Make the following inquiries before reading this blog.

  1. Can the system provide Z process details for all modules in 15 minutes?
  2. Are Z process disorganised in system?
  3. Are errors for the Z process not being recorded since the program’s inception?
  4. Z process documents are challenging to locate and comprehend?
  5. Are you having trouble, despite KT, understanding the Z process and its documents as a consultant?

If you answered yes to any of the aforementioned questions, read this blog. You could use this.


This blog’s goal is to explain the idea of “Process Re-Engineering,” as well as its solution, advantages, and other relevant information. This blog merely offers a suggestion to increase the productivity of the adopted solution.

Providing the greatest platform to satisfy any business requirement, SAP is a value-creating ERP. The customer, consultant, and implementation partner are responsible for maximising its advantages. If unanticipated, poorly intended, and poorly carried out, it could lead to serious issues.

Disclaimer: This idea has not been tested or implemented for any clients. My experience working with significant clients led me to this concept, which I considered sharing with the community. In our SAP fraternity, this might be useful to someone.

The blog’s scope is listed below.

  1. Problem
  2. Test
  3. Z Process components
  4. Solution
  5. Benefits
  6. Efficacy Inspection

Let’s begin by comprehending the entire procedure.

  1. Problem

I ran into similar issue with big clients. Z procedures frequently cause issues with large clients. For certain clients, Z may account for more than 80% of the process. I’ve created/implemented a lot of processes, and they’re all simple to use. Problems, though, arise when

  • This process’ documents are missing or dispersed across drives.
  • There are no connections between the process and the documents that are available.
  • The procedure of upgrading documents is erratic or incomplete.
  • There may also be a great deal more issues.

In the early stages of the project, KT is scheduled at a specified time.Documents are shared for all topics/processes along with KT. KT is finished, and the actual execution starts. Issues with the Z Process start, and the following issues are encountered:

  • How do you find the problem?
  • Where should the investigation into the incident start?
  • to review the exchanged documents during KT (which are always incomplete. Something is always missed out).
  • or perform a disc search for documents
  • or look through old emails.
  • or seek assistance from a different specialist.
  • or got new documents that weren’t covered in KT.
  • if there is no overview of the dependent process

The real issue is right here. Why are things dispersed on SAP’s enormous platform? Why aren’t everything in one place? Although SAP is implemented and supported with millions of dollars, finding the necessary information for the process still requires extra effort. The client is unable to get the most out of SAP. Client still feels reliant on a particular person for documentation, which frustrates them. Why does this occur? Next, go on.

       2. Test

Perform the following test to see if SAP installation is providing the client with the value needed in order to comprehend the aforementioned issue. If the results are unfavourable, it would be a good idea to analyse the current system and conduct a “Process Re-engineering” project.

  • In your module, how many Z Processes are there?

If you obtain a response from the list of Z Process within 10 to 15 minutes, or in an acceptable amount of time, things are better and under control. The best solution won’t be used if comments include things like “We need to check drive,” “We need to send emails to all teams,” or “We need to connect with so-and-so who worked on this project for so long.”

If there is still no real-time information available for the number of Z Processes and their documents, programmes, tcodes, and FSs after 5, 10, and 15 years of implementation, that is unacceptable. Things ought to be well-organized and under control.

  • Which process is tied to which document (FS or TS)?

If the reply you get says, “See the shared document or Search the drive and read the document,” Again, this is unfavourable. Most drives lack organisation. The name convention for this document is typically nonstandard, which makes it difficult to attach it to the appropriate process. We need access to information with just one click, in one place.

  • What application is associated with a Tcode?

Check in with the technical team, the system, or the transaction code. Negative.

  • How many mistakes have been reported since the start?

Not a record. I assure you that this can be recorded and enhanced. The most crucial feature of Zprocess is this. Where is the record if a similar issue was reported for this process three years ago?

If you look at the questionnaire above, it shows that things are disorganised. This disorganised approach has resulted in decreased productivity and efficiency on the parts of the customer, the implementing partner, and the consultant. Maximum advantages are not attained. Everything should be in one location and place.

      3. Z Process components

Understanding the following Z Process components is necessary to comprehend and implement the solution. From client to client, this might be different.

  1. Code and description for the transaction.
  2. Program title
  3. Technical Specs
  4. Technical Details
  5. Associated entries.
  6. error correction
  7. Test Results
  8. video capture.
  9. Status
  10. User Guide
  11. An flowchart.
  12. There might be a lot more.

