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Process design - Coggle Diagram

- - - - •Drivers of process redesign come from:
        
        External environment:
        
        Regulations
        
        Competitor developments
        
        Price wars
        
        Economic conditions
        
        Customers demand flexibility
        
        • Competitive pressures drove supermarket process changes:
        
        -Internal staff seeking short-term gains
  - - - • determines
        
        the "gap" between the current processes and resources (current capabilities) and the desired future state
        
        to achieve process improvement goals.
        
        that need to be addressed through process redesign.
      - •Identifies:
        
        • The type of redesign required
        to close the gaps and achieve process goals.
        
        Basic changes
        
        -Fundamental redesign
        
        • Improvements required in:
        
        Processes
        
        -Positions
        
        -Resources like people and IT
      - • Project teams conduct gap analysis by:
        
        •Assessing the current position
        
        • Evaluating options
        
        • Interviewing process users
        
        •Observing workers
      - provides insights into the work needed to implement successful changes through process redesign.
    - - •Process redesign requires a holistic view to understand interactions and impacts across the organization.
      - •A holistic view considers:
        
        Human elements
        
        -Technical elements
        
        -Interrelationships
        
        •A holistic view asks:
        
        -Who is affected?
        
        -What changes are needed?
        
        -How will people and systems adapt?
        
        •A narrow view risks missing:
        
        -Impacts
        
        -Dependencies
        
        -Implementation needs
        
        •A holistic view helps create a:
        
        -Complete redesign
        
        -Integrated solution
        
        -Multi-faceted implementation plan
        
        •This improves chances of a successful process redesign project.
      - •It reveals:
        
        Training requirements
        
        -Customer impacts
        
        -IT system changes
    - - •A business case makes the case for a process redesign project.
        •It includes:
        
        Costs
        
        -Improvement goals
        
        •Goals may be to:
        
        Reduce costs
        
        -Shorten cycle times
        
        -Boost quality
        
        -Improve service
        
        Anticipated benefits
        
        •Benefits management:
        -Quantifies projected benefits
        -Tracks realization of benefits
        
        •The business case helps leaders:
        
        Evaluate options
        
        -Prioritize projects
        
        -Allocate resources
      - •Project management :
        
        covers:
        
        Implementing the changes
        
        Managing benefits
        
        • Develop business case
        
        • Control process
        
        • Review process
        
        •It provides:
        
        -A systematic approach
        
        -A structure for:
        
        Planning
        
        Tracking progress
        
        -Ensuring success
      - •The business case and benefits management are key to:
        
        -Justifying a process redesign project
        
        -Delivering the projected benefits
  - - - can support both two strategic lenses or perspectives that Johnson, Scholes and Whittington proposed:
        
        the experience lens (by examining current processes)
        • Optimize existing processes by fixing issues while preserving strengths
        
        the ideas lens (by conceptualizing new, improved processes).
        • Introduce new elements that transform performance in meaningful ways
        
        Purpose:
        • to achieve the optimal mix of incremental and transformative change
        • to maximize performance and competitive advantage
      - Benefits: Provide
        • Organizations redesign processes to:
        •Benefits of new processes:
        
        makes them more effective: reduce cost or differentiation.
        
        • For greenTech, becoming a virtual supplier could:
        
        -Improve customer service
        
        Reduce costs and delivery times
        
        • But this is a significant strategic move,requiring strategy re-evaluation if changed.
        
        reducing a bank's mortgage approval time from 10 days to 1 day.
        
        Reveal misalignments over time, where
        
        Processes diverged over time
        
        The strategy is infeasible
        
        Scale up for growth
        
        -Leverage new technologies
        
        -Improve offerings
        
        Meet customer needs: flexibility, time savings
        
        -Floor space efficiency
        
        -Execute new strategies
        
        implements strategies into operations by defining roles, tasks and metrics.
        
