Workflow and Process Management Assignment - 11481, Semester 1, 2020

This document presents a comprehensive solution to a Workflow and Process Management assignment, focusing on a loan assessment process. The assignment begins with a BPMN diagram representing the loan assessment workflow, including assumptions made for the process. It then delves into a value-added analysis of the business process, identifying key steps and justifying relevant assumptions. The solution also includes a waste analysis, highlighting potential inefficiencies. A root cause analysis is performed to address issues leading to application terminations, followed by a discussion of the benefits of the value-added analysis method. The assignment further explores how cloud, data integration, automation, and analysis features can aid banks in leveraging forms and forecasts. A calculation of cycle time efficiency is provided, and the business context running the process is discussed. The solution is supported by references to relevant literature.

Workflow and process
management

Table of Contents
Question 1:.......................................................................................................................................3
Question 2........................................................................................................................................3
2a. Perform a value-added analysis of the business process. Explain and justify any relevant
assumptions..................................................................................................................................3
2b. Waste analysis of the business process..................................................................................4
2c. Root cause analysis of an issue that results in many applications being terminated.............4
2d. Benefit of value added analysis method................................................................................5
Question 3........................................................................................................................................5
Question 4........................................................................................................................................6
4a. Calculate the cycle time efficiency........................................................................................6
4b. Business running this process................................................................................................6
REFERENCES................................................................................................................................8

Question 1:
BPMN Diagram:
Assumptions:
In the above diagram; dummy task has been assumed as any additional activity which might be
required for complete the process like:
1. Verifying any process loan with other company.
2. Checking the genuineness of the information provided by client; and
3. Verifying any criminal record of the applicant
Adding any task to dummy depends on system requirement.
Question 2
2a. Perform a value-added analysis of the business process. Explain and justify
any relevant assumptions
The Value added analysis of the business process has identified various important steps given
below:

 Checking loan application
 Disbursal of funds or
 Declining of the application.
Assumption:
Disbursal of funds includes the amount paid for products and campaigns that can incur costs
now, various costs, and cash and in normal time.
Each one is a separate process that is performed after the distribution of assets so that the total
loan amount of the advance is covered under debt service.
2b. Waste analysis of the business process
 By preparing too much, the book emphasizes how adding more work to an object or
assistance than would normally be appropriate and trying to overcome the client's
prerequisites. This means introducing a "value" which is gradually being introduced into
an object or its administration. "It's worth it" that a customer isn't willing to pay for it.
 Too much creativity is creating a product that is not presented to customers. Too much
creation reduces the adequacy of true efficiency, the creator regrets. It performs the "in
case of an unexpected event" behavior that causes unnecessary expenses.
 Deformity, the seventh rubble, is when the customer's interest is hostile. To provoke
losers are examples of budget errors. Organizations that advance without adhering to a
normal applicant assessment procedure, for example, credit checks are often exposed to
the risk of tracking down losers.
2c. Root cause analysis of an issue that results in many applications being
terminated
Root cause analysis has been done below:
What are the causes of problematic information errors in the HMDA report?
 Because the processors have neglected to enter the correct data on the HMDA structure.
What is the reason why processors have neglected to include the correct data on the HMDA
structure?

 The processors indicated that data entry on the HMDA structure was deducted from the
previous application.
For what purpose did processors use credit application data to complete the HMDA structure?
 Because current strategies indicate that processors should complete the HMDA structure
using data obtained from the credit application.
For what purpose did the procedure indicate that HMDA information should be removed from
the application?
 Strategies for using credit application information were built because it was increasingly
possible to use application information in advance of studying the pre-application
program manually to get detailed data.
Why were the precompiled data not the same as in the previous table?
 The basic driver is this: there are no systems to guarantee that the source archive used to
retrieve HMDA information, for this situation the application is identical to the data in
the previous table.
2d. Benefit of value added analysis method
Typically conducted after VALUE-STREAM MAPPING SESSION, a valuable audit involves
telling you where waste is occurring in your bank's procedures. By isolating each approach in the
included estimate and advances that are included in the underestimation, squandering is
recognized at the minuscule level.
At that point, once the advances built into the underestimation are eliminated, your investment
funds will begin to bring in - at least asking for money- substantial investment. The more you
explore included, the more important your investment assets are.

Question 3
Cloud, information input, processing and auditing features all play an important role in helping
banks take advantage of forms and forecasts. Here is the secret:
Cloud: simplify the execution, configuration and periodic updating of the loan structure to take
advantage of the latest updates of the credit scheduling utility (LOS).
Data Integration: Provides quick access to personalized merchant and currency information,
such as credit, business, payments and character. This gives banks the power to put together loan
options in terms of a positive image of applicants.
Automation: by creating, applying and modifying different option rates, banks and credit unions
reduce manual procedures. This allows them to examine more reliable and productive
applications.
Analysis: the application of reality and calculation tools helps to identify incomplete forms of
loan and assesses the portions of the portfolio to distinguish the factors that affect productivity.
Question 4
4a. Calculate the cycle time efficiency
Cycle time efficiency (CTE): is the ratio of overall processing time relative to the overall cycle
time. A ratio close to 1 indicates that there is little room for improving the cycle time (unless
radical changes in the process)
A ratio close to zero indicates that there a significant amount of room for improving cycle time
(by reducing the waiting time).
Cycle time efficiency = Value added time / lead time
= 14/25
= 56%

4b. Business running this process
The usual way of designing frameworks creates capacity data or prerequisites for business mode
and subsequently determines how they can be improved by data innovation. In any case, data
innovation can make new plan choices for different approaches because it tends to be used to
challenge long-standing doubts about the courses of work used to impose associations. back. For
example, our newly designed home loan application shows that it is not important at this stage
for people to be in the same physical field to collaborate on an archive. By using systems and
documenting the invention of the card, individuals can access and work on similar archives from
a wide range of fields. Data innovation should be able to influence a process plan from the
outset.
Therefore, following these methods does not guarantee that re-engineering will always be
effective. Most re-engineering enterprises do not make progress in business performance due to
the difficulty of controlling classification changes. Tracking the change is not simple or natural
and organizations focused on re-engineering need a rational change in the board's approach.

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