Business Process Analytics and Change: Team Process Design Case Study of Ballarat Dentistry

This report discusses business process management through a case study of Ballarat Dentistry. It covers process categorization, Capability Maturity Model, process models, 7PMG guidelines, cycle time calculation, and BPMS architecture. The report provides an overview of how to identify business processes and how to redesign them. It includes a comparison of process models with the 7PMG guidelines and calculation of cycle time for redesigning the models. Finally, a proper BMPS architecture has been explained in the context of the case study.

Business process Analytics and Change
Team Process Design Case Study: Ballarat Dentistry
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Executive summary
This report will be giving an overview of how designing of the business processes can be carried
out. A case study of Ballarat Dentistry has been considered for better understanding of the topic.
Appropriate models have been discussed for getting an idea about how to identify business
processes and in what way the redesigning of the processes can be carried out. The process
models have been compared with the 7PMG guidelines and calculation of the cycle time has
been done for the redesigning of the models. Finally a proper BMPS architecture has been
explained in the context of the case study.
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Table of contents
1.0 Introduction................................................................................................................................3
1.1 Purpose of the report..................................................................................................................3
1.2 Case study..................................................................................................................................3
1.3 Plan for the report......................................................................................................................3
1.4 Overview of the case.................................................................................................................3
2.0 Business Process Modelling Report for: Ballarat Dentistry......................................................4
2.1 Process Categorization Model...................................................................................................4
2.2 Capability Maturity Model (CMM)...........................................................................................7
2.3 Case Function Matrix................................................................................................................7
2.4 Process Model for: General Dental Care...................................................................................8
2.5 Process Model for: Orthodontic and Cosmetic Dentistry Care.................................................9
2.6 7PMG discussion for: General Dental Care............................................................................10
2.7 7PMG discussion for: Orthodontic and Cosmetic Dentistry Care...........................................10
2.8 Cycle time for: General Dental Care.......................................................................................10
2.9 Cycle time for: Orthodontic and Cosmetic Dentistry Care.....................................................11
2.10 Redesign for: General Dental Care........................................................................................12
2.11 Redesign for: Orthodontic and Cosmetic Dentistry Care......................................................13
2.12 BPMS architecture.................................................................................................................14
3.0 Conclusion...............................................................................................................................15
4.0 References................................................................................................................................16
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1.0 Introduction
1.1 Purpose of the report
The purpose of this report is to provide an introduction to business process management. This
report will also contribute to the identifications of the processes that are mentioned in the case
study provided for the developing of this report. Generally this report is based on business
process modelling.
1.2 Case study
For this report the case study of the processes carried out by the Ballarat Dentistry has been
considered. Ballarat Dentistry is a group that provides orthodontics, cosmetic dentistry and
general dental services to patients coming from across and outlying areas of Ballarat. Services
are provided to new as well as ongoing patients.
1.3 Plan for the report
For developing this report on business process modelling in context of Ballarat Dentistry firstly a
process categorization model will be selected. The model will be discussed in relation to the case
study. Secondly Capability Maturity Model (CMM) will be discussed for evaluating which level
of the model can be associated with the process management of Ballarat Dentistry. A relevant
case function matrix will be presented in this report. out of all the processes in the case study two
process will be considered for process modelling, 7PGM discussion, cycle time calculation and
redesign. Lastly a BPMS architecture with respect to the case study will be presented.
1.4 Overview of the case
The Ballarat Dentistry group provides orthodontics, cosmetic dentistry and general dental
services to the patients. Every new patient has to undergo a comprehensive test that will be
conducted by a dentist on the patient. The comprehensive examination consists of smile analysis,
bite assessment and jaw and jaw joints examination. This test takes 1 hour and 30 minutes to get
completed. After the comprehensive test the findings are consulted between the patients and the
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dentists. The patients are provided with a care schedule, copy of the Xerox and dental care
package. Next the patients are given initial treatment along with maintenance treatment. The
initial treatment time and the maintenance treatment time for the general dental patients and the
orthodontic and cosmetic patients are different. When the patients arrive each of them has to fill
up details regarding patient information, photo and medical history. The registered information is
recorded for future references. In fact the dentists also enter and update patient details with
respect to the conduction of the consultations. Before leaving the patients are requested to
provide the payments for the services. During this time discounts in the form of health insurance
cover are checked and applied respectively.
2.0 Business Process Modelling Report for: Ballarat Dentistry
2.1 Process Categorization Model
Michael Porter’s Value Chain Model:
The value chain model proposed by Michael Porter is an influential tool in categorizing the
business processes. According to the model the business processes are categorized as core
processes or primary activities and support processes or support activities (Porter &
Heppelmann, 2017).