        -Significant strategic shifts
        -Incremental changes
        
        -Identify new strategic opportunities
        
        • In summary,
        
        process design:
        Implements strategic goals
        
        While process redesign can:
        Identify opportunities
        Prompt strategic shifts
        
        So an iterative relationship exists, with
        
        strategy informing process design and
        
        process redesign informing strategic choices.
        
        process and strategy have:
        
        A top-down relationship in design
        
        A bottom-up relationship in redesign
        
        An iterative, reciprocal relationship long-term
        
        • Maximize synergy by balancing these perspectives.
      - are determined using Harmon's matrix
        
        Then individual processes are redesigned by changing roles, systems, etc.
        
        to identify processes for outsourcing or redesign.
      - linked to project management
        
        provides a structured approach to realize the goals of process initiatives.
      - •Supermarkets redesigned:
        
        Online ordering/delivery
        
        -Self-service checkouts
        
        •New processes required:
        
        -Improved IT systems
        
        -Delivery operations
        
        -Self-service checkout technology
      - •Process design
        
        •Process redesign can:
        
        Reveal misalignments over time
        
        Identify opportunities
        
        Prompt strategic shifts
    - - is a set of activities to generate an output in response to an event.
      - deliver strategies.
        •Processes should align with organizational goals to support strategy.
        
        •Misalignment can occur if:
        
        Process goals diverge from original specifications
        
        Strategy is not feasible, so processes modified to work.
      - fit with structures, relationships, and control.
      - • The value chain analyzes an organization's activities, which are also part of processes.
        
        •Analyzing the value chain identifies:
        
        Core processes that add most value
        
        -Processes with potential for improvement
        
        -Non-value adding processes
        
        •Insights reveal opportunities to reconfigure processes to:
        
        -Enhance customer value
        
        -Increase value or reduce costs
  - - - •Comparable to suppliers' expertise
      - •Standardized
      - •Cheaper to outsource
      - •Match suppliers' competencies
      - •Become routine
      - •Cost less to outsource
      - This makes outsourcing:
        •Easier to implement
        •More attractive financially
      - So more processes become candidates for outsourcing.
    - - •Were once managed in-house
      - •Have become standardized
      - •Can be provided more efficiently by specialists
      - So venues now outsource these tasks.
    - - • Leverage external expertise
      - • Reduce costs
      - •Focus on core activities
    - - •Increases options for outsourcing
      - •Lowers costs
      - •Drives innovation
    - - • Compared to suppliers' competencies
      - •Standardized
      - • Cheaper to outsource
      - Making them candidates for commoditisation and outsourcing.
    - - •Less comparable
      - •Harder to standardize
      - •More costly to outsource
      - Making them less likely to be commoditized or outsourced.
    - - • Has a commodity nature
        • Simplicity: It's high-volume and routine, enabling standardization
      - • Is not central to strategy
        • Lack of strategic importance: It's an operational task, not a differentiator
      - •Has manageable risks
        • Manageable security risks: Risks can be mitigated with proper controls
      - •Can leverage external expertise
        • External expertise likely exists: Specialists can provide the required skills
      - Meeting key criteria for outsourcing, though a careful evaluation is still needed.
      - • Is simple, routine
      - • Not strategic
      - • Has manageable risks
      - • External expertise likely exists
      - Meeting key criteria for a process being:
        
        • Commoditized
        
        • Routinized
        
        • Outsourced
    - - • Are complex, customized tasks
      - • Critical to brand/reputation, requiring in-depth company knowledge
      - • Difficult to standardize
      - Making them poor candidates for commoditization and outsourcing.
        
        • Commoditization
        
        • Routinization
        
        • Outsourcing
      - • Are complex, customized tasks
      - • Require in-depth company knowledge
      - • Impact brand
      - Making them poor candidates for:
- - - - Lower left processes:
        
        -Stable
        
        -Low strategic value
        
        Not important
        
        -Simple
        
        -Require few resources
      - Time recording - Outsource or use software:
        • Uses resources that could earn fees
        • Off-the-shelf packages likely exist
        • Low value process for outsourcing or commercial software
      - Payroll: •Low complexity •Low strategic importance Outsource or automate using: •Commercial off-the-shelf software •Payroll bureau for: •Professional management •Economies of scale •Lower costs •Address staff demotivation
      - Lower left (minimal changes):
        
        Require few resources due to simplicity and lack of importance
        
        Require few resources
        
        -Minimal changes advised
        
        Stock control and credit approval:
        Minimal changes. Unimportant, routine processes require few resources.
      - Payroll: Lower left quadrant → Standard software + in-house transfer
        Hardware: Lower left quadrant → Outsource to specialists
        
        Payroll system integration: Recommendation: Standard software package and in-house data transfer Rationale: Low strategic value but some potential complexity. In-house IT is familiar with current systems to accurately migrate data. Outsourcing data transfer to specialists is also an option if in-house proves difficult.
        
