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					Detailed Business Process Analysis Workshop
Customer Service


Prepared for
Tailspin Toys



Project
Microsoft Dynamics ERP Implementation



Prepared by
Brian Burke
Application Consultant

Brian.burke@treyresearch.com
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Revision and Signoff Sheet

Change Record
 Date       Author        Version   Change reference

 April 2010 Brian Burke   1         Initial draft for review/discussion
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                                                           Table of Contents

1   Introduction..................................................................................................................................... 2

2   Consultant Preparation .................................................................................................................... 4

3   Customer Preparation ...................................................................................................................... 5

4   Participants ..................................................................................................................................... 6

5   Conduct the Workshop ..................................................................................................................... 7

6   Deliverables ..................................................................................................................................... 9

7   Appendices ...................................................................................................................................... 9
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                                  1       INTRODUCTION
This document explains how to conduct a Detailed Business Process Analysis Workshop. It is
intended that this guide be used both by the consultant and by the customer lead. The guide is also
used to capture the results of running the individual workshops.


The Detailed Business Process Analysis activity commences in the Analysis phase of an
implementation, followed by two change control activities in later phases. Within Sure Step, the
Detailed Business Process Analysis activity is conducted within the Business Process Analysis Cross-
Phase and includes three activities overall:


Analysis
Detailed Business Process Analysis
Design
Review and Update Business Process Models
Development
Review and Update Business Process Models


For each business process, typically there would be different participants involved from the
customer. Therefore it is recommended that separate workshops should be held. For example the
following workshops could be run:
          Finance
          Purchasing
          Sales
          Warehouse
          Production
          Planning
          CRM


Each workshop may take from two to five days depending upon the complexity of the business
process.


The deliverable of these workshops is to define the business process, in a clear and simple manner,
using the business process model templates provided from the Sure Step Methodology. The
implications of selecting individual templates should be clarified with the customer lead. This may
involve discussing additional functionality that may prove beneficial to their business or to identify
gaps in functionality that can be addressed by other activities and cross phases. The approach is to
avoid a complete redesign of the business process by simply adapting the templates as necessary.
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It is unlikely that a demonstration of the software will be required during the workshop. Indeed,
there are pitfalls associated with showing the software and may even prove a hindrance. This is
best done during the Design phase when the investment of a significant amount of time to
configure the software to the business requirements has been completed. It is recommended that
PowerPoint should be used to give an overview of the systems functionality.


The Detailed Business Process Analysis Workshops are based on the components that the customer
chose in the Scoping Assessment from the Diagnostic Phase. When the Detailed Process Analysis
Workshops have been completed, the Create Solution Design Document is built in the Design Phase
and the Finalize Solution Design Document is built in the Development Phase to configure the
solution and to obtain customer sign-off of the proposed configuration. This will require an activity
to review and update the business process models before either of these activities is completed.


If, during the Detailed Business Process Analysis Workshop, significant process gaps or potential
modifications are identified, they should be referred to the Fit Gap Analysis Workshop. During this
workshop alternatives will be researched and a decision made over how to solve the gap.
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                                2        CONSULTANT PREPARATION
    The consultant involved should complete the following actions to prepare for the workshop:

Action                                                                          Completed
   1. Obtain list of attendees and their contact details.
   2. Obtain the current functional scope and list the details onto a flip
      chart or a PowerPoint for review during the workshop.
   3. Obtain the list of known functional issues and list the details onto
      a flip chart, PowerPoint or Excel for review during the workshop.
   4. Review the template models and make any changes applicable. If
      certain functionality is out of scope the models could be simplified
      by removing the relevant parts. Also if additional functionality is
      to be covered extra steps could be added.
   5. Print the models:
             It is best to print the models in color.
             It is recommended that a set of the models should be
              printed at least on larger paper size than normal. These are
              to be stuck onto the workshop room’s walls or on the
              central table. String could be used to make the logical
              connection between the different pages.
             Print a set of the models on to normal sized paper so that
              each participant will have a copy.
   6. Obtain a set of PowerPoint presentations that will give an
      overview of the functionality that will be covered as part of the
      business process flow.
   7. Distribute copies of the workshop guide to the participants a few
      weeks before the workshop is held. Need to request that they
      complete their preparation tasks listed in the document.
   8. Prepare the room for the workshop:
             Overhead projector is required to show the process flows
              and any PowerPoints.
             Flip chart is very useful for capturing issues, gaps or just to
              help explain a topic.
             Set up the printed models onto the workshop room walls
              or table.
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                                    3      CUSTOMER PREPARATION
    The participants from the customer should complete the following actions to prepare for the
      workshop:

Action                                                                   Completed
   1. Document their key current business processes that will be
      covered in the workshop. If there are several participants the
      customer needs to manage who should document which area.
      Best to use PowerPoint or Visio for this. They do not need to
      follow any particular standards for this.