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Source: mindtools.com
Primary activities or Core processes:
Core processes or primary activities are associated with the development, maintenance, sale and
support of a service or product (Lemabska-Majdzika & Okreglicka, 2015). The core processes or
primary activities are -
Inbound logistics: These processes are associated with the receiving, storing and distribution of
the inputs. The relationship between an organization and the suppliers adds value to these
processes (Ovans, 2015).
Operations: These processes relate to the transformation of the inputs into outputs that will be
sold to the customers. In this case the systems conducting the operations add value.
Outbound logistics: These activities are related to the delivery of the services or products to the
customers. The activities include collection, storage of the output and its distribution which can
be external or internal.
Marketing and Sales: With these processes an organization persuades the customers to buy the
services or products from them and not from the competitors. The provision of benefits to the
customers and effective communication add value over here (Sindi, & Roe, 2017).
Service: These processes are related with the maintenance of the value of the services or
products that have been provided to the customers.
Support processes or support activities:
These processes or activities provide support to the core processes or primary activities.
Procurement: An organization performs these activities to obtain the resources for operations.
Human Resource Management: These activities deal with effective recruitment, training,
motivation, retaining and rewarding of the employees or workers.
Technological development: With these activities an organization manages, protects and
processes the confidential information. The activities also safeguard the knowledgebase of the
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organization. Implementation of current technologies, updating of the technologies and
minimizing the technical costs add value over here (Porter, & Kramer, 2018).
Infrastructure: These act as the support system of an organization. It is dependent on the general,
legal, administrative and accounting management of the organization.
The Porter’s model can be implemented by –
1. Identifying the primary and support activities of the organization.
2. Identifying the processes under each activity.
3. Accessing the processes to evaluate where value is added and where it is not added.
4. Evaluating the interaction between the activities to determine the addition of the values.
5. Taking action for maximizing the adding of values and eliminating the activities which do not
add values.
With reference to the case study it can be observed that three services are provided to the
patients; they are general dental, orthodontic and cosmetic dentistry. Each of the services
includes other sub-activities or sub-processes. The primary activities in the provided scenario are
the diagnosis, treatment, providing of services, providing of care packages and maintenance
treatment to the patients. The support services are implementation of appropriate technology,
retaining of efficient professionals and management of the different departments assisting the
patients.
When the processes within an organization have been identified then it becomes necessary to
understand the relationship between these processes. The relationship between the narrow and
the broad processes is important to be mapped. With reference to the case study broader process
like the management of the patient details can be related to narrow processes like registering of
the patient details, updating of the patient information, payment of the treatment, etc. This is
referred as hierarchical relationship between the processes (Ovans, 2015). Relationships can be
established between the processes from other perspectives also. For example the providing of the
patient details, medical history and photo can be considered as an upstream process in
comparison to the treatment given to the patients.
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2.2 Capability Maturity Model (CMM)
CMM is a methodology which is used for developing and refining the software developmental
process of an organization. The model consists of five levels that provide an evolutionary path
for the systematically organized and matured processes (Rosemann, & vom Brocke, 2015).
The five levels of CMM are:
Initial level: This level signifies disorganized and chaotic processes. Success is dependent on the
individual efforts and cannot be repetitive (Chicksand et al, 2016). The processes are not
successfully documented and defined thus cannot be replicated.
Repeatable level: The techniques associated with project management are established. Therefore
successes can be repeated. The processes have been established, documented and defined.
Defined level: With greater attention towards documentation, integration and standardization the
organization has created its software process (Chen, & Wang, 2018).
Managed level: The software processes are controlled and monitored by the organization through
analysis and collection of data.
Optimizing level: The processes are improved continuously through feedbacks and monitoring.
Innovative processes are introduced for serving the particular needs of an organization in a better
way (Doss et al, 2017).
The process management of Ballarat Dentistry can be associated with the managed level of the
CMM model. Here the processes are controlled and monitored by experts or professionals.
Analysis and collection of data are considered for ensuring better management of the processes.
2.3 Case Function Matrix
General Dental
patients
Orthodontic
patients
Cosmetic
Dentistry patients
Management Process X X X
Risk X X X
Operations Registration X X X
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Arrival of the
patients 15
minutes before
Registering or
updating of
patient
information
Comprehensive
test
Findings
consultation
Initial
treatment
Maintenance
treatment
Checking of
insurance
coverage
Payment of the
services
Next appointment
booking
Comprehensive
Test
X X X
Initial Treatment X X X
Follow up
Treatment
X
Panoramic Dental
X-ray
X X
Support Finance
HRM X X X
ICT X X X
2.4 Process Model for: General Dental Care
Figure 1: Process model for the general dental care process.
