I need to do Part B. Which is the Individual reflection report. Attached all the resources.
2 Summary of module 1 Concept of business process management has been introduced in this module. In definition, it has mentioned that BPM is an approach that helps organizational performance by combining information technology and governance methodologies (Tillemans, 2010). Concept of BPM methodology is also discussed in this module, BPM methodology offers to formalize and improve the process. Business process management has been demonstrated with a real-life example while a person applied for a bank loan how the loan is being processed and approved is shown. The module also disclosed that there are three pillars of BPM, Processes, People, and technology. Based on that three pillars the whole BPM works. Another major topic which has been disclosed in the module is called PPM life cycle. BPM lifecycle consists of five different phases, design, modelling, execution, monitoring and optimization. BPM also resolve different business issues like a cross-functional issue, training issue, unrealistic expectation, manage customer feedback and others. Summary of module 2 This module has highlighted that all BPM projects are not successful, some of the major reason behind the failure of BPM project is lack of communication, selection of the wrong process, lack of coordination and others. The module has helped to learn "analysis" should be included in the BPM process. Here the analysis is not referring to submission of required documents. It is recommended that do not overdo the initial requirements (Idevnews, 2010). Moreover, it is suggested that [process analysis must be implemented into the induvial team before it is applied to the organization-wide. Application of BPM in a real-life project also disclosed in this module. Is has been shown that MarkWork Wearhouse uses BPM to transform demand-driven inventory sourcing. How BPM should be used to gain success in a project also mentioned in this module. It has mentioned that KPI, Metrics and SLAs must be kept in the BPM process. At the same time, it is highly suggested that out-metrics must be kept away from the project scope. Some of the business issues that have been resolved by New York State e-file by implementing BPM are a slow process, expenses, paper-intensive. Summary of module 3 The third module has disclosed phases involved in process improvement life cycle. Process improvement life cycle is a 9-step process which helps an organization to ensure continuous performance (Zimmerman, 2012). A baseline is the first step of this life cycle, after developing the base life identification of critical success factor comes into the picture. Organizing, standardizing, redesigning is the next three phases of process improvement lifecycle. Last three steps are automating. Application of metrics and cross-train. The module has showcased how an output of one phase can be considered as an input of another. The module has stated that high performance is always a mandatory need from an organization’s end. In order to meet that demand, every organization need to follow these 9-steps of continuous performance. References Idevnews (2010). Business Process Management Best Practices – IBM. Retrieved from https://youtu.be/7qj_2mFUDXE Tillemans, S. (2010). An Introduction to Business Process Management. Retrieved from https://youtu.be/_YXqnEXnnBk Zimmerman, A. (2012). CIS 121 – System Development Life Cycle. Retrieved from https://youtu.be/mH-Nc5kvyQQ STRIVING FOR CONTINUOUS PROCESS IMPROVEMENT IN CONSTRUCTION STRIVING FOR CONTINUOUS PROCESS IMPROVEMENT IN CONSTRUCTION 1 Abstract Continuous process improvement Reason- internal and external pressure. Technique- lean construction with communication and information system. Outcomes-Increased and improved efficiency. Integration of business process and information system. Case study- Time period- 5 years Technique- Business improvement and Information system implementation. Process- assessment, modeling and evaluation. Continuous improvement frame was put in place to avoid risk of stagnation. Outcome Responsibility of processes taken by each unit Smoother supply chain processes Higher profitability. Smaller business units and its processes affected the overall value chain 2 Introduction Business process is Sequence of tasks Structured or semi structured Performed in Parallel or series Reaching common goal 3 Henry Ford, 20th century Introduction of assembly line production. Frederick W. Taylor , 1914 Book about principle of scientific management manufacturing process breakdown as a thoughtless simple sequences cycle Michael Porter ,1985 Book- competitive advantage: creating and sustaining superior perfection Concept of value chains as a collection of activities performed for product or service support Reduced cost and time, produced more cars and made it affordable. Michael Hammer Thomas Davenport and James Short Reengineering Work – Don’t Automate, Obliterate The New Industrial Engineering: Information Technology and Business Process Redesign BPR Movement process redesign initiatives to leverage maximum potential from IS. Taiichi Ohno, Toyota Identified 7 varying wastes within process of production Daniel T. Jones and James P. Womach book named ‘Machine that changed the world’ and ‘Lean thinking’ Proposed their optimization or elimination for process efficiency improvement References Dave, Bhargav. 