Torrens University - PROJ6009: Business Process Improvement Report

This report provides a comprehensive analysis of business process improvement within an organization. It begins by introducing the concept of business process analysis and its importance in enhancing efficiency, emphasizing the use of both 'as-is' and 'to-be' process analysis. The report then delv...Read More

Running head: BUSINESS PROCESS MANAGEMENT
Name of student
Name of university
Author’s note:

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Table of Contents
Part B: Business process improvement Report..............................................................2
Introduction....................................................................................................................2
Description of scenario audit process improvement method.....................................2
Evaluating the To-Be process....................................................................................2
Governance processes for BPM change.....................................................................3
Ensuring consideration of stakeholders.....................................................................4
Conclusion......................................................................................................................6
References......................................................................................................................7

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Part B: Business process improvement Report
Introduction
Business process analysis refers to analysis of the different business operations such
that the efficiency of the process can be improved. It is a part of the business process
management in order to analyze if the objectives are being met by the preset processes. There
are various benefits of making use of a business process analysis such as proper
documentation of process, availability of robust data, proper training to new employees and
various others. In order to carry out analysis of business process properly, the as-is and to-be
analysis of process is done. With the help of the as is process analysis, organizations can
know where they are presently and with the help of the To-Be process the organizations can
understand where the organization wants to reach.
Description of scenario audit process improvement method
The Six sigma methodology has been chosen as scenario audit process improvement
method. The Six sigma could be described as the strategy based on measurement for the
process improvement. This process has been considered as the methodology that intends to
enhance the process as well as increasing the customer pleasure. Main perception behind the
method is reduction of the disparity in the processes. This particular decrease efficiently leads
to desired as well as consistent consequences from all the processes. Therefore, the constant
process improvement with the significantly low flaws in the main goal of this technique.
Evaluating the To-Be process
The To-Be process that has been suggested is the implementation of artificial
intelligence technology in order placing process. It would help the company to accept all the
orders of the clients and the accurately deliver the products to the clients. The proposed

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solution to the organisation could be considered as Should Be as the majority of the
companies are implementing the solution of AI system for improving major business
processes. The implementation of the AI technology in the company would allow this
company to obtain significant competitive advantage in market. The benefits of AI systems
outweigh the threats or the disadvantage of the AI systems. In the earlier, the management of
the AI systems could be considered difficult, but with the introduction of the skilled technical
staff in the company who are specialised in handling the AI systems, the company can gain
most value from the AI system.
Governance processes for BPM change
The final outcome of the efficient BPM governance is significantly proactive,
effective management as well as constant improvement of set of the processes using which
the Nestle company could deliver the most value to the customers as well as the other
stakeholders. The main elements of the BPM governance for the organisation are:
Measurement: Measuring the process performance could be considered as
significantly basic. The Total cost of Ownership, Cost benefit analysis, as well as the direct
corporate contribution should be analysed constantly for ensuring that the process
improvement is providing all the benefits that it was intended to provide (Kirchmer, 2017).
The constant risk assessment, risk mitigation and the contingency planning is required to be
monitored during the BPM change in the Nestle company.
Ownership: The process owner is required to be appointed for each of the process of
the organisation. The process owner would mainly own all the subprocesses along with the
major processes (Rosemann & vom Brocke, 2015). The processes within each level are
required to be efficiently assigned to the particular process owners when several aspects of
the process requires the effective management along with control. The ownership of