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Comprehensive test
Jaw and jaw
joint
examination
Bite
assessment
Smile analysis X-ray
Arrival of the
patients
before 15
minutes
Registration
or updating
of patient
details
Offsite
panoramic X-
ray
Findings
Discussion
Initial
treatment
Follow-upChecking of
insurance
coverage
Payments of
the services
Next
appointment
booking
Figure 2: Process model of comprehensive test under general dental care.
2.5 Process Model for: Orthodontic and Cosmetic Dentistry Care
Figure 3: Process model for orthodontic and cosmetic dentistry care.
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2.6 7PMG discussion for: General Dental Care
As per guideline 1 few elements have to be used in the process model (Avila, 2018). In figure 1
it can be seen that only eight models have been used. However the last two elements regarding
the billing element can be merged into one element. The model follows the guidelines 2 that is
minimization of routes per element, guideline 3 that is use of one start and end event, guideline 4
the model is structured, guideline 5 that is no OR routing is present and guideline 7 that is the
model is quite structured. According to guideline 6 verb-object activity labels are absent in some
of the elements.
2.7 7PMG discussion for: Orthodontic and Cosmetic Dentistry Care
In figure 3 it can be observed that as per the guideline 1 few elements in the process model can
be merged for reducing the number of elements. The model does use minimum routes per
element. According to guideline 3 there is one start event and one end event. In accordance with
the guideline 4 the model is structured and no OR routing is present in the process model
(Dumas et al, 2018). In this model also as per the guideline there is some error regarding the
verb-object activity labels.
2.8 Cycle time for: General Dental Care
Arrival of the patients = 15 minutes before
Registering or updating of the patient’s information = 30 minutes
Comprehensive test = 1 hour and 30 minutes = 90 minutes
Findings discussion = 45 minutes
Initial treatment = 1 hour = 60 minutes
Maintenance treatment = 45 minutes
Payment process = 5 minutes
Booking for next appointment = 5 minutes
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Therefore cycle time for general dental care process = (15 + 30 + 90 + 45 + 60 + 45 + 5 + 5)
minutes = 295 minutes = 4 hours 55 minutes
2.9 Cycle time for: Orthodontic and Cosmetic Dentistry Care
Arrival of the patients = 15 minutes before
Registering or updating of the patient’s information = 30 minutes
Comprehensive test = 1 hour 30 minutes = 90 minutes
Findings discussion = 45 minutes (depends on the availability of the panoramic X-ray report
which can take up to 7 days)
Initial treatment = 2 hours = 120 minutes
Maintenance treatment = 45 minutes
Payment process = 5 minutes
Booking for next appointment = 5 minutes
Cycle time for orthodontic and cosmetic dentistry care = (15 + 30 + 90 + 45 + 120 + 45 + 5 + 5)
= 355 minutes = 5 hours 55 minutes
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Arrival of the
patients 15
minutes before
Register or
update
patient’s
information
Comprehensive
test
Findings
consultation
Initial
treatment
Maintenance
treatment
Insurance cover
check and
payment of the
services
Next
appointment
booking
Comprehensive test
Jaw and jaw
joint
examination
Assessing bite Analyze smile X-ray
2.10 Redesign for: General Dental Care
Figure 4: Modified general dental care process model.
Figure 5: Modified comprehensive test model
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Arrival of the
patients
before 15
minutes
Register or
update
patient‘s
details
Onsite
panoramic X-
ray
Findings
Discussion
Initial
treatment
Follow-up
Check
insurance
cover and
accept
payments
Book next
appointment
In the above process model with respect to general dental care the issue that can be noticed is
related to time cycle. The comprehensive test is taking a lot of time to get completed. Measures
can be taken to improve the operating systems which are associated with the conduction of the
comprehensive test. Technical up gradation of the systems will speed up the process of
comprehensive tests thereby reducing the overall time required for the completion of the general
dental care process (Vom Brocke, & Mendling, 2018).
2.11 Redesign for: Orthodontic and Cosmetic Dentistry Care
Figure 6: Modified orthodontic and cosmetic dentistry care process model.
In the model has been modified by considering onsite panoramic X-ray rather than the offsite
panoramic X-ray as the latter is taking large amount of time that is nearly 7 days to move on to
the next step that is discussion of the findings. Generally the entire process is taking
approximately 6 hours and the treatment will get more delayed if onsite panoramic X-ray is not
done. Also the treatment procedure is taking 2 hours. Many advanced technologies associated
with orthodontic and cosmetic dentistry have been developed (Kasemsap, 2018). Those
technologies can be utilized for reducing the total cycle time.
