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

This report discusses the business process management activities of Ballarat Dentistry through various business models such as Capability Maturity Model (CMM) and efficient level of leadership and performance management required for successful achievement of business goal. It includes a range of business models such as Capacity Maturity Model (CMM) and various business management approaches that can be applied in the business development process of Ballarat Dentistry.

Business process Analytics and Change
Team Process Design Case Study: Ballarat Dentistry
1

Executive Summary:
Since last few years the dentistry business has been changed a lot due to advancement of
technology. The business development process have become too much technology oriented and
this entire report will reflect various aspects of such dentistry business development through
various business models in the context of a dentistry organisation named Ballarat Dentistry. In
this report a range of business model have been discussed such as Capacity Maturity Model
(CMM). However implementation of business model is not the final process of archiving the
business goal, for successful achievement of business goal along with the selection of proper
business model efficient level of leadership and performance management are also required. This
report has also reflected on various kind of business management approaches that can be applied
in the business development process of Ballarat Dentistry.
2

Table of Contents
1.0 Introduction:..............................................................................................................................3
1.1 Purpose of the report..................................................................................................................3
1.2 Case Study:................................................................................................................................3
1.3 Report Plan:...............................................................................................................................3
1.4 Case Studies Overview..............................................................................................................5
2.0 Business Process Modelling Report for: Ballarat Dentistry......................................................5
2.1 Process Categorization Model...................................................................................................5
2.2 Capability Maturity Model (CMM)...........................................................................................9
2.3 Case function matrix................................................................................................................10
2.4 Process Model for General Dental care...............................................................................12
2.5 Process Model for Orthodontic and Cosmetic Dentistry Care............................................14
2.6 7PMG discussion for General Dental Care.........................................................................15
2.7 7PMG discussion for Orthodontic and Cosmetic Dentistry Care........................................15
2.8 Cycle time for General Dental Care....................................................................................15
2.9 Cycle time for Orthodontic and Cosmetic Dentistry Care...................................................16
2.10 Redesigning for General Dental care.................................................................................16
2.11 Redesigning for Orthodontic and Cosmetic Dentistry Care..............................................18
3. Conclusion.................................................................................................................................20
4. References..................................................................................................................................22
3

1.0 Introduction:
1.1 Purpose of the report
This report is associated with the purpose of understanding the entire business process
management activities .Business process management can be defined as such a process that is
used to improve a business process form one end to another end. Such kind of improvement
process includes as range of stages and sub-processes like discovering, analysing, modelling and
optimisation of various industrial process. Various aspect of business process modelling will be
discussed in this report (Chen & Wang, 2018).
As business modelling seeks higher level innovation and statistical analysis of probable
outcomes hence and effective business operation management process needs combined
application of arts and sciences. Business process management is associated with the aim of
exiting process enhancement that is comprised of cost management, rate of error reduction,
decision making activities etc. As a rage of sub-processes are associated with business process
management in step by step manner hence the entire process is alternatively termed as chain of
events that leads to the value addition to organisation and customer as well. The process of
identifying those ways of value addition is the key purpose of this report.
1.2 Case Study:
The entire discussion of business process modelling will be carried out in the context of Ballarat
Dentistry which is a Dentistry group that offers various kinds of dental treatment, management
and grooming services such as, orthodontics, dental implantation, cosmetic dental surgery etc.
with increasing patient pool the consistency level of their service is getting hampered to some
extent and due to this reason they have planned to improve their business process through proper
business process management model implementation.
1.3 Report Plan:
Importance of report planning
4

While carrying out a business development process modelling report it is essential to make a
plan for entire process that will ensure the level of successful implementation of the model.
Moreover proper planning also help in reduction of error rate during the modelling process
making it more cost and time effective. Here lies the key importance of report planning (Doss et
al 2017).
Steps of report
The first step of this report will be associated with the selection of process categorization of
Ballarat Dentistry followed by a discussion relevant to the provided case study. According to the
case study Ballarat dentistry have provided more importance to the Capability Maturity model
and in the second steps of report planning this model will be disused and analysed critically in
the context of Ballarat Dentistry process management practices. The third step of this report will
generate a function matrix considering the various business situation provided in the case study.
In the next step the process modelling will be carried out through discussion of two different
process- 7PGM, Cycle Time Calculation and redesign discussion. The final step of the report
will present the final BPMS model architecture in accordance with the provided cases study.
Outline of report Plan
5
Selection of process categorisation for Ballarat Dentistry process
Discussion of Capability Maturity Model (CMM)
Generation of Function matrix addressing all problematic business
situation of Ballarat Dentistry
Discussion of 7PGM and Cycle Time Calculation
Presentation of Final BMPS model architecture

