University Assignment: Business Process Modelling Report & Analysis

This report analyzes business process modelling for Tapzeem Chemicals, focusing on the fulfilment order process. It utilizes a swim lane approach to model the process and identifies major areas for improvement, such as client status checking, order receiving, credit control, and real-time notifications. The report also includes a process model for handling Southgate A&E patients. Furthermore, it explores the reasons for implementing a reengineering process, including clarity, streamlined operations, efficiency, and profitability, and discusses various implementation methods like Davenport and Short, and Hammer and Champy methodologies, along with their advantages and disadvantages. The assignment covers various aspects of business process analysis and offers potential solutions for optimization.

Running head: BUSINESS PROCESS MODELLING
Business Process Modelling
Name of the Student
Name of the University
Author note

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Table of Contents
Question 1........................................................................................................................................2
(a) Process Model with Swim Lane Approach for the Fulfilment Order Process.......................2
(b) Major Areas of Improvement.................................................................................................3
Question 2........................................................................................................................................6
(a) Process Model for the Handling of Southgate A&E Patients................................................6
Question 3........................................................................................................................................7
(a) Reasons for Implementing a Reengineering Process.............................................................7
(b) Methods for Implementation of Reengineering Process, Advantages and Disadvantages....8
References......................................................................................................................................10

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Question 1
(a) Process Model with Swim Lane Approach for the Fulfilment Order Process
(Figure 1: The Process Model of the Fulfilment Order Process using Swim Lane Approach)
(Source: Created by author)

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(b) Major Areas of Improvement
The different areas within Tapzeem Chemicals that could be further improved within the
Fulfilment Order Process. These areas would require certain forms of improvement based on a
certain form of critical observation over the entire processes performed within the fulfilment
order processes. These areas are:
1. The primary area that needs further form of improvement is based on bringing certain
kind of improvement within the checking of status for each of the clients. The status of existing
clients that includes the working personnel and employees would need further forms of
improvements. The existing clients who places the orders would be modified within the
warehouse (Hess and Benjamin 2015). The orders would need to be checked within the
warehouse for their availability. The requests for the orders from the existing clients would be
sent to the warehouse department. Upon availability and proper form of checking of client status,
the orders would be processed and dispatched. The latest status and monitoring of dispatched
orders would need to be improved.
The internal management team of the company should also ensure that the questions of
clients would be answered in proper time and thus they would be able to track the processes.
Hence, the area of monitoring of processed orders need to be improvised better. With the
implementation of such kind of processes, it would reduce the major chances of legal drawbacks
and potential losses of customer base and their trust from within the company.
2. The second area that would need further forms of improvements is the order receiving
process of Tapzeem. In the current situation of the business of Tapzeem Chemicals, a single
salesperson is responsible and allocated for the picking up of orders. This would sometimes
create a hectic situation for understanding the orders, preparing a list of the orders, picking them

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and dispatching them appropriately (Boer et al. 2017). A single person should be replaced and
thus a dedicated team should be set up for the picking of goods and thus preparing them for
dispatch.
With the presence of multiple officials handling the warehouse sector, it would help in
selection and dispatching of orders placed by existing customers. These officials should be
assigned the task of performing the preparing of dispatching of goods from the warehouse as per
the requested order list. Any incomplete orders should be addressed properly and thus they need
to be resent to the sales department for further processing.
3. The third area that needs certain improvements is within the area of dispatching of files
sent by clients. In the current situation of Tapzeem Chemicals, the primary responsibilities of the
check over the credit status of clients are allocated to the credit control clerk. This situation could
be further improved by allocating the certain responsibilities of checking the credit control status
to multiple members. This kind of improvement scenario would be based on reducing the high
chances of errors. The time taken for checking the credit status could be well managed.
4. The final area in which improvements could be made is within providing notification
to clients in real-time scenarios. The dispatching of orders to clients and notifying them should
be maintained in a proper manner. A dispatch invoice should not be just generated and provided
to the client. The company should ensure that the clients should get real-time updates from the
sales ledger clerk whenever the goods would be dispatched from the warehouse. With the
initiating of precautionary steps, it would be highly helpful for reducing the extreme chances of
errors (Manfreda et al. 2014). The impact of real-time notification from the warehouse
management team would prove to be beneficial in certain cases of problems or mishaps within
the delivery routes.

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With the implementation of the four improvement recommendations, it would be highly
helpful for increasing the effectiveness and efficiency of the entire business process.

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Question 2
(a) Process Model for the Handling of Southgate A&E Patients
(Figure 2: Process Model for the Southgate A&E Patients)

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(Source: Created by author)

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Question 3
(a) Reasons for Implementing a Reengineering Process
There would be many kind of significant changes that could be made with the implication
of a reengineering process within an organization. Some of the major reasons for the
implementation of reengineering process are as follows:
1. Bringing Clarity – Each of the business aspects should be highly considered and thus
the department should ensure that the organization should have a particular mission and a broad
customer base. The business processes change in a continuous manner (Huang et al. 2015). With
the implementation of Business Process Reengineering (BPR), the management team would be
able to familiarize themselves with the business, understand the basic operations and thus make
use of the right information to move forward within the business processes.
2. Implementing Streamlined and Simple Operation – With a proper form of
implementation of BPR, the business would align themselves within a streamlined business
processes. The functions would be aligned and thus the superfluous processes would be highly
reduced that had the power to slower the business processes. With a reformation in BPR, the
daily operations within businesses would become easy (Kosieradzka 2017). The processes would
become logical and simpler form of operations could be helpful for increasing the satisfaction for
customers.
3. Higher Efficiency – The streamlining of business operations would be helpful for
increasing the efficiency in business processes. The employees would be able to perform more
kind of operational work (Rinaldi, Montanari and Bottani 2015). The employees would have to

