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Hajo A. Reijers - One of the best experts on this subject based on the ideXlab platform.

  • intelligent tools for workflow Process Redesign a research agenda
    Lecture Notes in Computer Science, 2006
    Co-Authors: Mariska M Netjes, Irene Vanderfeesten, Hajo A. Reijers
    Abstract:

    Although much attention is being paid to business Processes during the past decades, the design of business Processes and particularly workflow Processes is still more art than science. In this workshop paper, we present our view on modeling methods for workflow Processes and introduce our research aiming for the development of an intelligent software tool for workflow Process Redesign. This tool uses two approaches to Redesign workflows: an evolutionary approach, focussing on local updates to a given Process, and a revolutionary approach, starting with a clean-sheet of paper.

  • business Process Redesign in healthcare towards a structured approach
    Infor, 2005
    Co-Authors: M Monique H Jansenvullers, Hajo A. Reijers
    Abstract:

    AbstractThis paper focuses on the potential contribution of Business Process Redesign to society’s demand for decreasing costs of healthcare. Our focus is on the reduction of throughput times and service times by exploiting business Process Redesign techniques, i.e. rules of thumb that aim to optimise the business Process by improving its tasks, its routing structure, the resource organisation, etc. We define a Redesign approach based on a set of existing Redesign heuristics (Reijers, 2003) and apply this approach in a mental healthcare case. We show seven alternative Redesigns for an intake Process and evaluate their impact on throughput times and service times. Our conclusion is that the approach is feasible and results in a fruitful input for the organisation in question. This result is in line with results from the evolutionary approach of (Buchanan, 1998).The application of best practices in the mental healthcare setting shows its potency in this specific context and very similar settings. A next nec...

  • best practices in business Process Redesign an overview and qualitative evaluation of successful Redesign heuristics
    Omega-international Journal of Management Science, 2005
    Co-Authors: Hajo A. Reijers, Liman S Mansar
    Abstract:

    To implement business Process Redesign several best practices can be distinguished. This paper gives an overview of heuristic rules that can support practitioners to develop a business Process design that is a radical improvement of a current design. The emphasis is on the mechanics of the Process, rather than on behavioral or change management aspects. The various best practices are derived from a wide literature survey and supplemented with experiences of the authors. To evaluate the impact of each best practice along the dimensions of cost, flexibility, time and quality, a conceptual framework is presented that synthesizes views from areas such as information systems development, enterprise modeling and workflow management. The best practices are thought to have a wide applicability across various industries and business Processes. They can be used as a "check list" for Process Redesign under the umbrella of diverse management approaches such as Total Cycle Time compression, the Lean Enterprise and Constraints Management.

  • best practices in business Process Redesign validation of a Redesign framework
    Computers in Industry, 2005
    Co-Authors: Selma Limam Mansar, Hajo A. Reijers
    Abstract:

    A fundamental challenge in any Business Process Redesign (BPR) project is to come up with a new Process design that is in one or more ways superior to the existing plan. Based on earlier research, a framework to help the designer in selecting the proper best practice(s) for this purpose is presented and validated in this paper. It is described how the framework is used in generating improved Process designs for two Dutch organisations. Furthermore, the results from a survey are presented, which has been carried out among BPR practitioners in the UK and the Netherlands to test the framework. The overall conclusion is that the framework is indeed helpful in supporting Process Redesign and that its core elements are recognised and put in practice by the BPR practitioner community. The framework, therefore, may be of direct interest to both academics and practitioners active in the Process improvement field.

  • Best practices in business Process Redesign: An overview and qualitative evaluation of successful Redesign heuristics
    Omega, 2005
    Co-Authors: Hajo A. Reijers, S. Liman Mansar
    Abstract:

    To implement business Process Redesign several best practices can be distinguished. This paper gives an overview of heuristic rules that can support practitioners to develop a business Process design that is a radical improvement of a current design. The emphasis is on the mechanics of the Process, rather than on behavioral or change management aspects. The various best practices are derived from a wide literature survey and supplemented with experiences of the authors. To evaluate the impact of each best practice along the dimensions of cost, flexibility, time and quality, a conceptual framework is presented that synthesizes views from areas such as information systems development, enterprise modeling and workflow management. The best practices are thought to have a wide applicability across various industries and business Processes. They can be used as a "check list" for Process Redesign under the umbrella of diverse management approaches such as Total Cycle Time compression, the Lean Enterprise and Constraints Management. © 2004 Elsevier Ltd. All rights reserved.

Markku Tinnila - One of the best experts on this subject based on the ideXlab platform.

  • strategic perspective to business Process Redesign
    Business Process Management Journal, 1995
    Co-Authors: Markku Tinnila
    Abstract:

    Several world‐class companies have re‐designed or re‐engineered – their business Processes with considerable success. However, failure rates of some 70 per cent have been reported in BPR projects. This may be due to focusing on operational and implementation issues, bypassing strategic aspects. Recognizes three perspectives to business Process Redesign prevailing in recent literature. The first sees information technology as enabler, improving the operative efficiency of Processes. The second observes the potential of business Processes in the Redesign of organization. The third, and least emphasized perspective, calls for business Processes as units of strategic planning and therefore acknowledges the need to define them as carriers of strategic capabilities. Illustrates these three perspectives with a case of Redesigned industrial delivery Processes. Finally, discusses the impacts of the strategic perspective on the successful implementation of BPR.