         With some customers they may request that the consultants
         should document the current ‘As Is’ process.
   2. Identify any potential improvements in the existing business
      processes.
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                                      4         PARTICIPANTS
     The following participants were involved in the workshop:

Name                           E-mail Address
& Job Title                    & Phone Number                    Company/Department
   1.
   2.
   3.
   4.
   5.
   6.
   7.
   8.
   9.
   10.
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                                   5       CONDUCT THE WORKSHOP
    The following agenda should be followed:

Action                                                                        Completed
   1. Introductions.
   2. Review functional scope for the business process being discussed.
   3. Review known issues identified for the business process being
      discussed.
   4. Give overview of the system functionality that will be used for the
      business process being covered.
   5. The customer participants present their current process flows and
      any potential improvements they have identified.
   6. The consultant now starts to walk through the process flow
      template page at a time. The object here is to agree the future ‘To
      Be’ process. This process will prompt a lot of discussion.


         The consultant should apply changes to the page being discussed
         with agreement from the group. This can be done either with the
         modeling tool or manually drawn onto a flip chart to be updated
         later. Any gaps and issues should be captured by a scribe or the
         consultant.


         Gaps and issues could be listed on the flip chart so that they are
         viable to everyone.


         Gaps should be discussed to see if there could be either an easy
         work around or a change made to the existing business process
         rather than modifying the system. If a process change is required,
         this should be documented in the deliverable section below as
         well in the ‘To Be’ process flow.


         It is helpful to mark on the large printed models which page is
         being currently discussed. It is easy for the participants to lose
         track where the discussion has reached.
   7. The consultant should have updated the model and printed the
      new process flows. The group then reviews the models to ensure
      that the agreed changes have been made.
   8. The Gap and Issue list are reviewed.
   9. The workshop participants will now present the agreed ‘To Be’
      process to their own business. This typically can be done two
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   ways:
          Present to the other workshop participants. They should
           represent departments and functions within the
           customer’s organization.
          For multi site implementations the participants need to
           present back to their own key management.
10. The team then needs to reconvene and review the process flow
    with the feedback from the presentations. The final changes
    should be agreed and applied to the model with the gaps, issues
    and process change lists being updated.
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                                            6           DELIVERABLES
       The following future ‘To Be’ business processes were agreed:

  High-        Detailed Business Process Description                Attachment
  level
  Business
  Process
  ID
  CHCE.1       Customer complaints                                  Return Process Overview
  CHCE.2
  CHCE.3
  CHCE.5       Customer returns                                     Return Process Overview
  CHCE.5       Vendor Returns                                       Return Process Overview



The following business process changes have been identified between ‘As Is’ and ‘To Be’:

  Business Process Change                                                         Priority
     1.
     2.
     3.
     4.
     5.


       The following functional gaps were identified:

  Business      Functional      Gap ID - Description          Possible Solution   Priority
  Process ID    Requirement
                ID
  CHCE.1        FR-26           CS-1 Need to be able to                           Important
                                record customer
                                complaints with a
                                complaint reason.
  CHCE.1        FR-26           NEW connection between                            Important
                                the costumer complaint
                                and the complaint
                                arrangement (return,
                                credit memo, other).
  CHCE.5        FR-30           NEW Connection between                            Important
                FR-31           customer or vendor return
                                and quality control.
  CHCE.2        FR-28           TR-5 Connection between                           Medium
                                return order and purchase
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                                   of transport.



          The following issues were identified:

  Issue                                                                                 Priority

      1. Tailspin Toys is also considering to install Microsoft Dynamics CRM and        Important
         SharePoint to create a complete document management system. If this
         is the case, the question arises on whether handling customer
         complaints through customizing the Microsoft Dynamics ERP solution is
         still the best solution. Perhaps it would be better to first analyze the
         difference between these two products.


