Business Process Analytics and Change: Team Process Design Case Study

This report discusses the process of business management in the context of Ballarat Dentistry. It covers process modeling, categorization, and capability maturity models. It also includes a redesign of the general dental care process. The report uses analytical tools such as Porter or Earl's categorization model, Capability Maturity Model (CMM), and Mendling 7PMG guidelines.

BUSINESS PROCESS ANALYTICS AND
CHANGE
Team Process Design Case Study
1

Executive summery
The main purpose of this report is to give an overall view of the process of the business
management. In this report, a discussion has been made on the basis of the identification process
in the context of the given case study which is basically based on the process modeling of the
business that is about dentistry. This report deals with the development of business process
modeling in context of Ballarat Dentistry by considering different types of model such as
Capability Maturity Model (CMM) along with various approaches like leadership, team building,
and performance management approaches for the management of the business process. In order
to describes all this things, we have to use various process categorization model of Porter or Earl,
by applying techniques of Dijkman for the preparation of case function matrix in order to
identify all associated processes, Mendling 7PMG guidelines for the discussion part etc. All
these are the analytical tools or models which are used for the analysis of the process & the
design of the business in the context of the given case study which is Ballarat Dentistry.
2

Table of Contents
Executive summery.....................................................................................................................................2
Introduction.................................................................................................................................................4
Business Process Modeling Report for Ballarat Dentistry............................................................................4
Process categorization model..................................................................................................................4
Capability maturity model.......................................................................................................................6
Case function matrix................................................................................................................................7
Process Model for General Dental...........................................................................................................8
Process Model for Orthodontic...............................................................................................................9
7PMG discussion for General Dental.....................................................................................................10
7PGM discussion for Orthodontic..........................................................................................................10
Cycle time for General Dental................................................................................................................10
Cycle time for Orthodontic....................................................................................................................11
Redesign for General Dental..................................................................................................................11
Redesign for Orthodontic......................................................................................................................13
BPMS architecture.................................................................................................................................13
Conclusion.................................................................................................................................................15
List of references.......................................................................................................................................16
3

Introduction
Business process management refers to a process of managing operations which includes
different methods in order to discover, modeling, analyzing, measuring, improving, optimizing
and industrialized the process of business. This process helps to improve the process of business
from one end to another end through the above mentioned steps. It is a combination of art &
science as well in terms of the steps that includes in this process. The main aim of this process is
to make improvement in the existing business process in terms of many ways which depends
upon the various objectives such as reduction of cost, reduction of time in terms of execution &
reduction of rate of error. It is all about the management of the whole activities related to the
business, decision making process. At the end of the day it adds value to the organization in
terms of customers as well. For this reason this process is also termed as chain of events which
relates activities & decisions by taking the initiatives in terms of improvements.
As per the given case study of Ballarat Dentistry, it able to provide different services to the
patients such as orthodontics, cosmetic dentistry and general dental services. According to this
case study it can be seen that each & every new patients should go through an all inclusive
process which includes several test related to dental health of the patients that prescribes by the
dentist. This all inclusive process refers to the examination process which means the analysis &
assessment of jaw & the joint section of jaw. This overall process takes near about 1 hour and 30
minutes for the completion of it. After all this process of examination, the result of the
examinations is discussed in between the patients & dentist & the dentist gives a schedule to the
patient to take care of his/her problem along with a copy of the package of dental care procedure.
There are mainly three departments which are divided as general dental, orthodontic & cosmetic
dentistry. This is all about the given case study and we going to discuss about these business
process management of Ballarat Dentistry through various steps as per below.
4

Business Process Modeling Report for Ballarat Dentistry
Process categorization model
Process categorization model is related to the process identification in terms of designation phase
which helps to understand the business procedure of any organization. This includes the
interrelationship of several factors as well. Under this designation phase, there are different
categorizing model of process among them two are well known which are Porter’s model
proposed in the year of 1985 and Earl’s classification proposed in the year of 1994 (Pietron,
2010). Among this two, Michael Porter’s model is named as value chain model followed by
various steps which are primary, support & margin & also an important tool of categorising
procedure of business whereas Earl’s classification complies all the basic ideas. This Earl’s
classification is also divvied into several steps such as core processes, processes of support,
processes of business network and processes of management. In this context of Ballarat
Dentistry, we have considered earl’s classification as the process categorization model which is
discussed below –
Earl’s classification of categorization of the process
This Earl’s classification sums up the basic ideas regarding the classification of the process
through the steps as per the diagram by adding its value chain target & project structure. Firstly
the core process refers to the basic ideas related to the business operations which is directly
connected to the external customers just like the new customers of the Ballarat Dentistry & it
also consists some primary activities which includes the value chain as well. Process of support
is generally deals with the internal customers by providing supportive activities with respect to
5
Process Structure LowHigh
Primary
Secondar
y
Value Chain
Target

