1. How has your understanding of designing, implementing and improving processes changed as you progressed through the subject?
2. Has what you have learned on this subject created an increased awareness of the importance of managing processes to ensure organizational success? Explain your reasons.
3.You have participated in some activities and discussions. How have these discussions influenced your views and knowledge in designing, implementing and improving processes?
4. How will you use your learning from the subject in your workplace?
5.Are there any other aspects you have reflected on that are not included above?
Personal reflections present an opportunity to review a learning process and resources to identify experiences and be able to describe them critically. This enables a learner to examine the learning experience and relate them to existing knowledge and skills for deeper understanding. This paper captures the reflection on the learning process for design, implementation and improving processes.
1. Every learning process has an impact on the education, with the understanding growing and new discoveries made. Design, implementation, and improvement of processes are one of the most interesting areas to study, and the learning process presents an opportunity to link ideas and progress to understanding the final and advanced stages (Becker, Kugeler and Rosemann, 2013). The understanding of the subject changed with the learning process for the knowledge of the stages of a process and the tools needed to develop and improve processes. The subject also aids in appreciating the value of quality and process improvements in business, and the importance of process development to business operations (Teece, 2010). The subject also presents a set of logical reasoning that offers or enables high-level logic to improve business functions and to support decision-making. This also helps in visualizing the design of processes and can think of how the process will improve the entire business or organization without giving regard to the different departments (Weske, 2012).
Process design provides a stronger thought and creativity that will help in the identification of the functioning of systems and to develop solutions that can be intended to improve the business (Becker, Kugeler and Rosemann, 2013) or a business function in its entirety. Through the lesson, it is also possible to learn how the implementation process can affect the pre-stages and the considerations to take from the onset of building operations (Wirtz, 2011). The experience also helps in developing the knowledge of application process and acknowledging the need for continuous improvements. The primary thought is that of thinking of business, its set of activities and what they offer to clients without thinking of departmental functions to meeting company goals (Weske, 2012). In such a way, it is also proper to acknowledge that the business must develop a process and operations that the departments will work through to achieve company objective.
2. The learning advances awareness of the importance of managing processes significantly (Hammer, 2010). Unlike the traditional thinking of the work of different departments towards organizational success, the subject gives a thought in the way processes are core in achieving company objectives and providing a common ground for units. This presents an alternate view of a group other than the conventional unit view and the creation of joint activities that the different organizational units have to engage in to achieve their success (Davenport, 2013). Therefore, this learning experience presents a thought in the manner in which an organization will work towards an achievement by well-established processes and a cycle that gives the ideas around the business activities and the product.
The learning has created an increased awareness in the view of business processes and activities independently and to provide a platform for a cross-departmental function to achieving company success (Kirchmer, 2012). The knowledge also creates the awareness of the simplicity of making adjustments through business cycle other than the focus on different departments for a single business activity (Davenport, 2013). The process design, implementation and improvement learning presents an opportunity to acknowledge the ease of making an adjustment within a process without making changes across different departments (Houy, Fettke and Loos, 2010). This means that for every single business process, the focus will be on its failures or success, and the identification of the possible improvements that the responsible need to embrace.
3. Deliberations and activities are another perfect avenues that support growth in thoughts and sharing of ideas across different people to understand how people feel and think about a particular knowledge and use such ideas to improve own thinking (Wirtz, 2011). Discussions also free thoughts and enable one to think broad and loud and be able to understand different scenarios from a case (Laguna and Marklund, 2013). For instance, in the event of design, there can be different ideas presented on the recognitions required before the initial stages and the various aspects of a business that a person can think of. Different people also have the ability to have different views of a business process that can give a perfect opportunity for thinking deep (Rosemann and vom Brocke, 2015). Given that the current business environment requires flexibility that is only achievable through having a business process, engaging in activities and discussions are typically a presentation of the flexibility that is learned and its application.
Through the debates, the knowledge of the fundamentals of processes and the need for process design envisions. There is an avenue for the demonstrations of the core elements of a process, the necessity of cooperation and integration of business processes, to automate an entire process with a focus on the customer and cost reduction (Laguna and Marklund, 2013). Discussions also give ideas in the manner in which process improvements are undertaken, and how the improvements affect the process and operational performance for the success of the company (Kirchmer, 2012). The avenue also presents a focus on the need for tools and sustainability to support the improvement of different scales in the enterprise. What comes out from the activities is to think of a solution and the business change that comes with the processes towards improving business functions.