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subprocesses may only be needed for the time plus then the ownership at that particular level
is effectively dissolved. It is recommended to the company that although each process is
required to be effectively owned, the company must have the few process owners as it is
reasonable to cover most high level of the process architecture (Ensslin et al., 2017). When
the moving down to the bottom of the hierarchy of the processes, there comes a point where
all the processes are effectively bounded by the sole functional area. These particular
processes that are significantly intra-functional are required to be efficiently managed, but it
becomes to be significantly indistinguishable from the functional management.
Accountability: It could be observed that the main role of the process owner is
regarding the leadership and not administration. It could not be considered as the clerical
position. The main owner of any cross-functional process is required to be the manager of the
organisation as it would provide the chance of exercising the highest influence, and it denotes
that they would have the major authority, the capability as well as the resources for ensuring
the complete management of the process improvement (de Boer, Müller & ten Caten, 2015).
The accountability aspect for any process mainly denotes to being tasked in responding
accurately to all the present process and then predict the data of the performance
measurement (Hernaus, Bosilj Vuksic & Indihar Štemberger, 2016). The manager of the
organisation would be considered as the one who is required to care regarding and then
comprehend the cause of all the variation of the cross functional process and then propose the
correct cause of appropriate action (Harmon & Tregear, 2016).
Ensuring consideration of stakeholders
In the early stages of the process change, it is advisable to develop the list of all the
stakeholders who are included in the process and the technology change. It would assist the
company to determine the major stakeholders who would be affected by the process and the
technology change. The constant communication with all the stakeholders would help the

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company to ensure that all the requirements of the stakeholders are considered. When the
requirements of the stakeholders would be considered then it would allow improved
stakeholder involvement in the improvement project. There are several instances where the
stakeholder requirements are not considered and it leads to the dissatisfaction of the
stakeholders and they do not involve in the improvement project. The development of the
thorough communication plan in early stages of the improvement process has been
discovered as significantly beneficial for the company intending to execute the process
change. It is required to ensure the proper communications through the variety of efficient
channels as well as methods for engaging the vast group of stakeholders. The development of
the communication management plan in the early stages makes it significantly probable that
the project team of the improvement process would regularly communication with all the
stakeholders. The creation of the comfortable environment for change initiative could help
the company to ensure that the vast group of stakeholders are engaged in the process
improvement initiative. This process could be executed by constantly communicating before
the official launch of this improvement initiative. It is required to provide all the details of the
initiative of change for ensuring the proper understanding of project. It is required to
extensively focus on major benefits of change initiative not solely from perspective of
organisation, but majorly from perspective of individual stakeholders. It is required to
constantly engage the various stakeholders all through the process improvement lifecycle.
This particular process could be executed by constantly checking with the stakeholders. It
would be significantly helpful to continuously ask for the input of the stakeholders. If the
stakeholders agrees to share the major challenges of the process that would be addressed by
project, then the involvement of the stakeholders would be significantly increased. The
process improvement project could be made to ensure that project would allow the
stakeholders to accurately and effectively perform the roles in the organisation. The

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utilisation of the stakeholders support committee could be used for ensuring that the
stakeholders of the project of process improvement are involved all through the process. It is
the most effective method of engaging the vast group of stakeholders and allow the process
owner to keep the closer bond to the complete organisation. This particular group is
connection of the improvement team to the complete organisation and could share the
information regarding the project and provide the information back from the stakeholders that
would be of significant value to project team in allowing the successful result at the end of
project.
Conclusion
Therefore, from the above discussion, it can be concluded that business process
analysis and business process improvement are two most important part of the business
process management. The chosen methodology of audit process improvement is the Six
sigma methodology. The Six sigma could be described as the strategy based on measurement
for the process improvement. This process has been considered as the methodology that
intends to enhance the process as well as increasing the customer pleasure. Main perception
behind the method is reduction of the disparity in the processes.

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References
de Boer, F. G., Müller, C. J., & ten Caten, C. S. (2015). Assessment model for organizational
business process maturity with a focus on BPM governance practices. Business
Process Management Journal, 21(4), 908-927.
Ensslin, L., Ensslin, S. R., Dutra, A., Nunes, N. A., & Reis, C. (2017). BPM governance: a
literature analysis of performance evaluation. Business Process Management
Journal, 23(1), 71-86.
Harmon, P., & Tregear, R. (Eds.). (2016). Questioning bpm?. Meghan-Kiffer Press.
Hernaus, T., Bosilj Vuksic, V., & Indihar Štemberger, M. (2016). How to go from strategy to
results? Institutionalising BPM governance within organisations. Business Process
Management Journal, 22(1), 173-195.
Kirchmer, M. (2017). Business process governance. In High Performance Through Business
Process Management (pp. 81-101). Springer, Cham.
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.