Business Process Modeling for Ballarat Dental Clinic

The report provides prescriptive reengineered business process models for two of Ballarat dental clinic’s business processes. It introduces the Ballarat dental clinic case study and provides a description and application of the Porter Process categorization model in the business process. It then provides a description and application of the capability maturity model (CMM).

Business Process Modeling
Title page

Business Process Modeling
Executive Summary
The aim of this report is to provide prescriptive reengineered business process models for two of
Ballarat dental clinic’s business processes. It begins by introducing the Ballarat dental clinic case
study and then provides a description and application of the Porter Process categorization model
in the business process. It then provides a description and application of the capability maturity
model (CMM). The Dijkman et al’s (2011) technique of the case/function matrix is used to map
products/services and business functions. The current business process models are thereafter
illustrated using the BPMN notation. The design flaws in the as-is model are identified by
applying redesign techniques by Reijers and Mansar (2005), which uses heuristics. The current
models are then reengineered based on Mendling et al’s (2010) 7PGM guidelines for process
modeling. The business process architecture is then illustrated using the principles of Porter’s
categorization model and CMM. The conclusion outlines the benefits of the new system to the
Ballarat which are; faster customer service, reduced costs and more focus on customer product
and service improvisation by management.
i

Business Process Modeling
Table of contents
Executive Summary
1.0 Introduction
1.1 Background
2.0 Business Process modeling for the Ballarat dental clinic
2.1 The Porter Process categorization model
Figure 1: The Porter categorization model
2.1.1 Primary activities
2.1.2 Supporting activities
2.2 Capability maturity model
2.3 Case function matrix
Figure 2: Case/function matrix of Ballarat
2.4 Process model for: Arrival of patients
2.5 Process model for: Conduct comprehensive exam
2.6 7PGM discussion for: Arrival of patients
2.7 7PGM discussion for: Conduct comprehensive exam
2.8 Cycle time for: Arrival of patients
2.9 Cycle time for: Conduct comprehensive exam
2.10 Redesign for: Arrival of patients
2.11 Redesign for: Conduct comprehensive exam t
2.12 BPMS architecture
3.0 Conclusion
4.0 References

Business Process Modeling
1.0 Introduction
In businesses the competition for customers and hence profits is one which never ends
(Phiphopsuthipaiboon and Boonsiri, 2016). By being a step ahead of competitors an
organisation can hope to beat its competitors, which means that they get to retain loyal
customers, win over new ones and hence make better profits.
Business processes are the building blocks of business functions in an organisation. A
business process is a set of logically related activities over space and time which accept
input, process it and output results. Business process modeling is therefore, the discipline by
which enterprises and organizations manage these processes. Processes are managed
iteratively through analysis, (re)design and implementation.
According to Dallas and Wynn (2014) business process management (BPM) has gained
prominence among SMEs in various economies as it continues to be adopted. BPMs speed
up execution, provide flexibility and reduce operations costs. Business process redesign on
the other hand, analyses an existing businesss process model, identifies flaws and proposes a
new one. Business process management is therefore a combination of these two closely tied
facets (Dumas et al, 2012)..
1.1 Background
The Ballarat dental clinic offers a wide range of dental services and products to both near and
far patients such as filling cavities, extracting decayed teeth, among others. Patients are
classified into new and ongoing patients. These include removing tooth decay, filling
cavities, repairing fractured teeth and dental examinations such as x-rays and checkups. The
top management of Ballarat has lately decided that they want to improve their business
process model in order to improve performance and enhance their services. Consequently,
they have hired business process reengineering professionals to look into the current business
process model and develop an updated model.
The main reasons for BPR initiative are:-
1

Business Process Modeling
 To achieve faster and reliable customer service
 To decrease costs associated with the lack of customer focus in managing
product/service lifecycle
2.0 Business Process modeling for the Ballarat dental clinic
2.1 The Porter Process categorization model
The Porter process categorization model is a value chain model which describes a set
of processes and components which add value to an end service or product. The
organization is viewed as a system with sub systems which consists of input,
transformative processes, and output. The subsystems utilize resources such as raw
materials and labour to achieve results. The model divides the activities into two
generic categories that a business should follow in their pursuit of profits; primary
activities and supporting activities. The figure below illustrates the Porter process
categorization model.
2