        Hardware upgrade/maintenance: Recommendation: Outsource to specialists Rationale: Low strategic value but high potential complexity, especially maintenance. Specialists can provide expertise, economies of scale and free up internal IT resources.
      - OUTSOURCE: if services available
      - AUTOMATION: if resources available
      - Payroll system integration: Recommendation: Standard software package and in-house data transfer Rationale: Low strategic value but some potential complexity. In-house IT is familiar with current systems to accurately migrate data. Outsourcing data transfer to specialists is also an option if in-house proves difficult.
      - purchasing a software package rather than developing a bespoke solution for IAA
        
        advantages:
        
        Faster implementation:
        
        •Package already exists
        •Less time to configure and populate than develop solution
        
        Higher quality:
        
        •Package is tried and tested
        •Fewer faults than bespoke solution
        
        "Try before buy":
        
        • Users can evaluate package before purchasing
        • Identify issues before selection
        
        Predictable maintenance costs:
        
        • Maintenance fees agreed upfront
        • Shared costs across users
        
        Access to expertise:
        
        • Software provider has domain expertise
        
        Potentially lower initial cost:
        
        • Less overhead/profit margin for provider
        • Potential for fee-for-use model
        
        However, software package may require users to change how they work rather than solution fitting existing processes. Any difference between initial requirements and package capabilities should have been identified during evaluation.
        
        In summary, main advantages are:
        
        • Faster time to market
        
        • Higher quality and reliability
        
        • Lower costs
        
        • Access to domain expertise
        
        But package may not fully meet initial requirements so redesign of processes and job roles may be needed to accommodate software solution.
        
        Overall, a software package offers a potentially cost-effective solution if requirements can be adapted to fit it rather than vice versa.
      - There are 3 main flaws in Flexipipe's decision to use a software package:
        
        Loss of competitive edge:
        
        • Software packages available to all competitors
        • Package unlikely to replicate company's innovative process
        
        Incomplete/changing requirements:
        
        •Difficult to articulate all requirements
        
        •Requirements likely to change further
        
        Approaches to fix issues not ideal:
        
        •Vendor updates time-consuming and costly
        
        •Tailoring package expensive and hard to maintain
        
        •Workarounds costly and reduce benefits
        
        Lack of expertise in procurement:
        
        • Limited procurement expertise and resources
        
        •Weak procurement process
        
        • Risk of supplier issues e.g. going out of business
        
        In summary:
        
        • Package solutions not suitable for strategically important, complex processes
        
        • Incomplete/changing requirements increase risk of poor fit
        
        • Lack of procurement expertise and experience increase risks
        
        Better approaches would have been to:
        
        •Identify process requirements fully
        
        •Develop bespoke solution in-house
        
        •Gain procurement expertise and establish process
        
        Overall, the software package approach was high risk due to:
        
        • Loss of competitive advantage
        
        • Poor match with requirements
        
        • Lack of management expertise
        
        A more fitting solution would have been a bespoke system developed in-house alongside a strengthened procurement process.
    - - Upper right processes:
        
        Provide competitive advantage
        
        Strategically important
        
        -Complex
        
        -Dynamic
        
        Priority for redesign
      - Legal advice - Outsource:
        • High complexity
        • Low strategic importance
      - Payroll - Outsource:
        • Complex bespoke system
        • Low strategic importance
        • Funds could improve driver pay
      - Legal advice:
        • High complexity
        • Low strategic importance
        Recommend outsourcing for:
        • Expertise
        • Proactive compliance
        • Lower costs
      - Processes in upper right (redesign):
        
        Prioritized based on strategic importance and complexity
        
        Prioritized for improvements
        
        Drive competitive advantage
        
        New product design and partnership negotiation:
        High priority for redesign. Strategically important and complex, likely source of competitive advantage (differentiated business and drive growth).
      - (iii) and (v): Complex or risky, non-strategic processes outsourced to specialists.
        
        (v) Vehicle history checks Outsource to specialists to mitigate risks. Low strategic value but some complexity and risks.
        
