Original Date: 04/26/2004
Revision Date: 01/18/2007
Best Practice : Business Process Model
United Defense, L.P. Armament Systems Division Aberdeen helped develop a Business Process Model that enables the Armament Systems Division facilities to standardize key processes across all programs and sites and further eliminate duplication of efforts and redundant resources among different sites within the company.
United Defense, L.P. Armament Systems Division (UDLP ASD) has four manufacturing sites and seven engineering/services facilities located throughout the United States. Until recently, the ASDs operated with independent programmatic and site sensitive business plans. Each site operated as an independent business unit with different goals, objectives, policies and procedures, which resulted in duplication of efforts, inconsistent processes, redundant resources and systems, and general inefficiencies. Overall, a lack of continuity in business processes existed across all programs and sites
In mid-2002, UDLP ASD Aberdeen contributed to the development of a Business Process Model that would allow the entire organization to standardize administrative policies, procedures, and plans across programs and sites, create enhanced internal process documentation, and implement a formal change control program for all business processes. This Business Process Model looks at all key aspects of a business and documents the processes. Key inputs and outputs of a process are mapped and, wherever possible, metrics are obtained. Subject matter experts (SMEs) and process owners throughout the ASDs are used to provide these inputs and define the outputs of the process. A key element of the business (e.g., management of facilities) is matrixed with the development of technology. Drill downs of this element will define all the key processes, and standardized task processes are then developed to manage each key operational process. If necessary, a third or lower level of each element can be developed for a specific site requirement for the task.
By looking at each key business element, flow charting all processes, and analyzing the inputs and outputs of each process, UDLP ASD Aberdeen developed and implemented this dynamic Business Process Model making it responsive to changing products, process improvements and changes, and regulatory requirements. Since its development and implementation, the Business Process Model standardized key administrative and manufacturing processes throughout the entire organization.
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