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invest less time by working over inefficient form of organizational structures and thus they
would be able to increase the efficiency of their work efforts.
4. Better Products and Future Results – By implementing a focused and efficient goal,
the employees would be able to put more form of energy towards bringing innovation within
their products (Hammer 2015). The lines of communication could be further improved that
would help the company to become more productive, reactive and improve each of the results.
5. High Profitability – The implication of such form of results would be able to incur
more form of profits towards the business. The costs of business operations would be further
streamlined and some negative processes would be further eliminated. The goals of the
organisation would become much productive and thus lead to happiness within the employees
(Chong 2014). The employees would develop better kind of products that would drive towards
more kind of business sales.
(b) Methods for Implementation of Reengineering Process, Advantages and Disadvantages
The different methods based on the implementation of a business process reengineering
within any organisation are described as follows:
1. The Davenport and Short methodology could be implied within BPR. This
methodology would help in the recognition of relationship based between the capabilities of IT
and the business process reengineering (Palma-Mendoza, Neailey and Roy 2014). The primary
processes that have been outlined with the methodology includes the developing the vision for
the business, identifying the certain processes of the methodology that would be aligned within
the business.

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The advantages for the implementation of the methodology is that there is a complete
form of utilization of the different processes based on reengineering. The possession of a proper
kind of magnitude based on efficiency would be improvised with the help of such kind of
methodology.
The disadvantage that could be associated with the methodology is that there is too much
focus on innovation is being made. There are certain form of difficulties that are faced in terms
of management of business processes. The aspect of maintaining everything within a proper time
frame is also difficult with the methodology (Panayiotou et al. 2015). Maintaining a certain form
of balance between the advantages and disadvantages would be highly helpful for achieving a
certain kind of success with the implementation of the methodology.
2. Another methodology that could be used for the implementation of the reengineering
process is the Hammer and Champy methodology. The primary constituents of the business is
known as the business system diamond (Milan et al. 2014). The primary phases followed within
the methodology includes the process of introduction, identifying the critical processes that
would be followed in relation to the internal business processes, redesigning of some selected
processes and further implementation of such processes.
The advantage of implementing this chosen methodology is that this would be able to
manage each of the internal processes and other form of necessities in an easy manner.
However, the disadvantage of implementing this methodology is that this methodology
increase the over-dependency on the aspects of Information Technology (Gazova, Papulova and
Papula 2016). A certain form of lack would also be incurred based on a certain degree of
flexibility based on helping with the aspects of task completion during certain moments of crisis.

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References
Boer, H., Berger, A., Chapman, R. and Gertsen, F., 2017. CI Changes from Suggestion Box to
Organisational Learning: Continuous Improvement in Europe and Australia: Continuous
Improvement in Europe and Australia. Routledge.
Chong, S., 2014. Business process management for SMEs: an exploratory study of
implementation factors for the Australian wine industry. Journal of Information Systems and
Small Business, 1(1-2), pp.41-58.
Gazova, A., Papulova, Z. and Papula, J., 2016. The application of concepts and methods based
on process approach to increase business process efficiency. Procedia Economics and
Finance, 39, pp.197-205.
Hammer, M., 2015. What is business process management?. In Handbook on business process
management 1 (pp. 3-16). Springer, Berlin, Heidelberg.
Hess, J.D. and Benjamin, B.A., 2015. Applying Lean Six Sigma within the university:
opportunities for process improvement and cultural change. International Journal of Lean Six
Sigma, 6(3), pp.249-262.
Huang, S.Y., Lee, C.H., Chiu, A.A. and Yen, D.C., 2015. How business process reengineering
affects information technology investment and employee performance under different
performance measurement. Information Systems Frontiers, 17(5), pp.1133-1144.
Kosieradzka, A., 2017. Maturity model for production management. Procedia Engineering, 182,
pp.342-349.

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Manfreda, A., Kovacic, A., Štemberger, M.I. and Trkman, P., 2014. Absorptive capacity as a
precondition for business process improvement. Journal of Computer Information
Systems, 54(2), pp.35-43.
Milan, R., Milan, B., Marko, C., Jovanovic, V., Dalibor, B., Bojic, Z. and Avramovic, N., 2014.
Implementation of business process reengineering in Human Resource
Management. Engineering Economics, 25(2), pp.211-222.
Palma-Mendoza, J.A., Neailey, K. and Roy, R., 2014. Business process re-design methodology
to support supply chain integration. International Journal of Information Management, 34(2),
pp.167-176.
Panayiotou, N.A., Gayialis, S.P., Evangelopoulos, N.P. and Katimertzoglou, P.K., 2015. A
business process modeling-enabled requirements engineering framework for ERP
implementation. Business Process Management Journal, 21(3), pp.628-664.
Rinaldi, M., Montanari, R. and Bottani, E., 2015. Improving the efficiency of public
administrations through business process reengineering and simulation: A case study. Business
Process Management Journal, 21(2), pp.419-462.