1.4 Case Studies Overview
Ballarat Dentistry offers orthodontics, cosmetic dentistry and other type of dental treatments to
the patient. A large number of patients visit this organisation from various part of the country.
This dental organisation provide comprehensive test comprising of smile analysis haw-joint
examination etc to all of their new patients but this steps take a bit longer time. Patients are also
provided with various packages during their care schedule. Their information management
system is efficient but lengthy process, each patient has to fill their details manually. Latter
dentist update and alter the information according to the treatment requirement. The payment is
taken at the final step when patients get discharged from the clinic and at this step any kind of
applicable discount and insurance provisions are checked and applied accordingly.
2.0 Business Process Modelling Report for: Ballarat Dentistry
2.1 Process Categorization Model
Process Categorization Model can be associated with the designation phase that helps in
identifying the processes within an organization and assists in understanding the procedures of
the business of the organization. Along with this the interrelationship among the various factors
is also needed to be understood (Van Der Aalst, La Rosa, & Santoro, 2016). With reference to
the designation phase several models are there for categorizing the model of the processes within
a business organization. Among these models the two most prominent process categorization
models are Michael porter’s model that had been proposed in the year 1985 and Earl’s model
that had been proposed in the year 1994 (Kerzner, & Kerzner, 2017). The model proposed by
Michael Porter is a value chain model that reflects about various processes like primary
processes and support processes. On the other hand Earl’s model reflects about all the basic ideas
that are required for understanding the processes within a business environment. The Earl’s
classification model incorporates steps like primary processes, support processes, business
network processes and management processes. With reference to the case study of Ballarat
6

Dentistry Michael Porter’s value Chain Model has been considered for categorizing the
processes of the particular organization.
Michael porter’s Value Chain Model:
Source: wordpress.com
The value chain model that had been proposed by Michael Porter in 1985 is quite influential in
providing a categorization of the processes existing within a business organization. With respect
to the value chain model the processes carried out by a particular organization are classified or
categorized as primary processes or core processes and support processes.
Core processes or Primary processes within an organization:
The developmental process, maintenance process, selling process and supporting process for a
product or a service are defined under the core processes or primary process. The primary
activities or processes within an organization are discussed below.
Inbound Logistics:
The activities or processes in this context are related to receiving of the inputs, storing of the
inputs and distribution of the inputs. An effective or proper relationship existing between the
suppliers and a particular organization adds value to the processes under inbound logistics
(Alotaibi, 2016).
7

Operations:
With reference to this activity the inputs are converted to outputs. The outputs are then sold to
the customers. The systems that are responsible for the transformation of the inputs into outputs
assist in adding value to operations.
Outbound Logistics:
Outbound logistics refer to the activities of delivering the services or products to the customers.
The activities under this section are collection of the output, storing of the output and external or
internal distribution of the outputs to the valuable customers.
Marketing and Sales:
These processes assist in persuading the customers for buying the products or services from a
particular organization. The activities must be effective in preventing the buyers from
approaching the competitor organizations. Providing various benefits in the form of gifts, offers,
etc. to the buyers and maintaining of effective communication with the buyers add value to this
section (Porter & Kramer, 2018).
Service:
The processes under this section are associated with maintaining the values of the products or
services that have been sold to the customers.
Support processes within an organization:
The processes under this section support the primary or core processes within an organization.
Procurement:
These activities are performed by an organization to collect the necessary resources for carrying
out the operations.
Technological Development:
These technological development activities assist an organization in managing, protecting and
processing the confidential information. The organizational knowledge base is safe guarded with
the help of these activities. Updating of the existing technologies, utilization of advanced
8

technologies and minimization of the technical errors and costs contribute to value addition in
this section (Porter & Heppelmann, 2017).
Human Resource Management:
The particular activities include hiring, recruitment, motivation, training, rewarding and retaining
of the workers.
Infrastructure:
These activities provide support to other organizational activities. Infrastructure depends on the
administrative, legal, accounting and general management within the organization.
Application of the Porter’s Model:
 Identification of the core and support processes.
 Determination of the sub processes.
 Assessment of the values of the processes.
 Evaluation of the interaction among the processes.
 Revision of the processes for maximizing value addition.
In the case study it can be seen that the services offered to the patients are general dental care,
orthodontic care and cosmetic dentistry care. There are sub processes under these services. The
core processes with reference to the case study are diagnosis of the problems, treatment,
provision of care packages and follow-up of the treatment. The support activities are retaining of
experts, utilization of advanced technology and proper management of the different departments.
Determine relationship:
After the identification of the processes of an organization, the relationship among the various
processes is needed to be understood. It is necessary to map the relation between the broad and
narrow processes. In the case study the management of the details of the patient falls under the
broad process that can be related to narrow processes like updating of the information, payment
services, etc. This relationship between the processes is considered as the hierarchical
relationship (Van Der Aalst, La Rosa, & Santoro, 2016). The relationship between the processes
can also be understood in another manner. The providing of the medical history and patient’s
9