Are the aforementioned parts centralised?

The aforementioned components are dispersed throughout the majority of large organisations where Z processes are used. All issues stem from this, according to experts. Certified consultants handle SAP standard issues, blunders, and updates. However, with Z processes, things could spiral out of control or take more effort to track down and document the problem.

Use the straightforward solution below to maximise the advantages of SAP.

     4. Options

The “process re-engineering” solution can be put into practise using the following two methods.

  1. Streamlined/centralized strategy

Create a Z table with the following columns using the tcode. Gather all the data in the location depicted below. This is merely an illustration that can be customised for each organisation. One table contains all of the process information. Information such as FS, TS, errors since conception, user manuals, test data, and other data. There will be no need to access drives, files, or emails with this approach. For the programme name, there is no need to contact the technical team. Any problem that is reported can be quickly located using the appropriate procedure. As a result, the entire process will have centralised control and visibility. The Create Executable button will take you to the execution screen after you click it. For e.g. field for transactions. When you click on it, the execution screen will appear.

ModuleProcess nameTransaction codeProgramme nameFS documentTS DocumentDependant Master dataError LibraryTest DataProcess Video RecordingStatus – Active/


FIGLZFBL3NCustomised reportUploadedUploadedNAExecutableUploadedUploadedActive

Error Library is the most crucial. When an error is encountered, it need to automatically move to the error library. There ought to be at least two columns. Error and how it is fixed. The next run of the application shouldn’t be able to handle the error unless the resolution column is filled with the implemented solution. In the long term, this will develop a database with all faults, which will speed up resolution.

2. Unified approach to transaction codes.

This is an original solution that goes along with the one above. Just the presentation will change.

Create one transaction using the tcode “Process” or any other. Include every current procedure in that transaction code. This strategy is unified. View example below.

Make one Transaction with the label “Process” (this may vary). It ought to lead to the main process screen below. MM, PP, FI, SD, and PM.

Due to the lack of a created solution, the SAP screen was not available, so PPT was utilised to demonstrate this concept. Think of the SAP screens in the screenshots below.

Click on FI up there. You should see the output listed below.

Select “Process 1” It should provide the following component at one location. This is merely an illustration that can be customised for each organisation.

The information listed above may be dispersed throughout any organisation, if you observe. It is difficult to search the paper, link with the software, find mistakes that have existed since the beginning, etc. In the early stages of a project, consultants spend the majority of their time on the aforementioned task. All information is now in one location. If a systematic strategy is used, the consultant can get to work right away and reap the most long-term benefits.

5. Advantages

The advantages of a process re-engineering project are listed below.

  1. All information pertaining to each process is housed in one central repository.
  2. improved control and simplicity of access.
  3. simplified strategy
  4. shorter KT time.
  5. The dispersed looking for the documents is over.
  6. Drives are not required to store documents.
  7. faster process learning and execution.
  8. Quick error tracing and correction.
  9. controlled FS/TS document update.
  10. An easy way to conceptualise the process is provided by a visual overview of transaction processing.
  11. increased output and employee and consultant job satisfaction.
  12. Could lead to a decrease in attrition.
  13. increased efficiency in the IT department. Due to the controlled procedure, attention can be diverted to other important areas.
  14. Real-time data for ongoing procedures by all parties involved.
  15. lower costs for upkeep.
  16. less reliance on experienced consultants, which reduces costs.
  17. May result in job satisfaction.
  18. And there might be a lot more.

6. Efficacy Inspection

Perform an efficiency test after implementing the aforementioned approach. Note the points below.

  1. Tickets
  • Identify issues consuming greater resolution time. Categorize them in A, B and C. A represents the most amount of issues, B the middle, and C the lowest.
  • After implementation, determine whether the numbers are dropping.

      2. Decision time.

Before and after this solution, compare the resolution time. Compare the effectiveness using the test results.

3. Dependence on consultants.

Routine errors recorded in the error library with a remedy will aid end users in anticipating the issue. This will help SAP professionals to focus on more vital duty. See if users can locate the issue without assistance from the consultant.

For e.g. Asset Master doesn’t contain a Cost Center. The Error Library will be checked by a new user to identify the true issue.

If even one consumer benefits from this, then it was worth it for me to write this article.

Please enjoy this document, I hope.

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