Overview[ edit ] A business process begins with a mission objective an external event and ends with achievement of the business objective of providing a result that provides customer value. Additionally, a process may be divided into subprocesses process decompositionthe particular inner functions of the process. Business processes may also have a process owner, a responsible party for ensuring the process runs smoothly from start to finish.
The number of reports of system unavailability and slowdown. Resolution time of defects The time between the initial reporting of a defect and the resolution of the defect. Defects Reported in the TMS Poor system availability, or downtime, accounted for approximately 34 percent of all reported defects, making it the primary issue facing field personnel.
Measure Poor System Availability The system slowed down or stalled at random times throughout the workweek. Field personnel were unable to update their tasks or sync data with the host system. In order to trace the root cause of these slow and stopped periods, message queues and server logs were analyzed.
No pattern was uncovered. The field personnel performed their work throughout the work day, nationwide. Due to the different time zones across the country, server downtime initially seemed to fluctuate randomly throughout the day.
However, quantitative analysis of the reporting times of the defects seemed to suggest that the system availability was poor during the early half of the week and also toward the end of the work day, when a large number of users logged in to update their records.
Nearly 75 percent of reports of system downtime came within the first three days of the week. Of these, more than 50 percent were reported in the mornings, at the start of the work day in the respective time zones.
Resolution Time of Defects The time elapsed between reporting a defect and resolving it was measured. The average resolution time of incidents was approximately 20 minutes.
Since the system managed real-time data, this length of time was unacceptably long for field personnel. The elapsed time needed to be halved — the desired time for defect resolution was 10 minutes.
The input-process-output IPO tool was used to winnow down the factors that affect the resolution time of defects. That resulting list is the Inputs in Figure 3 below.
The simplistic round-robin domain name system load balancing that was already in use was not sufficient to ensure that the system was available at all times.
It was suggested that implementing a more sophisticated load-balancing technique between the servers may help to reduce the load on the existing servers, improve system stability and prevent user requests from getting bottlenecked.
This more capable system, however, was complicated to set up, required external vendor support, was more expensive, required a license and more. Making the change was a significant expense, requiring time to install the software and train its employees to keep it running.
Detailed documentation and quantitative analysis of system downtimes ensured that the decision to implement load-balancing for the TMS was escalated and prioritized.Business Process Improvement Case Studies.
Case study focuses on how a struggling bank ascended from CAMELS 5 to a 2 thanks to its dedicated leadership and RSM’s banking professionals.
New scorecard process helps validate grants of . Full-Text Paper (PDF): Role of process knowledge in business process improvement methodology: A case study.
The Uses and Users of PHA/HAZOP Results (PDF; MB) NEW Process Hazard Analyses (PHAs) performed using methods such as HAZOP and What-if that are augmented by checklists, have become well established as a core for understanding risk in a hazardous chemical process and other processes.
Some see the PHA results as an end to them itself. But, the real benefit of performing a . Through the years, there have been many different notions about what business process reengineering (BPR) is and how successful it has been as a process improvement approach.
In the early s, Michael Hammer and James Champy authored a best-selling book, Reengineering the Corporation, in which. Improvement of Segment Business using DMAIC Methodology: A Case Study During this phase, the "voice of the customer" was captured and a measurement.
Implementing Business Process Reengineering (Example Model) – Business case analysis – Functionality assessment • An organization that achieves goals through planned improvement and evaluation of its business .