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2.12 BPMS architecture
The Business Process Management System (BPMS) is a framework or conceptual architecture
that helps in providing a solution for organizations like Ballarat Dentistry. Sometimes BPMS is
referred to as the business process management cycle. There are several stages in the BPMS
architecture. The stages are identification of the existing business process model, analysis of the
process model, redesigning of the process model, implementation of the new model and
monitoring of the performance of the modified model (Mendling et al, 2017). In the first stage of
the architecture the existing process model is viewed to evaluate whether it is meeting the
objectives of the organization. After this the process model is analyzed for measuring the
efficiency of the model. If there are areas of improvement in the process model then it is carried
out in the fourth stage (Jalali et al, 2017). The model is redesigned as per the requirements of the
organization. After the completion of the redesigning the modified process model is
implemented by the organization. As per the sixth stage the implemented model is analyzed for
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IdentificationoftheprocessAnalysisngtheprocessRedesigningtheprocessImplementationoftheredesignedprocessMonitoringoftheprocessThe architecture of
the process is
analyzed
The weaknesses and
impacts of the process
model is observed
The process model is
modified according to
the needs
Execution of the
redesigned model
Observation of
the performance
and comparison
with the old one
The existing process is
identified

measuring the efficiency of its performance. If the redesigned process model is able to support
the objectives of the business of the organization then it is accepted (Kerzner, & Kerzner, 2017).
With reference to the case study it can be said that the BPMS architecture discussed over here is
appropriate for redesigning the processes of Ballarat Dentistry.
3.0 Conclusion
In this report the main discussion has been carried about business process designing. For a proper
business designing various aspects have to be considered. The process model has to fulfill the
purpose of the business. There are models like Porter’s model, Earl’s model, CMM model, etc
which can be applied to measure the efficiency of the identified process model of the
organization. For this particular report the case study reflecting the processes of Ballarat
Dentistry has been considered. With reference to the case study discussions have been carried
out for redesigning the processes of the mentioned organization.
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4.0 References
Avila, D. T. (2018). Process modeling guidelines: systematic literature review and experiment.
Chen, Y. C., & Wang, Y. J. (2018). Application and development of the people capability
maturity model level of an organisation. Total Quality Management & Business
Excellence, 29(3-4), 329-345.
Chicksand, D., Marshall, D., Rehme, J., Greasley, A., & Walker, H. (2016). Towards The
Creation Of A Service Delivery Capability Maturity Model. In 5th World Conference on
Production and Operations Management P&OM, 6th-10th September 2016, Havana, Cuba.
Doss, D., Goza, R., Tesiero, R., Gokaraju, B., & McElreath, D. (2017). The Capability Maturity
Model as an industrial process improvement model. Manufacturing Science and
Technology, 4(2), 17-24.
Dumas, M., La Rosa, M., Mendling, J., & Reijers, H. A. (2018). Process discovery.
In Fundamentals of business process management (pp. 159-212). Springer, Berlin, Heidelberg.
Jalali, A., Ouyang, C., Wohed, P., & Johannesson, P. (2017). Supporting aspect orientation in
business process management. Software & Systems Modeling, 16(3), 903-925.
Kasemsap, K. (2018). Mastering business process management and business intelligence in
global business. In Global Business Expansion: Concepts, Methodologies, Tools, and
Applications (pp. 76-96). IGI Global.
Kerzner, H., & Kerzner, H. R. (2017). Project management: a systems approach to planning,
scheduling, and controlling. John Wiley & Sons.
Lemabska-Majdzika, A., & Okreglicka, M. (2015). Identification of business processes in an
enterprise management. Economics and Finance, 27, 394-403.
Mendling, J., Baesens, B., Bernstein, A., & Fellmann, M. (2017). Challenges of smart business
process management: an introduction to the special issue.
Ovans, A. (2015). What is a business model. Retrieved July, 5, 2016.
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Porter, M. E., & Kramer, M. R. (2018). 16 Creating Shared Value. Managing Sustainable
Business: An Executive Education Case and Textbook, 327.
Porter, M., & Heppelmann, J. (2017). Why every organization needs an augmented reality
strategy. Harvard Business Review, 95(6), 46-57.
Rosemann, M., & vom Brocke, J. (2015). The six core elements of business process
management. In Handbook on business process management 1 (pp. 105-122). Springer Berlin
Heidelberg.
Sindi, S., & Roe, M. (2017). The Evolution of Supply Chains and Logistics. In Strategic Supply
Chain Management (pp. 7-25). Palgrave Macmillan, Cham.
Vom Brocke, J., & Mendling, J. (2018). Business process management cases. Digital innovation
and business transformation in practice. Cham, Switzerland: Springer (Management for
Professionals). Online verfügbar unter http://www. springer. com.
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