Topic 4 Process analysis 1

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Hello and welcome to the process analysis part of our lecture series on business processes.  In the last lecture we outlined the way of representing the concept of a process visually, usually through the compilation of maps with varying degrees of detail so that we can establish a common language through which we can hold discussions relating to their functions, adequacy, efficiency, and so on.

 

We will now look at how the map processes can be analysed.  Although the processes may vary from firm to firm they share a number of common features that facilitates their analysis.  Let’s look at what these are.

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Description

Mid-Semester Assignment Study Guidelines and Suggestions

 

Content

 

All content of Lecture notes, Transcripts, Work Shops, and Readings from Week 1 to Week 6.

 

In particular please concentrate on the following:

 

Business process definition

Lecture 1 AND related Work Shop

 

Cross-Functional processes and charts

Lectures 2 and 3 AND related Work Shops

 

Data Collection method for process mapping

Lectures 2 and 3 AND related Work Shops

 

Service Blueprinting

Lectures 4 and 5 AND related Work Shops

 

Benchmarking

Lectures 4 and 5 AND related Work Shops

 

Reengineering

Lecture 6 AND related Work Shops

 

Recommended Readings (You should be thoroughly familiar with the contents of: …)

 

Hall, J. & Johnson, M. (2009) When should a process be art? Harvard Business Review, March, 58-65

 

Chapter 8 Process Measurement and Analysis (pp. 220-227)

Davis, M. M. & Heineke, J. (2005) Operations Management: Integrating Manufacturing and Services, Fifth Edition, McGraw-Hill.

 

Business Process Redesign: An Overview” by Yogesh Malhorta.

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ANSWER

 

 

Hello and welcome to the process analysis part of our lecture series on business processes.  In the last lecture we outlined the way of representing the concept of a process visually, usually through the compilation of maps with varying degrees of detail so that we can establish a common language through which we can hold discussions relating to their functions, adequacy, efficiency, and so on.

 

We will now look at how the map processes can be analysed.  Although the processes may vary from firm to firm they share a number of common features that facilitates their analysis.  Let’s look at what these are.

In today’s lecture we will reinforce how activities within an organisation are actually [?processes] that need to be managed.  We will then present the various measures of performance that can be used to evaluate a process.  We will show how process analysis can provide managers with an in-depth understanding of how a process is performing, whilst at the same time identifying areas of improvement.