        (iii) Vehicle insurance Outsource to specialists to reduce costs. Complex but non-strategic process.
      - Upper right: Redesign
        Processes in upper right (redesign): Prioritized based on strategic importance and complexity Prioritized for improvements Drive competitive advantage
      - Characteristics:
        
        Require few resources
        
        Complex but non-critical processes (Low strategic value)/ Complexity outweighs lack of strategic importance for these processes./ Complexity outweighs importance
        
        -Minimal changes advised
        
        best handled externally: -Best outsourced to specialists/ experts for efficiency
        
        -Distract from core processes/ Not important
      - Examples:
        
        International delivery and funds investment:
    - - Example:
        
        Subscriber management:
        Automate using commercial CRM to:
        • Streamline process
        • Address subscriber decline
        • Respond promptly to queries
        
        Membership renewal
        
        Bicycle assembly
        
        Online purchasing:
        Develop bespoke/custom software for unique needs.
      - Characteristics:
        
        • Strategically important / strategic process / Important (for efficient operations)
        
        • Low complexity/ -Stable and simple/ simple/routine process (enough to standardize)/ Straightforward
      - Solutions:
        
        kept in-house
        
        -Best automated to reduce costs and speed up/ gain efficiency / revisit automation to optimize efficiency.
    - - Solutions:
        
        kept in-house to improve performance.
      - Examples:
        
        Repair attendance:
        • Keep in-house to improve repairers' competence and provide IT support systems.
        • Strategically important and some complexity.
        
        (iv) Membership queries
        • Keep in-house, train staff and provide IT support.
        • Potentially complex and strategic.
        
        Private banking: Upper right quadrant → Develop in-house
        Private banking support: Recommendation: Develop in-house Rationale: High strategic value and complexity. A differentiated offering that can drive growth. Requires human judgment and customization. Should be a high priority initiative.
        
        Software support- Bring in-house: • Complex • Strategically important for customer service and sales
        
        Website - Build in-house: • Strategically important • Some complexity • Lack of customization in commercial software
        
        Staff training • Strategically important • Complex • Inadequate currently Recommend continuous improvement: • Remedial training for complainers • Mentoring to reduce turnover
        
        New product design and partnership negotiation:
      - Characteristics:
        
        • Complex
        
        • Strategically important for ........
        
        Strategically important processes
  - - - Reduce costs for simple, non-critical processes
        
        •For standardized tasks, off-the-shelf solutions optimize costs. Recommended for desktop refresh.
        Payroll system integration:
        Recommend standard off-the-shelf software. Automating a simple process via a standard solution minimizes costs and issues.
        
        •Standard systems risk:
        Integration issues for payroll
        Lack of differentiation for private banking
      - Improve performance for Complex, critical processes
        
        •For tasks with unique requirements, custom systems optimize functionality and control. Recommended for payroll integration and private banking.
        Desktop update:
        Recommend outsourcing to experts.Complex process best handled by specialists to ensure efficiency.
        
        Hardware upgrade/maintenance:
        
        Recommendation: Outsource to specialists
        
        Rationale: Low strategic value but high potential complexity, especially maintenance. Specialists can provide expertise, economies of scale and free up internal IT resources.
        
        •Outsourcing risks:
        Losing control for payroll integration
        Limits customization for private banking
        
        Private banking service:
        Recommend bespoke development. Customizedoffering for growth requires tailored solutions. Justifies investment in custom systems.
        
        EcoLite:
        
        For outsourcing
        
        • Saves $1,000-$1,750 per car from lower costs and overhead
        
        • Meets demand that exceeds current capacity
        
        • EcoLite has fewest parts in common
        
        Against outsourcing:
        
        • Current product mix generates most profits
        
        • Outsourcing leaves unused capacity and reduces profits
        
        • Political opposition due to regional grants and local employment
        
        • Potential loss of ethical brand image due to outsourcing and long transport
        
        • Risk of reduced sales from customers who value local production
      - This balances:
        
        Cost efficiency
        
        Competitive advantage
      - •Focus is on:
        
        Meeting functional needs
        
        Ensuring strategic fit
        
        Optimizing costs
        
        Leverage economies of scale
      - Payroll: Lower left quadrant → Standard software + in-house transfer
        
