Process analysis techniques and tools for business improvements

Abstract

Business process reengineering (BPR) and total quality management (TQM) both emphasise the benefits that a process orientated view of company operations can bring. Acquiring a clear definition of the “as‐is” business process and developing an understanding about how the process may be re‐engineered is a crucial stage in any BPR project. This early phase normally has three objectives: to achieve a full understanding of the process to be re‐engineered so as to clarify its objectives and characteristics; to create a shared vision and understanding among the re‐engineering team; to have a basis for starting the redesign. To support this phase, there is a range of tools: manual, computer supported and computer enabled which are traditionally used to help in the activities of process definition and analysis. This paper describes some of the newer approaches. The product introduction process (PIP) is examined in a general sense, and specific examples from the automotive industry are taken as a basis for evaluation of the available tools and applications. A sample from the process analysis tools identified was used to model the PIP, and from the difficulties and successes an understanding of the attributes required in such an analysis tool was derived.

Business process improvement using multi-objective optimisation

“…Grigori et al [4] recently proposed a business process intelligence tool suite that uses business intelligence technologies (in particular data mining) for analysing business processes. Also Cheung and Bal [5] presented an overview of business process analysis techniques and tools, while McKay and Radnor [6] applied product data engineering principles to the representation of business processes, but there is no formal optimisation attempt in these papers. Hofacker and Vetschera [7] propose a business process modelling approach that can be optimised with three different techniques and define a sequential business process using a single-objective mathematical model.…”

Implementation of Business Process Reengineering Based on Workflow Management

“…Most hotels have introduced corresponding information systems such as marketing system, financial system, and so on [5]. But these systems are often only authorized to the respective department to specific issues and work well in the internal management.…”

Re‐engineering manufacturing processes through simulation modelling

“…This poses few implementation problems. Although the gain in production through-put is smaller than in versions 1 and 2, it should be noted that this could be achieved with no additional investment which can be used to improve processes (Cheung and Bal, 1998). In terms of the business environment, simulation models usually focus on the analysis of specific aspects of an organisation, such as manufacturing or finance.…”

“…Business process reengineering is concerned with fundamentally rethinking and redesigning business processes to obtain dramatic and sustaining improvements in quality, cost, service, leadtimes, outcomes, flexibility and innovation. In support of this, technological change through the implementation of simulation modelling is being used to improve the efficiency and effectiveness of many companies, and consequently is playing a major role in BPR initiatives (Cheung and Bal, 1998).…”