Business Process Analysis and Change Report for Ballarat Dentistry

This report provides a comprehensive business process analysis for Ballarat Dentistry. It begins with an executive summary highlighting the need for seamless and timely processes. The report explores various business process models, including Porter's five forces and the Capability Maturity Model (CMM), to assess industry competitiveness and guide process improvement. It also examines case function matrices and specific process models for patient examination and registration. The report discusses the application of 7PGM rules, cycle time analysis for both examination and registration, and proposes redesign strategies for enhancing these processes. The architecture of BPMS is also considered, emphasizing the importance of business process management for improving efficiency, reducing costs, and ensuring Ballarat Dentistry's future success.

Running Head: BUSINESS PROCESS ANALYTICS AND CHANGE
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Business Process Analysis and Change
Institution
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Executive Summary
The Ballarat Dentistry needs to make all of its business and patient-related
processes seamless and timely at all times. This report gives an overview of some of
the Business Process models that Ballarat can implement in order to achieve better
results. The Porter's five model and the Capability Maturity Model are some of the
applicable models mentioned in this report. The redesign for the registration and
examination of patients is also mentioned.
Introduction
The art and scientific process of finding out how best things can be undergone in
an organization or business in order to achieve the best results, in the end, is
commonly termed as Business process management. This is a common strategy all
around the world by great organizations that develop and grow all year round. This
must be applicable by Ballarat as well in order to ensure continued success. With this
in mind, this paper illustrates the various process models that will help Ballarat
achieve a good business process analytics and change.
2.0 Business Process Modeling Report for Ballarat Dentistry
2.1 Process categorization model
Porter five model and application
The Porter five forces model was brought about by Michael E Porter back in
1979 in an effort to assist companies to assess the industry competitiveness nature and

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also design corporate strategies appropriately. This framework has overtime assisted
businesses in identifying and making a good analysis of forces that are important in
determining the profitability of industries. In porter five model, porter has classified
five competitive and most important forces that affect all industries and any market.
These important forces include competitive Rivalry, Buyer Bargaining Power, Threat
of new Entrants, Bargaining Power of Suppliers and the Threat of Substitutes
(Rugman & Verbeke, 2017).
Application
The Porter's five model is many times made useful as a beginning phase to
analyze the situation of Ballarat Dentistry and any other organization in its industry

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and to check its level of intensity and competitiveness. Despite the fact that this
structure is not exclusive and perfectly fit any industry, it’s yet pretty viable on the off
chance when it is used as an element of a given context that is straightforward and
applicable to the Ballarat Dentistry.
Porter likewise accentuated the main advantages of making use of this model at
the more essential industry level. During the time when that a company works across
different enterprises, that is when it must build up a unique five forces model
belonging to each one of its businesses.
2.2 Capability Maturity Model (CMM).
It has for quite some time been acknowledged that nonstop process change
depends on numerous little developmental advances as opposed to bigger progressive
developments. The Capability Maturity Model (CMM) gives a system applicable to
Ballarat that arranges these developmental strides into five development levels that
establish progressive frameworks for nonstop process change.
This strategy is at the core of most management frameworks which are intended
to enhance the nature of the advancement and conveyance of all services and products
(Rosemann & vom Brocke, 2015).

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Application
The model incorporates a self-evaluation that introduces Ballarat’s accepted
procedures in key process territories.
As an association plays out its self-evaluation to characterize its present 'as is'
capacities, instruments, for example, those as portrayed by RAND Groups 1 and 2,
can be utilized to gather the required data. These apparatuses, combined with an
exhaustive examination by the associations' official authority and entertainers, are
fundamental to build up the coveted 'to be' abilities. Over computer software, CMM
has been adjusted to different item improvement applications that require repeatable
basic leadership, risk, and relief methodologies.
CMM, CMMI, and BD-CMM are organized into five development levels.
). An association initially plays out a self-appraisal to build up its present maturity