        Hardware: Lower left quadrant → Outsource to specialists
        
        Private banking: Upper right quadrant → Develop in-house
    - - Simple tasks: standard solutions
      - -Complex tasks:outsourcing/customization
      - Strategic tasks: custom solutions
      - To achieve: Lowest risk -Highest benefit -Optimal cost-performance
    - - Lower left: Minimal resources
        Lower left (minimal changes):
        Require few resources due to simplicity and lack of importance
        Require few resources
        -Minimal changes advised
      - Pros:
        
        •Cost savings - a main motivation
        
        •Higher customer focus -frees internal resources
        
        •Access to expertise - suppliers specialize in specific processes
        
        •Cost reductions
        
        •Access to expertise
        
        •Focus on core activities
        
        Cons:
        
        •Less product differentiation -as outsourcing becomes more common
        
        • Piecemeal solutions-no single supplier for complex processes
        
        •Security risks - firms reluctant to outsource sensitive elements
        
        •Inflexible contracts - difficulty managing suppliers
        
        •Issues measuring performance
        
        •Data security risks
        
        •Loss of product differentiation
        
        •Risk of piecemeal solutions
        
        •Security risks
        
        •Inflexible contracts
        
        •Performance measurement issues
        
        •Data security risks
        
        Other factors:
        Other considerations:
        
        •Quality - can improve or worsen
        
        •Control - loss of control for outsourced processes
        
        •Risk - risks are transferred but new risks are introduced
        
        •Strategic importance- processes core to strategy rarely fully outsourced
        
        •Quality may increase or decrease
        
        •Loss of control
        
        •New risks introduced
        
        •Processes core to strategy rarely fully outsourced
        
        Outsourcing balances:
        •Cost savings
        •Access to expertise
        
        Against:
        
        •Loss of control
        
        •Security risks
        
        •Reduced flexibility
        
        Effectiveness depends on:
        
        •Supplier management
        
        •Contract terms
        
        •Performance metrics
        
        Overall, outsourcing must be evaluated carefully for each process based on potential advantages, disadvantages and risks to determine suitability.
        
        Outsourcing trades: •Cost reductions •External expertise For: •Loss of control •Security •Inflexibility
        
        Though it may be appropriate for: •Non-core processes •Processes with commodity nature Not for: •Processes requiring close monitoring •Strategically important processes
      - Bottom right: Automate
        Bottom right (automate):
        Important but simple processes to lower costs, gain efficiency
        Automated for cost reduction and efficiency
        Simple yet important
  - - - Process characteristics
        
        Based on whether a process is:
        
        -Strategically important
        
        -Complex/dynamic
        
        If a process needs redesign
      - -Business needs
        To improve performance through:
        To determine appropriate strategies for:
        
        -Lower costs
        Cost reduction
        
        -Greater efficiency
        Performance improvement
        
        -Competitive advantage
        Competitive differentiation
      - -Harmon's matrix positioning.
        The redesign approach:
        recommendations for process areas based on Harmon's matrix:
        
        -Automation
        -Automate simple processes
        Standard solutions for:
        
        -Simple, standardized tasks
        
        Low complexity processes
        
        -Redesign
        Custom systems for:
        
        Strategic opportunities
        
        -Growth areas
        
        Need for tailored offerings
        
        -Redesign important, complex processes
        
        -Outsourcing for:
        
        None core work/ non-critical processes
        
        -Lack of expertise
  - - - •Efficiency
      - •Effectiveness
      - •Innovation
    - - •Reengineering complex, core processes
        Focusing on core, strategic processes
      - •Standardizing peripheral processes
        Automating simple tasks
      - •Outsourcing non-core work
- - - - 1.1. What is BPR?
        