the core process. In this context it refers to the existing or old customer of the Ballarat Dentistry.
In general, it indicates to the administrative activities or specifically the secondary activities of
the value chain. The next step is the process of business network which is the process of
extension apart from the barriers of the specific organization which includes several factors like
suppliers, customers and associates (Pietron, 2011). Here, customers refer to the patients in this
context of the case study. And the last one is the process of management which is most important
one. It includes the plans of the organizations in order to control the resources in a specific way
for the development in terms of further progress of the organization (Lemańska-Majdzik &
Okręglicka, 2015). Throughout this model as per the various processes, the main aim is to
identify the staffs of the various department of the organization that is Ballarat Dentistry here &
then implement the process model in order to generate a process management system of business
for which awareness regarding the respective department of special treatment options such as
general dental, orthodontic & cosmetic dentistry as per this case study which are provided to the
various patients as per their problems.
Capability maturity model
The capability maturity model is a methodology which is generally used for the developmenmt
of process of any specific organization in terms of software development. This is five level
model as shown in the below diagram.
6
Initital1Repeatable2Optimizing5
Analytical process
Standard
consistent process
Predictable process
Continuously
improving process

The five level process of Capability maturity model
In this CMM level, the first one is initial level which is applicable to the unorganized process in
order to get success by providing individual efforts & this is not a repeatable process. The next
one in the repeatable level in which the basic techniques of the process of the management of the
project has been established & in order to get success this process can be repeated. Next is the
defined level which refers to the development of the own software in order to manage the whole
procedure of the business of any organization by paying attention to the process of
documentation, standardisation, and integration as well. Managed level describes the controlling
& monitoring procedure of the own data of the organization via the process of data collection &
analysis. And the least level is the optimizing level in which the process is optimized in a
constant manner for the improvement by taking the feedback from the existing process. In this
level introduction of new innovative ideas in terms of process is also included as per the
requirement for the betterment of the organization to fulfil the particular needs of the customers
as well (Dumas).
In this context the as per out point of view, the organization Ballarat Dentistry is in managed
level as it able to control & monitor their own process of business management through the data
collection procedure & data analysis process of the patients who comes to the dentist. So the
CMM level is 4 in this context of the given organization.
Case function matrix
Case types
General Dental Orthodontic Cosmetic Dentistry
Management
Process X X X
Risk X X X
Operations
Registration X X X
Finding consult X X X
Comprehensive
examination
X X X
Initial & follow-
up treatment
X X X
7

Registration or
updating
information of
patient
Comprehensive
test
Findings
consultant
Initial
treatment
giving
Follow up
treatment &
maintenance
treatment
Checking for
the coverage of
insurance
Payment making
Maintenance
treatment
X
Panoramic
dental x-rays
X X
Support
HRM X X X
ICT X X X
Finance
Development X X X
A case function matrix derives into the process landscape model in this context of Ballarat
Dentistry case study by applying guidelines (Dijkman, R., Vanderfeesten, I., & Reijers, H. 2011).
Process Model for General Dental
Process model for the general dental procedure
8
Booking of Next
appointment

Comprehensive test
Examination
of jaw and
jaw joint
Assessment of
Bite
Analysis of
smile
Panoramic
dental X-ray
Registration
or updating
information
of patient
Panoramic
dental X-ray
Discussion
of findings
Initial
treatment
giving
Follow-up
treatment
Checking of
coverage of
insurance
Payments
making of
the services
Booking of
Next
appointment
Process model of comprehensive test under general dental process
Process Model for Orthodontic
Process model for orthodontic care
9