4. The current business environment requires robust companies and operations that can meet needs through lean processes and minimal costs. The ability to develop processes and infuse them into a business presents an opportunity to improve business processes and operations and ease management (Houy, Fettke and Loos, 2010). The subject gives an opportunity to be able to think widely through business activities and departments, develop a single process for the activity, and highlight the role of every department within the process. The knowledge of the subject can help in designing change in operations, supply chain and the management within an organization that will assist create new business opportunities (Houy, Fettke and Loos, 2010). Handling business activities through as a process minimize the cost and time required for accomplishment and thus the energy.
In the work setting, it is possible to apply the knowledge of process design to be able to predict quality outcomes, tools, and resources required to accomplish a task. Processes also aid in expanding the scope of creativity to identify more opportunities within the business and on improvements that can change business processes (Davenport, 2013). Through the knowledge, it is possible to modify the way of doing things, management and general business activities. The adjustments will help improve efficiency, minimize and manage resource use, evaluate business processes and practice (Hammer, 2010). System design and implementation also enable the acquisition of new knowledge, manage such knowledge resources and find appropriate ways to implement processes to achieve the desired output (Kumari, 2014).
5. The other elements reflected on and not appearing on the previous paragraphs includes system modeling, which provides a great outlook on the process and activities within an organization (Osterwalder and Pigneur, 2010). Modeling gives a visualization of a process regarding texts and images demonstrating how events will flow, inputs and the anticipated or the desired outputs. Another major factor is the key performance indicators, critical to measuring and monitoring processes to ensure that they achieve the desired functions (Rosemann and vom Brocke, 2015). This also goes through the alignment of the people towards the process goals and clearly defining activities within the system and how the different departments will be integrated (Kumari, 2014). Individuals and processes go hand in hand and the aspect of integration. While changing the business processes, it is vital to design ways for the integration of the existing processes and activities to identify ways in which they contribute towards the new process (Becker, Kugeler and Rosemann, 2013).
Another reflective point is the tools for the system design, implementation, and improvement that include problem-solving, modeling, cause-effect, controls, matrix and charts and how they apply to the processes (Osterwalder and Pigneur, 2010). There are approaches of system design such as DRIVE used within a process define, review and identify the scope of a problem, the situation and the solutions for improvements. This helps in verifying and execution of solutions and enhancements with an analysis and planned feedback to ensure that the process is efficient (Teece, 2010). Another reflective aspect worth considering is the controls that exist both internally and externally within an organization, and that can impede or support the effectiveness of the process such as the standards and regulations. Process design is useful across different businesses and if well-tailored can present success of any business and organization.
References
Becker, J., Kugeler, M., and Rosemann, M. (Eds.). (2013). Process management: a guide for the design of business processes. Springer Science and Business Media.
Davenport, T. H. (2013). Process innovation: reengineering work through information technology. Harvard Business Press.
Hammer, M. (2010). What is business process management?. In Handbook on Business Process Management 1 (pp. 3-16). Springer Berlin Heidelberg.
Houy, C., Fettke, P., and Loos, P. (2010). Empirical research in business process management–analysis of an emerging field of research. Business Process Management Journal, 16(4), 619-661.
Kirchmer, M. (2012). Business process oriented implementation of standard software: how to achieve competitive advantage efficiently and effectively. Springer Science and Business Media.
Kumari, N. (2014). Role of HR in Designing andamp; Implementing the Competency Models. Journal of Business and Management Sciences, 2(4), pp.83-89.
Laguna, M., and Marklund, J. (2013). Business process modeling, simulation and design. CRC Press.
Osterwalder, A., and Pigneur, Y. (2010). Business model generation: a handbook for visionaries, game changers, and challengers. John Wiley and Sons.
Rosemann, M., and vom Brocke, J. (2015). The six core elements of business process management. In Handbook on business process management 1 (pp. 105-122). Springer Berlin Heidelberg.
Teece, D. J. (2010). Business models, business strategy and innovation. Long range planning, 43(2), 172-194.
Weske, M. (2012). Business process management architectures. In Business Process Management (pp. 333-371). Springer Berlin Heidelberg.
Wirtz, B. W. (2011). Business model management. Design–Instrumente–Erfolgsfaktoren von Geschäftsmodellen, 2.
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