Business Process Modelling and Workflow Essay Example

Business Process Modeling and Workflow

Business Process Modeling and Workflow

1. Flowchart Internet Order Process

Business Process Modelling and Workflow

2. Simulation Model (attached as Simulation.xls)

  • Business Process Modelling and Workflow 1

  • Business Process Modelling and Workflow 2

3. Run the Model with a seed value of 34 and other parameters

Time in queue for a new customer = 3 hours 10 mins approximately

Time in queue for an existing customer = 2 hours 6 mins approximately

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Queue Time for New Customer Fig.1

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Queue Time for an Existing customer. Fig.2

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Resource Utilization for New Customer Fig.3

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Resource Utilization for an Existing Customer Fig.4

4. Bottlenecks for the model, suggestions and measures to support your arguments

From the simulation the following observations were made. First, a new customer takes a longer time to go through the queue than an existing customer (Fig.3 and Fig.4). Second, checking in the database, customer ordering and the clerk placing an order are the most time consuming processes in the model (Manuel et al, 2013). Third, a unique observation was made that clerk placing an order is the most time consuming process for a new customer whereas checking in the database was the most time consuming process for an existing customer. Lastly, the resources are constrained towards the severing the new customer. From the above findings one will be able to identify core bottlenecks in the internet ordering process, make suggestion on how best to improve the system.

They are a number of problems that the system suffers from [1]. A lot of time was spent on checking in the database, customer ordering and the clerk placing the order (Fig.1 and Fig.2) [2]. New customer took a longer time to place an order a new customer therefore could feel dissatisfied with the level of service given by Grapper(Fig.1 and Fig.2). This was essential since it is important to make a great first impression. [3]. the number of process were too many and some could eliminated or merged reducing the time spent on the queuing process.

I made the following recommendations concerning the internet ordering process. Since majority of the queuing time is spent on checking in the database, customer ordering and clerk placing an order
(Manuel et al, 2013). Grapper should allocate more resources to the above process. This could be done through a queuing software or increasing the number of staff. Moreover, more resources should be allocate to ensure new customers are served is the shortest time as possible. It will ensure that new client perceives that Grapper level of service is of the highest standard. First impression last. From the flowchart the number of process were too many reducing them will make included after the ordering process is complete. This will reduce the overall queuing time.

After implementing the above recommendations the overall queuing process time was reduced for both new and existing customers. The queuing process for new customer was reduced from 3 hours to just less than 2 hours whereas that of existing customer reduced from just over 2 hours to less than 1 hour. This observations from the new simulation model was far much better and improved the overall efficiency of the ordering process. I therefore recommend that the recommendations if well implemented Grapper customers will immensely benefit by reducing the time wasted during ordering a product.

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Queue Time for New Customer Fig.5 (Before)

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Queue Time for New Customer Fig.6 (After)

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Queue Time for Existing Customer Fig.7 (Before)

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Queue Time for Existing Customer Fig.8 (After)

References

Manuel, L. Laguna, M. And Marklund J. (2013). Business Process Modeling, Simulation and Design. New Delhi. Pearson Education India