7PMG discussion for General Dental
As per guidelines of the 7PMG, there are several ingredients which should be used in the process
model. As per the above model of the process, it can be stated that only eight models have been
used which is presented as step by step procedure. However the last two elements are about the
billing procedure which can be merged into one. (Mendling et al., 2010). The model follows all
the guidelines as presented in the 7PGM model which includes the minimization of the route,
using of one start and end event in the process model, the model should be structured etc.
According to guidelines one of them which is verb-object activity labels are absent in some of
the elements of the process model.
7PGM discussion for Orthodontic
As per the diagram of the process model of orthodontic care, it can be said that all the elements
of the guidelines of the 7PGM can be merged in order to reduce the number of elements in the
process model. The model should have minimum routes per element. According to the guidelines
there should be one start event and one end event. In accordance with another point of the
guideline, the model should be structured (Anand et al., 2012). In this model, as per the guideline
there is some error related to the verb-object activity labels that are present.
Cycle time for General Dental
Registration or updating information of patient = 30 minutes
Comprehensive test = 1 hour and 30 minutes = 90 minutes
Discussion of findings = 45 minutes
Initial treatment giving procedure = 1 hour = 60 minutes
Maintenance treatment giving procedure = 45 minutes
Payment making = 5 minutes
Booking of next appointment = 5 minutes
The cycle time for general dental care procedure = (30 + 90 + 45 + 60 + 45 + 5 + 5) minutes =
280 minutes = 4 hours 55 minutes
10

Arrival of the
patients 15
minutes before
Registration or
updating
information of
patient
Comprehensive
test
Discussion of
findings
Initial
treatment
Maintenance &
follow up
treatment
Insurance cover
checking and
payment of the
services
Booking of Next
appointment
Cycle time for Orthodontic
Registration or updating information of patient = 30 minutes
Comprehensive test = 1 hour 30 minutes = 90 minutes
Discussion of findings = 45 minutes (depending on the availability of the report such as
panoramic X-ray report which takes time up to 7 days)
Initial treatment giving procedure = 2 hours = 120 minutes
Maintenance treatment giving procedure = 45 minutes
Payment making process = 5 minutes
Booking for next appointment = 5 minutes
Hence, cycle time for orthodontic care = (30 + 90 + 45 + 120 + 45 + 5 + 5) = 340 minutes = 5
hours 40 minutes
Redesign for General Dental
Modified general dental care process model
11

Comprehensive test
Jaw and jaw
joint
examination
Assessment of
bite
Analyzing of
smile
Dental X-ray
Modified comprehensive test model
The above process model is for general dental care the issue which is noticed in cycle time
calculation stage that it takes a lot of time. Among all others, comprehensive test is taking more
time for the completion of the procedure than others. Measurements can be taken for doing the
improvement of the whole operating systems which is linked up with the process of the
comprehensive test. Technical up gradation of all these systems is all needed in order to speed up
the process of comprehensive tests mainly & others as well. Hence, the reduction of the overall
time which is required for the completion of the general dental care process can be made.
12

Arrival of the
patients 15
minutes before
Registration or
updating
information of
patient
Panoramic
dental X-ray
Findings
consultation
Initial
treatment
giving
Maintenance &
follow up
treatment
Insurance cover
checking and
payment of the
services
Booking of Next
appointment
Redesign for Orthodontic
Process model for orthodontic care
The above process model is for orthodontic care & the main the issue which is noticed in the
process of cycle time calculation stage is that it takes a lot of time. Among all others, panoramic
dental X-ray is taking more time for the completion than others which can take up to 7 days.
Measurements can be taken for doing the improvement of this particular process which is linked
up with the overall process. Technical up gradation is also needed in order to speed up the
process mainly the dental X-ray & others as well. Therefore, the reduction of the overall time
which is required for the completion of the orthodontic care process can be made.
BPMS architecture
BPMS stand for business process management system. It is a conceptual architecture or
framework which is used to develop solution for the business related organization such as
Ballarat Dentistry as mentioned in the case study. It also named as the life cycle of the business
process management. This includes several stages for the management of business process
starting with the identification of the process of the business, followed by the process discovery,
13