        BPR = Fundamental, radical changes to processes for:
        • Dramatic improvements in:
        
        Cost
        
        Quality
        
        Speed
        
        Performance
        
        BPR is not:
        • Automation
        • Rationalisation
        
        BPR should achieve:
        • Quantum leaps in performance
        • Starts by questioning why current processes exist
        
        BPR assumes:
        • Nothing
        • Starts with a clean slate
        
        BPR aims for:
        
        • Fundamental
        
        • Radical
        
        • Dramatic
        
        • Process-focused changes
      - 1.2. Why focus on processes?
        BPR focuses on processes because:
        
        • Processes deliver value, not functions alone
        
        • Without process focus:
        
        Unclear how value achieved
        
        Hard to predict change effects
        
        No basis for improvement
        
        Knowledge lost as people move
        
        Limited cross-function interaction
        
        Strategy not linked to resources
      - In summary, BPR aims to fundamentally rethink and redesign processes for dramatic improvements in performance metrics like cost, quality and speed. It focuses on processes rather than functions and assumes nothing, starting with a clean slate.
      - SFS
        
        Instead of just:
        • Automating existing processes
        • Making incremental changes
        
        could improve its supply chain using BPR which involves:
        •Fundamentally rethinking and redesigning processes for:
        
        Dramatic improvements in:
        
        • Cost
        
        • Quality
        
        • Speed
        
        • Performance
        
        For example, instead of stores ordering through the warehouse:
        
        • Suppliers could monitor store inventory levels using an extranet
        
        • Send inventory directly when reorder levels reached
        
        This would:
        • Replenish inventory faster
        • Reduce costs by eliminating the warehouse role
        
        For BPR to work, SFS needs:
        
        • Acceptance of change by staff
        
        • New IT skills and systems
        
        • Hardware/software investment
        
        BPR aims for radical efficiency gains and cost savings by fundamentally redesigning processes, not just automating existing ones. Applying these principles to SFS's supply chain could dramatically improve performance.
  - - - 2.1. Beginnings of lean production
      - 2.2. Flexible manufacturing
      - 2.3. Quality methods
      - 2.4. Minimisation of waste
      - Parallels lean production by:
        
        • Flexible manufacturing
        
        • Waste minimization
        
        • Quality methods
      - Lean focuses on:
        
        • Flexibility
        
        • Small batches
        
        • Multi-skilled workers
        
        • Quality control
        
        • Eliminating waste:
        
        • Inventories
        
        • Excess processes
        
        • Delays
    - - • Wrong parts due to:
        
        Insufficient problem info
        
        Engineer error
        
        Unrecorded modifications
        
        Warehouse error
      - • Solutions:
        
        Better training
        
        Engineers check parts
        
        Review part issuing
        
        Automate order-issue
        
        Improved stock control
  - - - • Customer willing to pay
      - • Change the output
      - • Done right first time
    - - • Preparation
      - • Inspection
      - • Movement
      - • Delays
    - - • Identifying all processes
      - • Categorizing activities
      - • Eliminating non-value adding work
    - - • Minimize product movement
        • Use workflow systems
    - - • Automate document flows
        • Speed up processes
    - - •Advantages
      - • Eliminates courier costs/delays
      - • Scaleable for expansion
      - • Attract more markers overseas
      - • Disadvantages
      - • Risk averse IISA may not accept
      - • Security issues with internet
      - • Technical requirements for markers
    - - •Advantages
      - • Lower cost/time savings
      - • Less risky than scanning option
      - • Failsafe if scripts lost
      - • Disadvantages
      - • Logistical issues maintaining marker/auditor addresses
      - • Removes HQ admin controls
      - In summary:
        
        Option 1 uses a workflow system to handle electronic copies of scripts scanned by invigilators.
        
        It eliminates courier costs but has security and technical challenges.
        
        Option 2 relocates markers/auditors or combines roles to reduce script movements.
        
        While smaller savings, it is less risky and expensive - preferred by a risk averse IISA.
        
        Either option could reduce delays and costs in the current process. But Option 2 is more aligned with IISA's preferences.
  - - - Organization - Process design/control issues
      - Process - Workflow/activity issues
      - Job - Role performance issues
    - - • Communication failures
      - • Lack of info sharing/
        • Information flow problems
      - • Issues passing materials
        • Materials handoff obstacles
      - Between departments reveals:
    - - Improving info sharing
      - Standardizing documents
      - Clearly defining roles
      - Tracking materials passed
  - - - Complexity
        • Non-routine, automation insufficient
      - Strategic importance
        • Critical for retention and advantage due to:
        
        Increased competition
        
        High customer expectations
        
        QH's strategic objectives
    - - • Customer service is complex and dynamic
      - • Requires redesign focusing on:
        
        People
        
        Interactions
      - Redesign needed as:
        
        • Beyond automation
        
        • Focus on improving:
        
