Response:
In lecture 8&9, I have learnt the redesign process. The main point of this lecture was to introduce the five essential aspects of BPR modeling and analysis and the IBM Holosofx Workbench.
Introduction of Holosofx:
Holosofx --- derived from the Latin "holo," meaning whole, and the Greek "sophic," meaning wisdom -- was founded in 1990 to help corporations take a holistic approach to understanding and managing their business processes. Specifically, Holosofx's primary application is in the arena of Continuous Business Process Management (CBPM), a concept used by successful, industry-leading companies for managing their business processes.
Five Aspects:
Building Block #1: Structural elements of business process flow
It is a way to describe in business terms the inner workings of a process along a time line. It is using Activity Decision Flow Diagrams.
Block #2: Organizational resource links to business process flow
It is to define resource types and allocating them to part of the process and accounting for their use. The resources are responsible or have impact on the task and allocated to different tasks.
Building Block #3: Rules of graphical connection
They are the logical rules for interconnecting activities that can be understood graphically.
Building Block #4: Methods of conditional concatenation of process parts
A BPM with Decision and Choice objects can be preformed in more than one way depending on conditions. Therefore, we need to concatenate appropriate process parts to form logically correct, end-to-end process process model. Each unique path should represent a case and there should be path selection rules for user to choose different paths.
Building Block #5: Process performance measurement
It is to calculate various business process performance measures, such as time, cost and resources under different conditions and weighted the average to evaluate the result.
Zyco Auto Insurance is company which is focusing on windshield repairing claim on redesigning the steps. The case study starts from the scoping part, filling the template of process redesign targets and binding management decisions. After that, the case study models the AS-IS baseline process by using the Holosofx Workbench. Analysis and diagnosis were carried out to understand how well the process works, to determine performance bottlenecks, to diagnose process problems and identify the critical areas. After all, results are drawn and problems are determined, measures are carried out and here comes the analysis of TO-BE process. Before the analysis of the TO-BE process, it is supposed there is a redesign process. After that, what-if scenarios are done by simulation. Two scenarios are used; they are disaster scenario and growth scenario. Analyses of these two scenarios are made again to show the skills of doing so. The case study has shown the changes before and after the process redesign.
In the past, it involves a very long cycle time which lots of time spent on checking coverage. With the problems, respective measures have been carried out. For example, for the problem of claims only processed during office hours and time to verify coverage is long, a 24x7 call centre is created and a unique tracking number when a claim is verified is assigned. With the redesign, both the cycle time and the utilization rate of staff were decreasing and the job completion rate has increased. The case shows me that process redesign is really useful which can bring benefits to the company as well as .
More Case Study: Singapore Hospital
Here is a case study at Singapore Hospital. Since the health care costs in Singapore increase, there is a need for them to look for ways to contain costs and to achieve a higher efficiency at their operation facilities without sacrificing quality. Therefore, there is a need of BPR. In this case study, 3 models have been developed and compared. Finally, they chose the best model after the comparison. The following table is the comparison:
Introduction of Holosofx:
Holosofx --- derived from the Latin "holo," meaning whole, and the Greek "sophic," meaning wisdom -- was founded in 1990 to help corporations take a holistic approach to understanding and managing their business processes. Specifically, Holosofx's primary application is in the arena of Continuous Business Process Management (CBPM), a concept used by successful, industry-leading companies for managing their business processes.
Five Aspects:
Building Block #1: Structural elements of business process flow
It is a way to describe in business terms the inner workings of a process along a time line. It is using Activity Decision Flow Diagrams.
It is to define resource types and allocating them to part of the process and accounting for their use. The resources are responsible or have impact on the task and allocated to different tasks.
Building Block #3: Rules of graphical connection
They are the logical rules for interconnecting activities that can be understood graphically.
Building Block #4: Methods of conditional concatenation of process parts
A BPM with Decision and Choice objects can be preformed in more than one way depending on conditions. Therefore, we need to concatenate appropriate process parts to form logically correct, end-to-end process process model. Each unique path should represent a case and there should be path selection rules for user to choose different paths.
Building Block #5: Process performance measurement
It is to calculate various business process performance measures, such as time, cost and resources under different conditions and weighted the average to evaluate the result.
Case Study: Zyco Auto Insurance
Zyco Auto Insurance is company which is focusing on windshield repairing claim on redesigning the steps. The case study starts from the scoping part, filling the template of process redesign targets and binding management decisions. After that, the case study models the AS-IS baseline process by using the Holosofx Workbench. Analysis and diagnosis were carried out to understand how well the process works, to determine performance bottlenecks, to diagnose process problems and identify the critical areas. After all, results are drawn and problems are determined, measures are carried out and here comes the analysis of TO-BE process. Before the analysis of the TO-BE process, it is supposed there is a redesign process. After that, what-if scenarios are done by simulation. Two scenarios are used; they are disaster scenario and growth scenario. Analyses of these two scenarios are made again to show the skills of doing so. The case study has shown the changes before and after the process redesign.
In the past, it involves a very long cycle time which lots of time spent on checking coverage. With the problems, respective measures have been carried out. For example, for the problem of claims only processed during office hours and time to verify coverage is long, a 24x7 call centre is created and a unique tracking number when a claim is verified is assigned. With the redesign, both the cycle time and the utilization rate of staff were decreasing and the job completion rate has increased. The case shows me that process redesign is really useful which can bring benefits to the company as well as .
More Case Study: Singapore Hospital
Here is a case study at Singapore Hospital. Since the health care costs in Singapore increase, there is a need for them to look for ways to contain costs and to achieve a higher efficiency at their operation facilities without sacrificing quality. Therefore, there is a need of BPR. In this case study, 3 models have been developed and compared. Finally, they chose the best model after the comparison. The following table is the comparison:
It is important to set the What-If Scenarios through Simulation. The questions for simulation analysis can help to check whether the process can handle some extreme scenario and avoid the system may down when the situation is really happen.
Reference:
1)"Business process management with IBM Holosofx" 2003
- Good to illustrate with the Signgapore case studie; yet, besides a table of data, more details is expected
回覆刪除================
Mark: Average