analysis of the process, redesigning of the process, implementation of the process & ends with
the monitoring & controlling of the process as per the below diagram.
The first step is the identification of the process which refers to the overall view of the process
flow in the organization & interrelationship of all the factors to each other within the
organization. Next stage is the discovery of process which is also known as as-is process
modelling or process design & indicates the current state of the process that is involved in the
business. Analysis of the process is another stage of this framework which is also associated to
the previous stage as well (Silver, 2011). In this stage, performance is measured in terms of the
output by giving priority to the issues, their impacts & also to the efforts which are involved in
order to resolve them (Jacobs et al., 2014). Redesigning of the process is the modification of the
existing process which is also termed as improvement stage of the existing process of the
business. In this stage several changes can be done by analyzing the existing process in the
previous steps in order to fulfill the goal of the organization by creating a to-be process model &
14
As-is model of process
To-be process
model
Observation on
weakness & its
impacts
Similarity &
performance
observation
Executable process
model
Process architecture
Identification of the
process

its implementation which is the next stage of this framework. This implementation procedure is
basically based on two specific aspects which are management of organisational change
management and process automation in general where management of operational change
indicates the activities which are required in order to change way of working & automation of
the process refers to the development and deployment of IT systems to support the existing
system of the business process (Recker et al., 2009). The last stage is about the monitoring &
controlling procedure of the data mainly which are collected & analysed in order to determine
the performance.
In this context of the case study, the above architecture of business process management system
is applicable for the Ballarat Dentistry & the steps are already followed which is shown in the
above points of discussion.
Conclusion
From this discussion of the report, it can be concluded that the topic business process
management is examined thoroughly by explaining various steps in the context of Ballarat
Dentistry case study. We can get an overview of designing a management of the process of
business which includes business process management architecture & various analytical tools as
well.
15

List of references
1. Ahmed, S., & Amagoh, F. (2008). Modeling hospital resources with process oriented
simulation. Central Asia Business, 1(1), 5-20.
2. Alotaibi, Y. (2016). Business process modelling challenges and solutions: A literature
review. Journal of Intelligent Manufacturing, 27, 701-723.
3. Anand, S. (2012). Performers and Actors – BPM basics. Retrieved January 3, 2017 from
http://bpmgeek.com/blog/performers-and-actors-bpm-basics
4. Dijkman, R., Vanderfeesten, I., & Reijers, H. (2011). The road to a business process
architecture: An overview of approaches and their use. Eindhoven: BETA. Retrieved
March 1, 2017 from, http://alexandria.tue.nl/openaccess/Metis255284.pdf
5. Dumas, M., La Rosa, M., Mendling, J., & Reijers, H. (2013). Fundamentals of business
process management. London: Springer.
6. Harvard Business School. (2010). Improving Business Processes. Boston, Massachusetts,
Harvard Business School.
7. Jacobs, F. R., Chase, R. B., & Lummus, R. R. (2014). Operations and supply chain
management (pp. 533-535). New York, NY: McGraw-Hill/Irwin.
8. Lemabska-Majdzika, A., Okreglicka, M. (2015). Identification of business processes in
an enterprise management. Economics and Finance, 27, 394-403.
9. Mendling, J., Reijers, H.A., van der Aalst, W.M.P. (2010). Seven process modeling
guidelines (7PMG). Information and Software Technology.,52, 127-136.
10. Pietron, R. (2016). Best practices in business process modelling. Information Systems in
Management, 5(4), 551-562.
11. Recker, J., Rosemann, M., Indulska, M., & Green, P. (2009). Business process modeling-
a comparative analysis. Journal of the Association for Information Systems, 10(4), 1.
12. Rock, G., & Dwyer, T. (2017). What is BPM anyway? Retrieved January 3, 2017 from
http://www.bpminstitute.org/resources/articles/what-bpm-anyway-business-process-
management-explained
16

13. Rostek, K. (2012). The reference model of competitiveness factors for SME medical
sector. Economic Modelling, 29(5), 2039-2048.
14. Silver, B. (2011). BPM method & style: With BPMN implementers guide (2nd ed.). Aptos,
USA: Cody-Cassidy.
15. Van Der Aalst, W. M., La Rosa, M., & Santoro, F. M. (2016). Business process
management.
16. Wolf, Hans-Jürgen. (1974). Geschichte der Druckpressen. Frankfurt/Main: Interprint.
17

18