        People
        
        Interactions
    - - • Redesign QH's complex, strategically important customer service process with a focus on people and interactions.
      - • Options like automation and outsourcing are insufficient due to complexity and strategic importance of customer service.
  - - - Cost
      - Quality
      - Speed
      - Performance
    - - • Remove unnecessary activities
      - • Combine activities
      - • Outsource activities
      - • Automate activities
    - - • Identifying problems:
        
        Duplication
        
        Overlaps
        
        Non-value activities
    - - Remove activities
      - Combine activities
      - Automate activities
      - Outsource activities
- - - - • Does necessary technology exist?
      - • Is technology mature enough?
      - • Is expertise available?
    - - • Costs vs benefits
      - • Assign monetary value to benefits
      - • Intangibles often important
- - - - •Set goals, define scope
      - •Identify team
      - •Develop project plan
    - - Process diagram
      - •Document current process
      - •Identify problems
        
        Problems:
        
        • Inspection in wrong swimlane
        
        • Inspection after materials received
        
        Solutions:
        
        • Move inspection to quality inspector swimlane
        
        • Inspect materials before issuing to welder and joiner
        
        Further options:
        
        •Combine job roles:
        
        Train one employee for:
        
        • Welding
        
        • Joining
        
        • Inspecting
        
        • Receiving
        
        Benefits:
        
        • Lower staff costs
        
        • Higher efficiency
        
        • Fewer handovers
        
        • Less time/errors
      - •Revise goals
      - During Analysis:
        
        •Create process diagrams
        
        •Note performance issues
        
        •Examine management system
    - - •Consider solutions
      - •Choose best option
      - •Define objectives for development phase
      - During Redesign:
        
        •Design management roles
        
        •Rationalize reporting
        
        •Simulate designs
        
        •Fully document new process
      - Redesign lecturer jobs:
        
        Scientific management not ideal
        
        Re-engineering unlikely
        
        Best approach: Job enrichment
        Job enrichment and technology offer best ways to:
        
        •Provide variety, responsibility, autonomy
        
        •Develop non-teaching competencies
        
        •Leverage lecturers' knowledge
        
        • Guide changes
        
        But roles must fully satisfy:
        
        • Students
        
        • Lecturers
        
        • University
        
        •Involve lecturers in:
        
        Course coordination
        
        Content planning
        
        Subject management
        
        Collaboration
        
        •Add social/pastoral duties
        
        • Provide rotation, autonomy, responsibility
        
        • Leverage technology more
        
        Treat as knowledge workers:
        
        •Develop knowledge via conferences, research
        
        •Use competency framework to:
        
        List required competencies
        
        Assess development needs
        
        Guide pastoral care
        
        •Enable succession planning
      - possible redesign options for IAA's question handling process:
        
        Increase administrators:
        
        • Add more staff to enter questions
        
        • Costly, quality issues remain
        
        Delay question entry:
        
        • Enter questions after acceptance
        • Avoids entering rejected questions
        
        • Delays for accepted questions
        
        Move tasks to Education:
        
        • Employees have subject knowledge
        • Fewer entry errors
        
        • Education may object
        • Requires staff changes
        
        Pre-select reviewers:
        
        • Questions sent directly to reviewers
        • Faster forwarding of questions
        
        • Anonymity issues
        
        Workflow system:
        
        But a workflow system is most radical, potentially eliminating IAA departments and roles.
        
        Though it offers biggest financial benefits, staff impacts may be difficult.
        
        • Authors enter questions directly
        • Reviewers correct errors
        
        Benefits:
        
        • Removes bottleneck
        
        • Reduces administrative costs
        
        Issues:
        
        • Requires author effort
        
        • Staff reductions
        
        Delaying entry, moving tasks to Education and pre-selecting reviewers aim to simplify the process and reduce bottlenecks.
        