information is an upstream process while the associated treatment provision is a downstream
process.
2.2 Capability Maturity Model (CMM)
Source: researchgate.net
The CMM can be utilized for refining and developing an organization’s software developmental
process.
The five levels in CMM model:
Initial level:
Chaotic and disorganized processes are represented by this level. In this case the success depends
on individual efforts. The success is not repetitive as the processes are neither successfully
documented nor they are properly defined (Doss et al, 2017).
Repeatable level:
The project management techniques are established at this level. Thus the processes are
documented, defined and established so success is repetitive.
10

Defined level:
The organization has been able to develop its own software process by paying attention towards
integration, standardization and documentation (Chicksand et al, 2016).
Managed level:
The organization controls and monitors the software processes by collecting data and analyzing
them.
Optimized level:
At this level the software processes are constantly revised through monitoring and feedbacks.
The introduction of innovations will help in meeting the requirements of a particular
organization (Sindi & Roe, 2017).
With reference to the case study the process management can be related to the Capability
Maturity Model’s managed level. The process are monitored and controlled by experts.
Processes are better managed by data collection and proper analysis.
2.3 Case function matrix
Case types
General Dental
care
Orthodontic
care
Cosmetic Dentistry
care
Management
Process
management
X X X
Risk
management
X X X
Registration X X X
Findings
consultation
X X X
11

Operations
Comprehensive
test conduction
procedure
X X X
Initial & follow-
up treatment
giving procedure
X X X
Maintenance
treatment giving
procedure
X
Panoramic
dental X-rays
X X
Support
HRM X X X
Finance
ICT X X X
Development of the overall
procedure
X X X
12

Patients
New PatientsExisting Patients
Up-gradation Registration
Comprehensive test
Findings consultant
Initial treatment
Follow up & maintenance treatment
Checking for the coverage of insurance
Payment making
Next booking
2.4 Process Model for General Dental care
Process model of the general dental care process
13

Comprehensive test
Examination of jaw and jaw joint
Analysis of bite Assessment of smile Panoramic dental X-ray
Process model of comprehensive test of general dental care
14

Patients
New PatientsExisting Patients
Up-gradation Registration
Panoramic dental X-ray
Discussion of the results
Initial treatment
Follow up treatment
Checking for the coverage of insurance
Payment making
Next appointment booking
2.5 Process Model for Orthodontic and Cosmetic Dentistry Care
Process model for orthodontic and cosmetic dentistry care
15

2.6 7PMG discussion for General Dental Care
In order make process model for general dental care or orthodontic & cosmetic dentistry care, we
have to follow some guidelines which are named as 7 PMG discussions in general (Avila, 2018).
It consist 7 guidelines basically. As per the no. 1 point, the process should be divided vertically
which is maintained in the above flow chart along with the different flow objects. This process
contains a logical separation with respect to the time & the cycle time calculation will be done in
the next step. This guideline is based on the combination of business functions which are
involved in this given case study of Ballarat Dentistry which can able to form a business process.
As per the general rule there is a big process in matrix format which can be split up in small
functions by following some guidelines. And these guidelines can be applicable for the
separation of the process in between several parts that may be in terms of horizontal or in terms
of vertical which is the main objective of the guidelines. Here we use vertical structure of the
generation of the process model. In order to redesigning the process model for both the cases of
perspective, we have to minimize the blocks which are extended unnecessarily or can be reduce
in order to produce an effective model by following all the guidelines of 7 PMG.
2.7 7PMG discussion for Orthodontic and Cosmetic Dentistry Care
We can get a basic concept or an overview regarding the 7PMG model for the general dental
care section which can be followed in this section of orthodontic & cosmetic dentistry as well.
As per the above diagram, it can be observed that as per the guidelines few components of the
process model can be merged for making a reduction in terms of the number of components. The
model should use minimum routes for each component (Dumas et al., 2018). According to
guidelines, there must be one start and one end functions which is also maintained here. In
accordance with the same, the model is structured as well. In this process model, some error
regarding the verb-object activity labels are also observed.
2.8 Cycle time for General Dental Care
The cycle of time is the calculation of the total time in order to complete the whole procedure
related to the general dental care process.
Registration of new patients or updating the information of new patients = 30 minutes
Conduction of comprehensive test = 1 hour and 30 minutes = 90 minutes
16

