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4th > 7. Improving Business Services and Processes > Flashcards

7. Improving Business Services and Processes Flashcards

1
Q

Which activity enables the performance of the operations?

A

Inbound Logistics

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2
Q

Which activity conduct the core work of the value chain?

A

Operations

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3
Q

Which activity deliver the products or services to the customers?

A

Outbound Logistics

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4
Q

Which activity is concerned with researching and informing the potential customers, and selling the enterprise’s products and services?

A

Marketing and Sales

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5
Q

Which activity is concerned with supporting customers before and after product or service purchases have been made?

A

Service

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6
Q

Which activity is concerned with establishment and maintenance of the physical infrastructure that enables the enterprise’s work?

A

Firm infrastructure

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7
Q

Which activity is concerned with recruitment and management of the enterprise’s employees?

A

HR Management

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8
Q

Which activity is concerned with the provision of technological services to the enterprise?

A

Technology Development

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9
Q

Which activity is concerned with managing suppliers of resources and services to the enterprise?

A

Procurement

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10
Q

What are the business process hierarchy?

A
  • Enterprise Level
  • Event-Response Level
  • Actor-Task Level
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11
Q

Describe the Enterprise Level

A

High-level activities that produces the services or products for the customers. You can use Value Chain Analysis or Value Stream (SIPOC) and value propositions

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12
Q

Describe the Event-Response Level

A

Business process response on an initiated Event. You can use BPMN or UML for modelling with swimlanes

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13
Q

Describe the Actor-Task Level

A

A sequence of tasks executed by an actor in one place at one point in time. You can use text, Unified Modelling diagram to model.

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14
Q

Reasons to model the processes?

A
  • Know your core activities
  • Clarify the business processes
  • How each task related to the process
  • Standardization
  • Comply to regulations
  • To understand the as is process for further improvements for the to be process.
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15
Q

What are the three areas of focus for Value Propositions, the key concepts for organizations?

A
  • Clarify the outcomes that the organization believes will be perceived by customers to be beneficial
  • Demonstrating that what is delivered will achieve what they desire or need
  • Differentiating from competitors
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16
Q

What are Kaplan and Northon’s elements for value propositions?

A

Service/Product attributes (functionality, choice, price, quality, availability/timing), image and customer relationship

17
Q

What is the Osterwalder and Pigneur view of value of proposition?

A

The need of fit or alignment between the organization’s value proposition and the value expectations held by customers:
- pain relievers
- gain creators

18
Q

What are the events that triggers a business process?

A
  • External (outside the business area, customer, supplier)
  • Internal (inside the business area)
  • Time based
19
Q

List popular notation standards to create business models?

A

UML and BPMN

20
Q

What are the 9 elements of an UML activity model?

A
  • Event
  • decision point
  • Actor
  • Task
  • swimlane
  • Fork and join
  • Process flow
  • Timeline
  • Outcome
21
Q

What are the 7 area’s for analysis at actor-task level?

A
  • Actor
  • Event
  • Input (information)
  • Output (deliverable, tangible/intangible)
  • Cost
  • Performance measure (accuracy x%, timeliness x minutes)
  • Steps
22
Q

How to identify problems for as-is process model?

A

They are either lack of customers focus or lack of organization focus.

23
Q

What are the two key aspects that should be analyzed when considering how to address performance gaps?

A
  1. hand-offs between tasks (information lost, communication fail, work bottlenecks)
  2. work conducted within the task
    (duplication, redundancy, lack of standardization, inefficient work of practices, inappropriate measures)
24
Q

List the six improvement strategies for improving business processes?

A

Simplification
Redesign
Bottleneck removal
Change task sequence
Redefine boundary
Automate processing

25
Q

Which strategy: Eliminate redundant tasks either by combining or removing them?

A

Simplification

26
Q

Which strategy: Redesigning the work carried out within tasks to incorporate scenarios

A

Redesign

27
Q

Which strategy: mismatch in the capacities of related tasks

A

Bottleneck removal

28
Q

Which strategy: change task sequence or perform them in parallel

A

Change task sequence

29
Q

Which strategy: extending or reducing the tasks within a process (for example outsourcing tasks or complete business processes)

A

Redefine boundary

30
Q

Which strategy: automation

A

Automate processing

4th (7 decks)

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