Business Process Engineering Project: BCO1049 Assignment 3 Analysis

This document presents a comprehensive solution to a Business Process Engineering assignment, focusing on the case study of Tapzeem Chemicals. The solution includes the development of a process model using the swim lane approach for the Fulfillment Order process, detailing responsibilities and sub-processes. It identifies and explains four key areas for improvement within the Fulfillment Order process, including automation, inventory management, supply chain execution, and logistics planning, along with the potential impact of each. Additionally, the assignment addresses the modeling of the Southgate A&E patient handling process and explores the rationale and methods for implementing a reengineering process within an organization, providing advantages and disadvantages of each method. The solution references relevant literature to support the analysis and recommendations.

Business Process Engineering 1
Affiliate Institution
Business Process Engineering
by
Student Name
Date
Professors Name

Business Process Engineering 2
Question 1
a) Students are required to develop a process model using the swim lane approach for the
Fulfillment Order process described in the above scenario. (10 marks)
A process model is a description of many similar processes as a singular model and in
that model all the processes are grouped as one type. As a result, a process model is only
to describe similar groupings of processes (or a model).
A swim lane approach on the other hand entails a detailed diagram which is unlike usual
diagrams. Lanes are made by parallel lines in the diagram to illustrate each person’s
responsibility, people themselves or the sub-processes of the business process. Below is a
detailed diagram for describing the Fulfillment Order process;

Business Process Engineering 3
b) Describe four areas in which Tapzeem could improve their Fulfillment Order process
and explain the impact of each improvement suggestion. (10 marks)
Automation.
This is important in business, making sure that all manual activities are deactivated or
shut down and replacing them with new automated machines that take up the tasks.
Clients that are attached to the business-to-business (B2B) concept are also affected by
this decision since they prefer to deal with people. Contrary to this, the gain will be in the
efficiency of the operations of the company since errors have been corrected.
Impact

Business Process Engineering 4
There will be increased number of clients, since the quality of services offered will have
increased. This will in turn lead to a higher number of sales for Tapzeem.
Machines used are actually put in place to do repetitive tasks at a faster, larger and in an
efficient scale. The job positions occupied by the robots in the company will free the
employees to go and tasks that require their creativity and mental accents. In the long run,
employees are more focused on their work and are efficient in the tasks they do.
Human beings therefore have a chance to pursue their talents and visions, thus creating
employment landmarks in their careers for others to follow.
Inventory Management
Being able to keep an account of the products that are in stock is so essential. Clients may
end up disappointed when they order for a product and are given priority for a backorder
(Hallerbach, Bauer & Reichert, 2010) Delaying the shipping of the product without
alerting the client on the stock levels can ruin a business, especially that of the
wholesaler, Tapzeem.
Impact
Letting clients know of the ever changing stock levels in the warehouse creates a clientele
that makes them want to trust the wholesaler and what it offers. As the manufacturer,
Tapzeem should arrange for product swaps if the delivered products are broken or
damaged. Clients are important stakeholders and should always be satisfied with the
products that are shipped.
Supply Chain Execution

Business Process Engineering 5
Tapzeem Chemicals should consider the speed at which it replenishes its resources.
When it is out of stock, a system should be put in place so there is a continuous flow of
sales on a day-to-day basis. (Zukunft & Rump, 2013.)
Impact
The strategy can be a business booster especially in the area of time-keeping. Sales made
in a day can rise up to a maximum point as the available goods are delivered on time
leading to pleased customers.
The method is also beneficial to the manufacturers, who would not want to handle
increasing costs on products that have a high value. Supposing an accident occurred at
the warehouse and all the medicine caught fire, money will have to be spent by the
wholesalers to get back in business. It therefore entails that the supply chain execution
should have a shorter turnaround time.
Logistics planning
This is strategizing on how the goods will arrive safely to the intended location. One has
to plan the safest way the shipped products are to be delivered. Improving this quality of
service shows dependability on the wholesaler’s side. (Wohed, et al, 2006)
Impact
Once goods arrive at the customer’s residence in complete packages, there is a high
chance that the client will order another product from the same seller. A good logistics
plan should cater for matters of cost for both the wholesalers and the clients. The cost of
products can be lowered in consideration of quality of the product and the time taken to
create the product. Moreover, the cost of the product and the time taken to deliver the

Business Process Engineering 6
product are important to the client. It therefore means that to satisfy a client, the product
prices should be tailored based on the client and also on the efforts of the manufacturers.
This in turn will keep the clients happy.
Question 2
a) Draw a process model in the notation of your choice for handling Southgate A&E
patients. (5 marks)
The Southgate A&E can be model as in the diagram below depending on the severity of
the illness or the accident. Each patient is treated according to the priority given.

Business Process Engineering 7
Question 3
a) Explain why an Organization may decide to implement a reengineering process.
A reengineering process is a tactic in business where the tasks that were done to achieve a
particular mission, are redefined for better results. (Goksoy, Ozsoy & Vayvay, 2012)Many
companies want change and a reengineering of their systems would just be enough to
help them.

Business Process Engineering 8
Amongst the benefits of this process is the reduction of production costs making
companies attracted to this strategy.
Errors made in the manufacturing process are also scaled down for high efficiency during
working.
b) Explain the different methods an Organization may adopt in implementing a
reengineering process. Explain the advantages and disadvantages of each method. (5
marks)
I. By organizing around outcomes and not tasks.
Advantage
The organization’s focus is not on many things but in one goal.
Disadvantage
Too much detail in the work is ignored hence the company may not know how to reach
its goals.
II. Combining mental assent with practical ways to get to the goal.
Advantage
This is a way of getting knowledge to better the institution’s worth.
Disadvantage
The organization should remember that not all of the company’s divisions of labor
require a practical aspect and not all require intellectual use.
III. Erasing all the previous methods and starting to build the institution afresh
from scratch.
Advantage

Business Process Engineering 9
This method gives the organization ample time to think on new ideas and how to
implement them. It may be easier to think afresh on developmental strategies rather than
thinking through a fog of past experiences.
Disadvantage
There may be need for reference from past decisions made by the institution and erasing
all the previous solutions may be risky. It is like ‘throwing away the baby with the bath
water’, not sifting what is necessary. The organization hence may struggle for a while to
find strategies since all of its memory has been erased.

Business Process Engineering 10
References
Hallerbach, A., Bauer, T. and Reichert, M., (2010). Capturing variability in business process
models: the Provop approach. Journal of Software Maintenance and Evolution: Research and
Practice, 22(6‐7), pp.519-546.
Wohed, P., van der Aalst, W.M., Dumas, M., ter Hofstede, A.H. and Russell, N., (2006),
September. On the suitability of BPMN for business process modelling. In International
conference on business process management (pp. 161-176). Springer, Berlin, Heidelberg.
Goksoy, A., Ozsoy, B. and Vayvay, O., (2012). Business process reengineering: strategic tool for
managing organizational change an application in a multinational company. International
Journal of Business and Management, 7(2), p.89.
Zukunft, O. and Rump, F., (2011). From business process modelling to workflow management:
An integrated approach. In Business Process Modelling (pp. 3-22). Springer, Berlin, Heidelberg.
Russell, N., van der Aalst, W.M., Ter Hofstede, A.H. and Wohed, P., (2006), January. On the
suitability of UML 2.0 activity diagrams for business process modelling. In Proceedings of the
3rd Asia-Pacific conference on Conceptual modelling (pp. 95-104). Australian Computer
Society, Inc.