Business process management is a scientific and artistic process of assessing how the business activities are carried out to ensure that the available opportunities and reproducible outcomes which arise as a result of business growth. Business growth means a different thing to different organizations (Van Der Aalst, La Rosa, & Santoro, 2016). Business process management in this instance is the general management of operations, making decisions, events and any activity related to business growth. Ballarat needs to have a workable business process that will help it ensure total customer satisfaction, least time taken in treating its patients and continued growth all year round. In this paper, we are highlighting some of the business process models applicable for Ballarat together with diagrams illustrating them.
The business process categorization model is a platform that facilitates classification and object groping in accordance to their relationships (Gagl, Richlan, Ludersdorfer, Sassenhagen, & Fiebach, 2016). Process categorization model enables minimization of complications in an activity by highlighting the structures to provide an interesting point in the understanding of relationships and act as a starting point of the subsequent work.
The capability maturity model is a business method for creation, improvement, and growth of business software. In this case, capability maturity has been used to describe growth and development processes for well-organized and mature business process (Chen & Wang, 2018).
The case function matrix is matrix used to explain the limits of a process considering the business aspects and classification of methods in how some processes are arid out in the production of goods and services (Gaaf, & Simoncini, 2017). The case function matrix has two types, that is, the case types and the function types. For this case of Ballarat Dentistry, the case type include service types which are the payment mode, in this case, business customers who are the patients in the dentistry, and location of the Ballarat geographically among others. The business function for the dentistry are services such as the examination of patients, diagnosis of the patients, treatment or the maintenance treatment offered by the Ballarat dentistry. Registration, treatment, payment and the examination processes are the associated processes for the business function matrix.
The processes which will be explained in this article are the registration and the examination processes
Registration process model in Ballarat Dentistry has sub-task that comes prior to it which include a mandatory signing in by all Ballarat Dentistry patients immediately they arrive at the premise (Belz & Binder, 2017). The administration requests patients to sign in by filling the registration form as they report. For the patients, their registration processes are different for they should report to the dentistry earlier the ongoing patients. The continuing patients should update their records depending on their arising health issues.
Process Model for Examination Process
The Examination process in Ballarat Dentistry is a group of processes which the dental patients in the dentistry undergoes which is mandatory to all patients (Belz et al 2017). This model at this level has been created to enable the specialist to identify the dental problems of the patients. This problems examined are periodontal and dental examination and gums and teeth examination. Below is the diagram showing an overview of the process.
The few processes that are related to registration process have been combined to generate the registration process as stated by the 7PMG guidelines. The arrival of patient acts as the starting point and the end processes are the confirmation of the patients in the registration process. The secured online is used by the Ballarat Dentistry to store the details of the patients (Giraldo, & Osorio, 2017).
7PGM discussion for the Examination process
The Seven Process Modeling Guide (7PMG) is a group of guides which enables the utilization of modeling in business processes (Giraldo et al 2017). Different measures have been used to predict errors that arise in the control flow poses a negative impact on the business process model. The 7PMG guidelines in the examination process have highly promoted the creation of a process of patient examination. The steps in the guidelines state that a few elements should be used, structuring of the model should possible methods, reduction of components in each routing paths, one start and one end process in every model, avoiding the OR routing, the actions of verb-events should be utilized and that if the components exceeds 50 then they should be reduces.
The cycle time for the registration is the total time spend during this process, the calculations are computed using the 30 minutes taken during the examination and the 15 minutes for the new patient for early arrival to the dentistry. In this computation, the assumption is that all the patients arrive at the same time (Van Der Aalst et al., 2016).
CT = (15+30) = 45 minutes
The cycle time for the registration process is 45 minutes
Cycle Time for Examination
The examination cycle time is the total time taken in all the sub-tasks involving them from the start to the end examination process where the time for any instances is included in the totals (Van Der Aalst et al 2016). The delay time includes time taken by the patients in waiting for the results. The delay time takes 7 days and the examination timer is 2 hours 45 minutes. For the ongoing patients, the examination processes occur after 3-5 years.
CT= ((2.25/24) + 7) = 7.1 days
Process redesigning is the alteration of a given process for the purpose of advancing the process (Leggat, Bartram, Stanton, Bamber, & Sohal, 2015). In registration process instance where patients fill the manual forms can be redesign so that the online form can be used which will automatically save time in updating the database. Redesigning process has errors in the as-is stage in the model which is a risk when it is not done I the good way and dangerous when skipped for the business may not achieve the objectives.
Redesign for the Examination Process
Examination process redesigning means changing the components of the in the existing processes to promote efficiency and simplicity depending on the plans of the business for the changes. Some sub-tasks in the dentistry such as hiring the panoramic specialist which takes a lot of time can be redesigned by introducing a permanent panoramic specialist. The redesigning purposefully reduce the time of operation, decreases the cost of operation, increases the flexibility and increase the quality of dental services offered by the Ballarat Dentistry as explained in the diagram below (Leggat et al 2015).
The BPMS structure below was a work of (Mertens, 2015).
Conclusion
When the business process management is applied, it helps greatly in increasing the efficiency in the management of the business, the reduction the cost of operation, improvement of the quality of service and products. Ballarat Denstistry will achieve better results since operation time can be reduced through proper redesign of the processes.
References
Belz, F. M., & Binder, J. K. (2017). Sustainable entrepreneurship: a convergent process model. Business Strategy and the Environment, 26(1), 1-17.
Chen, Y. C., & Wang, Y. J. (2018). Application and development of the people capability maturity model level of an organisation. Total Quality Management & Business Excellence, 29(3-4), 329-345.
Gaaf, S. W., & Simoncini, V. (2017). Approximating the leading singular triplets of a large matrix function. Applied Numerical Mathematics, 113, 26-43.
Gagl, B., Richlan, F., Ludersdorfer, P., Sassenhagen, J., & Fiebach, C. J. (2016). The lexical categorization model: A computational model of left ventral occipito-temporal cortex activation in visual word recognition. bioRxiv, 085332.
Giraldo, F. D., & Osorio, F. D. (2017, November). Evaluating Quality Issues in BPMN Models by Extending a Technical Debt Software Platform. In International Conference on Conceptual Modeling (pp. 205-215). Springer, Cham.
Leggat, S. G., Bartram, T., Stanton, P., Bamber, G. J., & Sohal, A. S. (2015). Have process redesign methods, such as Lean, been successful in changing care delivery in hospitals? A systematic review. Public Money & Management, 35(2), 161-168.
Van Der Aalst, W. M., La Rosa, M., & Santoro, F. M. (2016). Business process management.
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