2015. Striving for Continuous Process Improvement - A Construction Case Study. Proceedings of the Indian Lean Construction Conference (ILCC 2015). P. 13. Nelson, D. (1980) Frederick W. Taylor and the Rise of Scientific Management. Madison: University of Wisconsin Press. ISBN 0-299-08160-5. Porter, M., & Millar, M. (1985) How information gives you a competitive advantage. Harvard Business Review, July/Aug. 1985, pp.149-160. Porter, M., E., (1985), Competitive Advantage: Creating and Sustaining Superior Perfection. The Free Press. New York Liker, J. K. (2005). The toyota way. Esensi. Running Head: BUSINESS IMPROVEMENT PLAN1 BUSINESS IMPROVEMENT PLAN2 BUSINESS IMPROVEMENT PLAN Table of Contents Audit process in Business improvement3 Six Sigma Methodology3 Reference5 Audit process in Business improvement The business process audit is one of the most useful processes in the modern-day business to improve and also increase the efficiency of the organisation. A business process audit is a formal and technical way to understand if the business is managing the process and take into account the core objectives of the business, the specific goals and also the most suitable method to achieve those goals. The business process audit is the signal for the administration to take necessary actions wherever necessary and also guarantee that the work is done correctly (Gupta, Modgil, & Gunasekaran, 2020). The audit process has become one of the essential elements for use and particularly for large organisations. The system helps the companies to remain in the competition and ensure the product is of the highest quality. The main objectives of the business process audit are to eliminate the anomalies to follow the goals and objectives set by top-level management strictly. Encourages continuous implements and controls various risks in the business. Plans and ensures the application of different contingency plans. Suggestions for improvement and ensuring ethical culture in the organisation is also part of the audit process (Muraliraj, Zailani, Kuppusamy & Santha, 2018). The process provides other than this data for the management upon which decision is based, and various resources are assessed. The system offers more transparency in the business process and helps in the detection of any steps which are affecting the whole process negatively. The suit process ensures the resource assessment and also makes the information system more reliable and helps in increasing the productivity of the company by providing an adequate physical and structural response for each task. Six Sigma Methodology One of the most popular tools to make the business process more useful is the six sigma methodology. The core of the concept is based on establishing a dedicated culture for continuous improvement. The method uses various tools and techniques to reduce the variance and also eliminate the deficits. The process is also crucial in identifying the root causes of errors and allows the organisation to create better product and service processes. The process is not only applicable to the manufacturing process but also other levels of the business (Antony, Snee & Hoerl, 2017). The organisation uses Six Sigma to set up all the management processes and systematically identify the roles and also provide the methods for eliminating the mistakes. It was Walter Shewhart, who expanded the idea form the bell curve, developed the process. In the late 1980s, Motorola developed the Six Sigma and brought it into the mainstream use. Bill Smith is one of the first pioneers of the modern Six sigma approach (Chugani et al., 2017). Various methodologies were developed during this time and were significantly different from the concepts of TQM and Zero defects used during that time. The six sigma process is a data-based approach which uses various tools and techniques to redefine and evaluate each step in the process. By analysing each stage, multiple methods for improvement can be used to increase the efficiency of the business. The quality of the process is improved, keeping in mind the core principle of business that is the profit. Reference Antony, J., Snee, R., & Hoerl, R. (2017). Lean Six Sigma: yesterday, today and tomorrow. International Journal of Quality & Reliability Management. Chugani, N., Kumar, V., Garza-Reyes, J. A., Rocha-Lona, L., & Upadhyay, A. (2017). Investigating the green impact of lean, six sigma and lean six sigma. International Journal of Lean Six Sigma. Gupta, S., Modgil, S., & Gunasekaran, A. (2020). Big data in lean six sigma: a review and further research directions. International Journal of Production Research, 58(3), 947-969. Muraliraj, J., Zailani, S., Kuppusamy, S., & Santha, C. (2018). Annotated methodological review of lean six sigma. International Journal of Lean Six Sigma. PROJ 6009 Assessment 1 Brief Nov 2019 Page 1 of 7 ASSESSMENT BRIEF - 2 Subject Code and Title PROJ6009 Business Process Management and Systems Assessment Assessment 2: Business Process Improvement Reflection (2 parts) Part A: Presentation: Comments on Best Practice of BPI Case study Part B: Reflection Report: Best Practice of BPI case study (Incorporating the feedback from the cohort) Individual/Group Individual and/or Group for both Online and Face-to-Face delivery Words limits Part A: 8-10 minutes (Group presentation) Part B: 1000 words (Individual reflection report) Learning Outcomes 1. Critically analyse the role of management information systems in sustaining successful organisations. 2. Critically evaluate approaches to business process management and systems, their associated risks and implementation processes. 3. Establish and justify governance processes for business process management change to ensure that all stakeholders are considered in technology change decisions Submission Part A: By 11:55pm AEST/AEDT Sunday end of Module 4 Part B: By 11:55pm AEST/AEDT Sunday end of Week 11 (First half of Module 6) Weighting 40% (Part A: 20%; Part B: 20%) Total Marks 40 (20 marks for each