Process Management Flashcards
Focus Workflow management
COORDINATION of the usually large number od the involved persons working spatially distibuted on solutions to the subtasks of the process, as well as the controll of the process
-> efficiency
Focus Process management?
OPTIMIZATION of processes in order to achieve the best possible results with given resources
-> efficiency and effectiveness
strategic goals process management
long-term
applies to several independent business units
specific economis units -> different goals, compete with each other -> hierarchies of goals
Operative Process Management Goals
short, medium term
specific departments of large companies
cannibalization possible -> operative goals must be suboriented to the strategic goals
Bottom up in business process management
process improvement
analyzing existing business processes -> continuous process improvement
Total quality management
Lean management
Kaizen
deming
Top down in business management
Process reengineering
high importance in the implementation of new ICT
hammer and champy
definition Service blueprint?
schematic representation, all details of a service frm perspective customer and provider
shows how the various components of a service process are interlocked
line of interaction -> customer activities
line of visibility -> visible activities
line of internal interactions-> background activities
line of order penetration -> supportive activities
line of implementation ->preparation activities
last is facility activities
Primary activities: customer, visible, background, supportive
-> immediate customer inducted activities
Potential activities: preparation, facility
pro and contra of dervice blueprint
pro: user centered, iterative (lap di lap lai), explanation of relationships
scalable, flexible, reuseable, focus on projects, weak points already identifiable on paper
contra: initial draft possibly time-consuming, risk of internal conflicts
structure of service blueprint
- touch points
- actions of the customer -> line of interaction
- actions of the provider (direct customer contact) -> line of visibility
- actions in the background -> internal line of interaction
- supportive background processes
difference and example for autonomous, relational and heteronomous process components
autonomous: designed by supplier alone, no interaction with customer, example anesthesia
relational: interaction with the client or patient, integration of the external factor, example: behavior instruction in postoperative period
heteronomous: integrate patients into their own processes, example: rehabilitation
extraction and documentation of implicit knowledge
Interviewing techniques
observationtechniques
creativity techniques ( brainstorming, mind.mapping, the 6-3-5 method: 6 people, 3 ideas, after each 5 minutes rotate)
difference causal, chronological, interactive process analysis
causal: step by step, focus on task, main question: if then
chronological: which steps or processes is taken over time
interactive: focus on different roles
intergration of external factor and relevant to cost in hospital
higher degree of patient involvement -> higher relevance of opportunity cost -> lower hospotal process costs
modularization of processes (compare overall process, subprocesses, modularized processes)
Overall process: high complexity, high number of variants, great interdependencies, low standardizability, high coordination needs
subprocesses (modularization): low complexity, low direct interdependencies, high standardizability, defined interfaces, non standardizable area
Modularized processes (coordination): high standardizability, low coordination effort, non standardizable area
Why business process management?
focus on both customer and employees perspective
to measure the efficiency of an orga, processes have to be clearly defined
possible to realize the potentials of digitization ( only possible if processes are transparent)
