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Archive of posts tagged enterprise process model

Developing an Enterprise Process Model Based on Cascading and Segmentation of Business Processes: A Case Study

This article introduces the study “Process Cascade- and Segmentation-Based Organizational Design: A Case Study” by Kohlbacher M. and Weitlaner D., which was presented at the IEEE International Conference on Industrial Engineering and Engineering Management in Singapore in December 2011.

The paper discusses the approach of process cascading and segmentation, a design principle which helps organizations to build its structure around its customer-oriented business processes. Cascading of processes is an approach where the organization’s business process design is based on internal customer-supplier relationships which ensure that every business process of the organization has a clearly defined (internal) customer which places an order and also receives the results. Segmentation of business processes refers to the idea of creating process variants of business processes which face heterogeneous market and/or customer requirements. Both principles – cascading and segmentation of business processes – complement each other. The paper shows how these design principles are applied in practice by using an Austrian manufacturing firm as a case study.

The poster of the presentation can be found here; the paper is available via IEEE Xplore.

Survey on Process Management: Definition and Documentation of Business Processes

This article discusses the issue “documentation of business processes” of the process management survey. Details on the survey (research design, sample, etc.) can be found here.

Most firms have defined a complete and uniform enterprise process model. The item “Our firm has developed a complete and uniform enterprise process model illustrating the business processes of the organization” was rated by the firms in the sample as follows:

  • 22,00%: Disagree
  • 16,67%: Neither agree nor disagree
  • 61,33%: Agree

Most firms document the design of their business processes (and keep the documentation up-to-date). The statement “The business processes of our firm are documented in a sufficiently detailed way” was rated by the firms in the sample as follows:

  • 15,33%: Disagree
  • 29,33%: Neither agree nor disagree
  • 55,33%: Agree

The statement “Process documentation is always timely updated after process design has changed” was rated by the firms in the sample as follows:

  • 18,00%: Disagree
  • 28,00%: Neither agree nor disagree
  • 54,00%: Agree

Most firms have defined inputs, outputs, customers and suppliers of their business processes. The statement “Inputs and outputs of our firm’s processes are clearly defined” was rated by the firms in the sample as follows:

  • 16,67%: Disagree
  • 36,67%: Neither agree nor disagree
  • 46,67%: Agree

The statement “The internal/external customers as well as the internal/external suppliers of our organization’s processes are clearly defined” was rated by the firms in the sample as follows:

  • 13,51%: Disagree
  • 37,16%: Neither agree nor disagree
  • 49,32%: Agree

The Characteristics of Process Orientation. Part 1: Design and Documentation of Business Processes

Business processes present a difficult challenge in identification and analysis since they are often unknown quantities, have no names, and are not visualized in organizational charts (Kiraka and Manning, 2005). A prerequisite for managing an organization based on its processes is to know which business processes are performed within the organization and how they are related to each other. A precise definition of the company’s business processes is the starting point for process management (Hinterhuber, 1995).

Design of a complete and uniform enterprise process model. The enterprise process model, which is also sometimes referred to as “macro design” (Suter, 2004), “macro model” (Schantin, 2004), or “macro enterprise process map” (Gardner, 2004), gives an overview of the organization’s business processes.

Documentation of processes. Business processes need to be specified in terms of how they are to be executed (Hammer, 2007).

Update of process documentation. Without a timely update of the documentation after a change of the process design, people will soon discontinue to use the documentation, making the documentation of business processes largely useless.

Definition of inputs and outputs for each process. Since processes can be defined as collections of tasks and activities that transform inputs into outputs, the specification of a business process needs to include a definition of these inputs and outputs (Walter, 2009; Schantin, 2004).

Definition of suppliers and customers for each process. A primary characteristic of a process is that it is initiated by and that it must provide results for a customer (Davenport and Short, 1990; Childe et al., 1994).