        Any option seeks to improve question entry speed, reduce errors and lower costs. But staff impacts and IAA preferences must also be weighed.
    - - •Specify IS resources
      - •Provide staff training
      - •Acquire resources
      - During Development:
        
        •Specify new IS systems
        
        •Create job descriptions
        
        •Test arrangements
    - - •Implement changes
      - •Gain support from management
      - •Revise process as needed
      - •Monitor performance
      - Transition depends on:
        •Change management
        •Management support
    - - •Provides discipline
      - •Ensures management buy-in
      - •Moves from documenting current process to fully implementing new one
      - •Considers implications for individuals, teams, systems and resources
      - But success depends on managing change, revising processes as needed and continuous improvement.
  - - - •Assessed suitability of package approach
      - •Specified requirements fully
      - •Compared different solutions objectively
      - •Evaluated suppliers thoroughly
      - •Determined potential 'fit'
      - •Planned implementation effectively
      - This could have:
        
        •Revealed problems at early stage
        
        •Identified alternative solutions
        
        •Captured requirements fully
        
        •Selected more suitable supplier
        
        •Better prepared users
      - Avoiding issues with the software package would have required:
        
        • Assessing appropriateness of package approach
        
        • Specifying requirements comprehensively
        
        • Comparing solutions objectively
        
        • Evaluating suppliers rigorously
        
        • Determining 'fit' between solution and requirements
        
        • Planning implementation thoroughly
  - - - • Issues with implementation like incompatible browsers and undistributed documentation suggest HomeDeliver's e-business strategy could be improved. Adequate testing, training and change management are important for successful e-business adoption.
    - - •Assessed suitability of package
      - •Justified investment
      - •Captured requirements fully
      - •Considered alternatives
      - •Negotiated contract risks
      - •Planned implementation effectively
    - - • Formally evaluating package approach
      - • Producing a business case to justify investment
      - • Defining requirements comprehensively
      - • Tendering to identify best alternative
      - • Negotiating contract to remove risks
      - • Planning implementation thoroughly
    - - •Lack of formal process
      - •Failure to justify investment
      - •Incomplete requirements specification
      - •No comparison of alternatives
      - •Risks not identified in contract
      - •Inadequate implementation planning
      - A structured process could have prevented these issues and ensured a more successful software implementation.
  - - - •Evaluate package suitability
      - •Define requirements fully
      - • Objectively compare alternatives
      - • Implement chosen solution effectively
    - - • Choosing right solution
      - •Capturing needs fully
      - • Selecting best fitting package
      - •Reliable implementation
    - - •Choosing wrong solution
      - •Incomplete requirements
      - • Poor value for money
      - •Implementation issues
    - - •Choose appropriate solutions
      - •Capture requirements fully
      - •Select best fitting options
      - •Reliably implement systems
      - But proper execution is key - merely having a process is not enough.
  - - - package provided:
        
        •Faster time to market
        
        •More comprehensive features
        
        •Potentially lower cost
        
        •Higher quality and robustness
        
        •Simple fixes for issues
      - Overall, a package solution:
        
        •Got system up and running quickly
        
        •Gave Bridge Co CRM functionality
        
        •Cost less than developing in-house
        
        •Had fewer issues initially
        
        •Allowed for relatively easy fixes
      - Though issues did arise,they could potentially be addressed more easily than with a bespoke system.
      - So the package approach still seems reasonable, despite some downsides. Compared to the potential delays,costs and issues of a bespoke system, the benefits of Custcare outweigh the disadvantages at this point.
  - - - Initial cost:
        
        • COTS software costs are spread across customers
        • Bespoke development costs entirely borne by DHA
      - Maintenance and upgrade costs:
        
        • COTS costs are fixed and known in advance
        • Bespoke costs difficult to predict and plan for
      - Quality:
        
        •COTS software tried and tested by many users
        •Quality of bespoke software not known until implemented
      - Speed of implementation:
        
        • COTS software already developed and available
        • Bespoke software takes months/years to develop
      - Efficiency of processes:
        
        • COTS software incorporates best practices
        • Bespoke software could build in existing inefficiencies
    - - • Multiple access options e.g. mobile
      - • Staff training
      - • Try-before-buy option to test compatibility
    - - • Lower initial and predictable costs
      - • Proven quality and reliability
      - • Faster time to market
      - • Built-in efficiency
      - a COTS software approach offers:
      - But risks exist which can be mitigated through:
        
        • Supporting multiple access options
        
        • Providing proper training
        
        • Testing software compatibility in advance
      - So while risks must be considered, the benefits of a COTS software approach - in terms of cost, speed and efficiency - outweigh those of developing a bespoke solution for scheduling appointments at DHA.