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level and after that sets up the following stages and objectives expected to accomplish
the resulting levels. For CMMI Level 1 (starting), the hierarchical capacity process
isn't organized, and is vague and conflicting; it to a great extent depends on
achievements of people. In Level 2 (managed), the procedure has partial steady,
fruitful procedures; and, Level 3 contains standard and processes that are documented.
In Level 4, the procedure is quantitatively overseen, while the procedure is
streamlined in Level 5.
2.3 Case function Matrix
This kind of network depicts the process as per the parts of business and order of
cases, for example, the way different item and administrations are delivered and dealt
with. Business functions for the instance of the Ballarat Dentistry that will be secured
will incorporate administrations, for example, X-rays and upkeep treatment offered by
the dentistry. Types of cases may incorporate item composes like the medical
insurance, the way the patient influence installments as an administration to type, land
area of the Ballarat Dentistry and their patients who are the clients of this specific
business (Fox-Lent, Bates & Linkov, 2015). The related procedures for this function
matrix are examination process, treatment process, upkeep, and enlistment process.

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2.4 Process Model for Examination Process
This is the process of collecting different processes that are related to
examinations by patients at the Ballarat Dentistry provided by the specialist. This
process model is utilized for identifying patient problems which may include dental
issues.
2.5 Process Model for Registration Process
The procedure engaged with this model incorporates logging in which is pretty
compulsory to all patients going to the Ballarat Dentistry. At the point when a patient
arrives they are asked for personal details which is checked along with the register as
it is a demand from the organization. The procedure for the new patients is distinctive

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for they ought to arrive prior the other proceeding with clients. The progressing
patients are asked for to refresh their record to the extent that their well being is
concerned.
2.6 7PGM discussion for the Examination process
In examination process, the rules have helped with the thinking of this procedure.
The model is made as per the 7PGM rules which clarifies exclusively a couple of
parts in the model ought to be utilized, directing paths in each segment ought to be
decreased, one start and one end event ought to be utilized, the model ought to be
organized in all conceivable ways, the OR routing segment ought to be kept away
from. Likewise, the verb-object exercises ought to be utilized. Finally, the model
needs to be disintegrated in the event that it is 50 segments or more.
2.7 7PGM discussion of Registration Process
A few elements associated to the patient admissions department are used for
registration. Employees are registered into an online database that is well encrypted
and secured.
2.8 Cycle time for the examination process
This is the aggregate time spent from the earliest starting point of the examination
procedure to the end, it additionally incorporates the time when any sort of deferral
happens, for example, there is sitting tight for results, and the time spend amid the
procedure. The circle duration, for this situation, is 9 days 3 hours 10 minutes

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including the ideal opportunity for the all panoramic activities which are given by the
dentistry. Examination is taken every other -3 years.
2.9 Cycle time for the registration process.
The process duration for the enlistment is the aggregate time spend amid this
procedure, the estimations are figured utilizing the 25 minutes taken amid the
examination and the 15 minutes for the new patient for unexpected arrival to the
dentistry. In this calculation, the presumption is that every one of the patient's touch
base in equal times.
2.10 Redesign for Examination Process
Other procedures like waiting for the panoramic specialist needs to be made
easier by employing a permanent specialist so that Ballarat will continue to achieve its
mission and goals.

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2.11 Redesign for the Registration Process
A procedure, for example, entering subtle elements which are at first performed
by the staff can be overhauled so it will be performed by the individual patients
(Randall, W. S., Hawkins, T. G., Haynie, J. J., Nowicki, D. R., Armenakis, A. &
Geary, 2015). This will empower the patients to put openly their own medical issue to
the online database.
2.12 The Architecture of BPMS
Conclusion

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Business Management greatly improves the efficiency of most business processes
in every organization. This is definitely true for Ballarat as well. It brings about great
reduction in the cost of operation, improves the quality of service and ensures future
success and competitiveness with other modern medical institutions.
References
Rugman, A., & Verbeke, A. (2017). Global corporate strategy and trade
policy. Routledge.

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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.
Fox-Lent, C., Bates, M. E., & Linkov, I. (2015). A matrix approach to
community resilience assessment: an illustrative case at Rockaway
Peninsula. Environment Systems and Decisions, 35(2), 209-218.
Randall, W. S., Hawkins, T. G., Haynie, J. J., Nowicki, D. R., Armenakis, A.
A., & Geary, S. R. (2015). Performance‐Based Logistics and Interfirm Team
Processes: An Empirical Investigation. Journal of Business Logistics, 36(2), 212-
230.