Business Process Modeling
Figure 1: The Porter categorization model
2.1.1 Core processes
These are the activities that are the backbone of the organisation’s
activities and which guide the whole value chain procedure. They
include:-
 Inbound logistics- these processes geared towards the receiving,
storing and dissemination of input to be transformed into end
products
 Operations- These are the processes required to transform inputs
into finished goods and/or services
 Outbound logistics- these processes involve the collecting, storing
and distributing the end product/service to the customer
3

Business Process Modeling
 Marketing and sales- These are processes inform potential buyers
about available end products/services and facilitate the buying of
the final product.
 Services- These are processes which are implemented to keep the
product/service useful to the buyer after selling or delivering it to
them.
2.1.2 Supporting processes
These are processes, which support the primary processes and include:-
 Procurement- The acquisition of materials, and/or services from
external sources to be used in the value chain
 Human resource management- Involves processes related to the
recruitment, hiring, training and laying off of staff involved in the
value chain of the organization.
 Technological development- Involves the employment of
equipment, hardware, software and technical expertise to transform
input into final products/services.
 Infrastructure- This consists of processes which support the whole
value chain process and include strategic management, finance,
accounting, legal and public affairs and quality control.
2.2 Capability maturity model
The capability maturity model is used to show how much an organization’s processes
and practices are capable of achieving the desired results of an engineering or
development project (Bayreuth et al., 2012). A sequential set of stages are used to
gauge the maturity level of the processes and practices, with the top most level
allowing the organisation to improve and optimize processes.
4

Business Process Modeling
Even though the model was originally meant for software projects, business
enterprises have realized its usefulness in assessing their business processes in order
to attain the desired end product/service (output) in the value chain.
The capability maturity model stresses on five aspects. These include:-
 Key process areas- A key process area is the main set of logically related
activities which are intended to achieve the overall goal.
 Goals- These are results expected from a key area
 Common features- These are practices or guidelines that implement a key
process area. These can be measurement and analysis and verification of
implementation.
 Key practices- These are the most effective practices/guidelines employed in
the implementation of key process areas
 Maturity levels- These are the five levels, which include initial (chaotic),
repeatable, defined, capable and efficient, which is the topmost level.
The practical applications of a capability maturity model are description, prescription
and comparison. The current business processes are described just the way for
descriptive purposes, so therefore no attempts for improvisations are made. For
prescriptive purposes the model identifies desirable maturity levels and how to
implement intended improvements. Lastly, the comparative purpose allows for
internal or external assessment of the business processes.
5

Business Process Modeling
2.3 Case function matrix
Figure 2: Case/function matrix of Ballaratdental clinic
CASES
New
patients
Ongoing
general
dental
patients
Ongoing
orthodontic
and
cosmetic
patients
Business
functions
Processes
Arrival of
patient
Complete sign in
register
(reception)
Complete
confidential patient
information form,
medical history and
patient photo
Enter information
into online
database
(administration
staff)
Acquire updates to
confidential
information and
medical history
Enter details and
care updates into
patient’s electronic
care record
Conduct
comprehensive
exam
Periodontal and
dental exam
Jaw/jaw joints
examination
Bite assessment
Smile analysis
Take x-rays on site
Take offsite
specialist
panoramic dental x-
rays
Give full report
Give schedule of
6

Complete sign in register
Complete confidential information Enter information into online database
Acquire updates to confidential information and medical historyEnter details and updates into electronic record
New patients
Ongoing patients
Pass data to administration
Pass data to administration
Business Process Modeling
care, copy of x-rays
and dental care
package
Give initial
treatment
Confirm medical
history
Give medication
Follow up treatment
appointment
Give
maintenance
care
Discuss medical
history
Examine and clean
teeth
Take onsite x-rays
Perform bi-monthly
check up
Perform twice
yearly check up
Release patient Process payment
(accounts staff)
Check private
health insurance
Book all ongoing
patients for next
appointment
2.4 Process model for: Arrival of patients
Arrival
7

Take x-rays on site
Send patient to offsite labTake specialist x-raySend x-ray to clinic
Submit full reportComplete sign in registerGive schedule of care, copy of x-rays and dental care
Business Process Modeling
2.5 Process model for: Conduction of comprehensive exam
2.6 7PGM discussion for: Arrival of patients
The arrival process model followed the 7PGM’s first guideline hin that it has utilized
as few elements as possible. The second and third guidelines have also been observed
by keeping the element paths to a minimum and by using a single start and end event.
Lastly, the model has been kept as structured as possible by connecting split
connectors to join connectors.
2.7 7PGM discussion for: Conduct comprehensive exam
The first guideline has been observed by keeping elements in the process model to a
minimum. The second and third guidelines have also been observed by keeping the
elements’ path to a minimum and by using a single start and end event, respectively.
The fourth guideline has been applied by keeping the model as structured as possible
Orthodontic and cosmetic
dentistry patients
General dental patients
Comprehensive exam
8