Discussion of findings = 45 minutes
Initial treatment giving procedure = 1 hour = 60 minutes
Follow up & maintenance treatment giving procedure = 45 minutes
Payment making procedure = 5 minutes
Booking of next appointment = 5 minutes
Therefore the cycle time for general dental care process = (30 + 90 + 45 + 60 + 45 + 5 + 5)
minutes = 280 minutes = 4 hours 40 minutes
2.9 Cycle time for Orthodontic and Cosmetic Dentistry Care
Registration of new patients or updating the information of new patients = 30 minutes
Conduction of comprehensive test = 1 hour 30 minutes = 90 minutes
Discussion of findings = 45 minutes (This process is fully depends on the availability of the
panoramic dental X-ray report which takes up to 7 days)
Initial treatment giving procedure = 2 hours = 120 minutes
Maintenance treatment giving procedure = 45 minutes
Payment making procedure = 5 minutes
Booking of next appointment = 5 minutes
Hence, the cycle time for orthodontic and cosmetic dentistry care = (30 + 90 + 45 + 120 + 45 + 5
+ 5) = 340 minutes = 5 hours 40 minutes
2.10 Redesigning for General Dental care
In this procedure of redesigning of process model of general dental care, we have considered
some of the issues in order to modify the existing structure with respect to the time cycle that
represents the overall time calculation needed for the whole procedure. By close observation of
the time cycle for general dental care process model, it can be said that the conduction procedure
of comprehensive test takes most of the time basically which should be reduced by merging the
process of bite assessment & smile analysis into a common analysis process for both of them.
17

Arrival of the patients before 15 min. & then registration or up gradation process for the new & old patients respectivel
Comprehensive test
Discussion of findings to the consultant
Initial treatment giving procedure
Follow up & maintenance treatment giving procedure
Checking for the coverage of insurance & payment making procedure
Next appointment booking
Modified general dental care process model after redesigning
And the first step which describes the process of registration is merged for the new patients &
the old existing ones both of them required new registration as well as up gradation respectively.
In spite of these, technical up gradation is also required throughout the overall procedure.
18

Comprehensive test
Examination of jaw and jaw joint
Analysis of bite & smile Panoramic dental X-ray
Modified comprehensive test model after redesigning
2.11 Redesigning for Orthodontic and Cosmetic Dentistry Care
As per the above process of redesigning for the general dental care, here we also implement the
redesigning method in order to implement to the orthodontic & cosmetic dentistry care as well.
In the below modified model which is generated after the process of redesigning, we can modify
the registration procedure as per the above one & the panoramic dental X-ray which takes a lot
of time approx 7 days should be minimized by doing technical modification in order to reduce
the overall time that has been calculated in the cycle time calculation.
19

Arrival of the patients before 15 min. & then registration or up gradation process for the new & old patients respectivel
Panoramic dental X-ray
Findings consultation
Initial treatment giving procedure
Follow up treatment giving procedure
Checking for the coverage of insurance & payment making procedure
Next appointment booking
Modified orthodontic and cosmetic dentistry care process model after redesigning
20

2.12 Business Process Management System (BPMS) architecture
BPMS architecture can be defined a design that is use to automates the organisational business
process. This is alternatively known as life cycle business process (Ovans, 2015). Ballarat
Dentistry has chosen this architecture in order to improve their business process. Different stages
of business management process associated with this architecture is provided below,
In the first stage all the existing business process of Ballarat Dentistry are analysed critically in
order to identify the appropriate process model. The selected model is analysed crucially from
the aspects of architectural design (Rosemann and vom , 2015). Not only that just implementing
the process architecture does not ensure that it will improve the business operation as well as its
outcomes hence the weakness and strengths of this process must be analysed. After this analysis
the model is executed within the Ballarat Dentistry. However in order to maintain the efficacy
level of this model continuous performance observation must be carried out in order to identify
any kind error at initial state (Kasemsap, 2018).
3. Conclusion
It is seen that in this report business process management has been studied by discussing and
understanding the various steps with respect to the case study of Ballarat Dentistry. The
21
All the existing process are analysed in this
step
A critical analysis of the selected
architecture is carried out
A critical analysis of the selected
architecture is carried out
Advantage and disadvantage of this model
is analysed.
Continuous observation of the implemented
process and evaluation of outcomes

discussions have reflected about the process categorization models, maturity models, BPMS
architecture and other steps for the redesigning of the existing processes.
22

4. References
Alotaibi, Y. (2016). Business process modelling challenges and solutions: A literature review.
Journal of Intelligent Manufacturing, 27, 701-723.
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.
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.
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.
Ovans, A. (2015). What is a business model. Retrieved July, 5, 2016.
Porter, M. E., & Kramer, M. R. (2018). 16 Creating Shared Value. Managing Sustainable
Business: An Executive Education Case and Textbook, 327.
23

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.
Van Der Aalst, W. M., La Rosa, M., & Santoro, F. M. (2016). Business process management.
24