Business Process Analysis


Customer Complaints
Tailspin Toys decided to centralize its customer services. All customer complaints should be handled by one
department, the Customer Service Department. The local account managers however, are often the main point of
contact for customer complaints. They can then offer a first assistance and already gather some information
concerning the complaint, but they should always refer to the Customer Service Department.

A clear complaint reason and registration should be able to be imported into the Microsoft Dynamics ERP solution.
From this complaint further arrangements, such as return orders or credit memos, should be able to be initiated.
There should be a clear link between this complaint and the resulting customer agreement.


Customer Returns
Once arrived at the Customer Service Department, further arrangements, concerning returns or other
compensations, are all handled from there. The respective operations processor (one for each customer group)
records the return of the respective product(s) into the IT-system, clearly stating the return reason. The following
reasons can lead to a customer return:

                 Malfunctioning of the product due to manufacturer errors.
                 Break-down of the product within the warranty period (videogames).
                 Purchase of expired products (clay).
                 Recall by Tailspin Toys (quality control leads to negative results) or the vendor of products with
                  questionable quality.
                 Customer dissatisfaction but the product can be resold.

The actual transport arrangement is provided by Tailspin Toys as an extra customer service.

All returns are received in the central warehouse, independent of the geographical area of the customer. There the
returned products are submitted to a thorough testing procedure. Depending on the results, the product is either
put away in the respective bin or in case of serious problems sent back to the vendor. The results of the tests are
always communicated to the operations processor so that he or she can take the necessary steps accordingly. When
the product is still good for reselling purposes, the item is taken back into stock against the original cost price.
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Tailspin Toys generally refunds all customer returns instead of replacing the item with another one. Customers can
always decide to repurchase the lost toy or buy another toy at their choice. This means, however, that all sales
return information needs to be passed on to the Corporate Accounting Department to create the appropriate credit
memo.


Vendor Returns
Tailspin Toys made compensation agreements with several vendors. When products need to be resent because of
poor quality testing results Tailspin Toys receives a financial compensation of 5% of the original purchase price. This
comes on top of the credit memo that is already sent to refund the original purchase.

The following reasons can lead to a vendor return:

              A customer return that is due to a product malfunction that is a result of manufacturer errors.
              A customer return that is due to a break-down of the product within the warranty period
               (videogames).
              Purchase of expired products (clay).
              Recall by the vendor of products with questionable quality.
              Quality control leads to poor results.

All returns are handled from the central warehouse. If the products are already distributed to the separate
distribution warehouses in Boston, Massachusetts, and Liverpool, Great Britain, then they are first transported back
to the central warehouse, so that they can all be resent together to the respective vendor.
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                                                           7   APPENDICES

         1.1 Return Process Overview

                                                                               SALES DEPARTMENT
                                                                               Liverpool, Great Britain



                          CUSTOMER

                                                                   Account Manager                               Sales Manager
                                                                                                           Kevin Kennedy / Heidi Steen
                                                                                                                  / Junmin Hao
                                            complaint
  Big Box     Toy Store     End
   Retail       Retail    Consumer


                                                                               CUSTOMER SERVICE
                                                                               Liverpool, Great Britain

  America / EMEA / Asia / Australia



                                                                    Operations Processor
                                                                      Esko / Lori / Rob
                                                                                                               Operations Manager
Transport Agent                                                                                                 Christine Hughes
                                                                     Sales               Purchase
                                                                     Return               Return
                                                                     Order                Order


                  CENTRAL WAREHOUSE
                                                                                              arrange
                    Hong Kong, China                              arrange pick-
                                                                                               return
                                                                  up transport
                                                                                             transport




  Receiving            Quality Control    Put-Away

                                                                           CORPORATE ACCOUNTING
                                                                             Liverpool, Great Britain
                                            Shipping

                                                                              create sales
                                                                              credit memo
                                                                                                         Accounts Payable

                                         Transport Agent
                                                                              Sales Credit
                                         VENDOR                                  Memo
                                                                                                         Administrator Arnie




                                           Receiving

                                                                  Accounts Receivable                          register
                                                                                                              purchase
                                            Purchase                                                        credit memo
                                             Credit
                                             Memo
                                                                   Administrator April

				
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