Complete sign in register
Complete confidential information
Enter information into online database
Acquire updates to confidential information and medical historyEnter details and updates into electronic record
New patients
Ongoing patients
Business Process Modeling
by ensureing that the split connector has connected to a join connector. Lastly, the
sixth guideline has been observed by using the verb-object activity label.
2.8 Cycle time for: Arrival of patients
It takes approximately 30 minutes for a new or ongoing patient to complete sign in
register, to give details and information and pass it on to administration to enter into
the relevant databases. Therefore cycle time is 30 minutes.
2.9 Cycle time for: Conduct comprehensive exam
For the general dental patients it takes 90 minutes to take x-rays and get a full report.
However, orthodontic and cosmetic dental patients have to be sent offsite for x-rays
to be taken and for results to come back to the clinic after 7 days. This is the longest
time in the model’s paths. Therefore, the cycle time is 7 days.
2.10 Redesign for: Arrival of patients
Unlike in the previous process model, all data entry is done by reception, thus
eliminating the need for passing the details to administration.. The new process model
will be as follows:
8
Arrival

Take x-rays on site
Send patient to offsite labTake specialist x-raySend x-ray to clinic
Submit full reportComplete sign in registerGive schedule of care, copy of x-rays and dental care pack
Business Process Modeling
2.11 Redesign for: Conduct comprehensive exam
After the analysis of the current BPM the analysts and management saw the need for
specialist x-rays will be done on site to reduce the cycle time for getting x-ray results
and submitting a report to the orthodontic and cosmetic dental patients. The
reengineered model is illustrated below:-
2.12 BPMS architecture
Patient’s access and channels
Reception
Accounts Treatme
nt unit
IT
ma
na
ge
me
nt
9
Conduct comprehensive exam

Business Process Modeling
3.0 Conclusion
From the above findings it can be seen that business process modeling and reengineering are
very helpful when it comes to optimizing an organisation’s performance businesswise.
Furthermore, the organization can continually improve their services and products as much
as they wish and to their own advantage. However, as is always the case, there must be a
careful plan for review, analysis and improvisation. The following are the number of ways in
which an organisation can stand to benefit from BPM:-
 Timely/faster customer service and delivery of products
 Reduced costs of operation
Administration x-ray
Laboratories

Business Process Modeling
 Management can focus more on customer relations when processes are transparent
and efficient at the same time
 Increased sales/profits
References
Chiarini, A. (2012). Business process reengineering. In From Total Quality Control to Lean Six
Sigma (pp. 25-27). Springer, Milano.
Dallas, I., & Wynn, M. T. (2014). Business process management in small business: a case study.
In Information Systems for Small and Medium-sized Enterprises (pp. 25-46). Springer
Berlin Heidelberg.
Dijkman, R. M. Designing a Process Architecture-A Concrete Approach. Technical report, TU
Eindhoven.
10

Business Process Modeling
Dumas, M., La Rosa, M., Mendling, J., Mäesalu, R., Reijers, H. A., & Semenenko, N. (2012,
June). Understanding business process models: the costs and benefits of structuredness.
In International Conference on Advanced Information Systems Engineering. Springer,
Berlin, Heidelberg.
Dumas, M., La Rosa, M., Mendling, J., & Reijers, H. A. (2013). Fundamentals of business
process management. Heidelberg: Springer.
Eid-Sabbagh, R. H., Dijkman, R., & Weske, M. (2012, September). Business process
architecture: use and correctness. In International Conference on Business Process
Management (pp. 65-81). Springer, Berlin, Heidelberg.
Feldmann, C. (2013). The Practical Guide to Business Process Reengineering Using IDEFO.
Addison-Wesley.
Phiphopsuthipaiboon, S. (2016). Business process reengineering-case study on
computer center service (Doctoral dissertation, Chulalongkorn University).
Röglinger, M., Pöppelbuß, J., & Becker, J. (2012). Maturity models in business process
management. Business Process Management Journal, 18(2).
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.
11