europe), namely the “KG Group” group of companies.  The company is engaged in the processing of agricultural products and has divided its activities into seven types of business: flour, crop production, combines fodder and premixes, protein supplements, raw materials, pet food, veterinary formation products. KG has over 3000 employees.

Source (http://www.kauno-grudai.lt)

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