  • strategic perspective to business Process Redesign
    Management Decision, 1995
    Co-Authors: Markku Tinnila
    Abstract:

    Several world‐class companies have Redesigned – or reengineered – their business Processes with considerable success. This enthusiasm for business Process Redesign has been propelled by the claims of these companies to have achieved up to 80 per cent savings on time and costs by restructuring business Processes and organizations. The emphasis seems to have been on operational and implementation issues, as well as on radical use of information technology to enable streamlining of Processes to a previously unseen extent.

Godefridus G Van Merode - One of the best experts on this subject based on the ideXlab platform.

  • Applying the quality improvement collaborative method to Process Redesign: a multiple case study
    Implementation Science, 2010
    Co-Authors: Michel La Dückers, Cordula Wagner, Godefridus G Van Merode
    Abstract:

    Background Despite the widespread use of quality improvement collaboratives (QICs), evidence underlying this method is limited. A QIC is a method for testing and implementing evidence-based changes quickly across organisations. To extend the knowledge about conditions under which QICs can be used, we explored in this study the applicability of the QIC method for Process Redesign. Methods We evaluated a Dutch Process Redesign collaborative of seventeen project teams using a multiple case study design. The goals of this collaborative were to reduce the time between the first visit to the outpatient's clinic and the start of treatment and to reduce the in-hospital length of stay by 30% for involved patient groups. Data were gathered using qualitative methods, such as document analysis, questionnaires, semi-structured interviews and participation in collaborative meetings. Results Application of the QIC method to Process Redesign proved to be difficult. First, project teams did not use the provided standard change ideas, because of their need for customised solutions that fitted with context-specific causes of waiting times and delays. Second, project teams were not capable of testing change ideas within short time frames due to: the need for tailoring changes ideas and the complexity of aligning interests of involved departments; small volumes of involved patient groups; and inadequate information and communication technology (ICT) support. Third, project teams did not experience peer stimulus because they saw few similarities between their projects, rarely shared experiences, and did not demonstrate competitive behaviour. Besides, a number of project teams reported that organisational and external change agent support was limited. Conclusions This study showed that the perceived need for tailoring standard change ideas to local contexts and the complexity of aligning interests of involved departments hampered the use of the QIC method for Process Redesign. We cannot determine whether the QIC method would have been appropriate for Process Redesign. Peer stimulus was non-optimal as a result of the selection Process for participation of project teams by the external change agent. In conclusion, project teams felt that necessary preconditions for successful use of the QIC method were lacking.

  • applying the quality improvement collaborative method to Process Redesign a multiple case study
    Implementation Science, 2010
    Co-Authors: Michel La Dückers, Cordula Wagner, Godefridus G Van Merode
    Abstract:

    Background Despite the widespread use of quality improvement collaboratives (QICs), evidence underlying this method is limited. A QIC is a method for testing and implementing evidence-based changes quickly across organisations. To extend the knowledge about conditions under which QICs can be used, we explored in this study the applicability of the QIC method for Process Redesign.

Michel La Dückers - One of the best experts on this subject based on the ideXlab platform.

  • Applying the quality improvement collaborative method to Process Redesign: a multiple case study
    Implementation Science, 2010
    Co-Authors: Michel La Dückers, Cordula Wagner, Godefridus G Van Merode
    Abstract:

    Background Despite the widespread use of quality improvement collaboratives (QICs), evidence underlying this method is limited. A QIC is a method for testing and implementing evidence-based changes quickly across organisations. To extend the knowledge about conditions under which QICs can be used, we explored in this study the applicability of the QIC method for Process Redesign. Methods We evaluated a Dutch Process Redesign collaborative of seventeen project teams using a multiple case study design. The goals of this collaborative were to reduce the time between the first visit to the outpatient's clinic and the start of treatment and to reduce the in-hospital length of stay by 30% for involved patient groups. Data were gathered using qualitative methods, such as document analysis, questionnaires, semi-structured interviews and participation in collaborative meetings. Results Application of the QIC method to Process Redesign proved to be difficult. First, project teams did not use the provided standard change ideas, because of their need for customised solutions that fitted with context-specific causes of waiting times and delays. Second, project teams were not capable of testing change ideas within short time frames due to: the need for tailoring changes ideas and the complexity of aligning interests of involved departments; small volumes of involved patient groups; and inadequate information and communication technology (ICT) support. Third, project teams did not experience peer stimulus because they saw few similarities between their projects, rarely shared experiences, and did not demonstrate competitive behaviour. Besides, a number of project teams reported that organisational and external change agent support was limited. Conclusions This study showed that the perceived need for tailoring standard change ideas to local contexts and the complexity of aligning interests of involved departments hampered the use of the QIC method for Process Redesign. We cannot determine whether the QIC method would have been appropriate for Process Redesign. Peer stimulus was non-optimal as a result of the selection Process for participation of project teams by the external change agent. In conclusion, project teams felt that necessary preconditions for successful use of the QIC method were lacking.

  • applying the quality improvement collaborative method to Process Redesign a multiple case study
    Implementation Science, 2010
    Co-Authors: Michel La Dückers, Cordula Wagner, Godefridus G Van Merode
    Abstract:

    Background Despite the widespread use of quality improvement collaboratives (QICs), evidence underlying this method is limited. A QIC is a method for testing and implementing evidence-based changes quickly across organisations. To extend the knowledge about conditions under which QICs can be used, we explored in this study the applicability of the QIC method for Process Redesign.

Liman S Mansar - One of the best experts on this subject based on the ideXlab platform.

  • best practices in business Process Redesign an overview and qualitative evaluation of successful Redesign heuristics
    Omega-international Journal of Management Science, 2005
    Co-Authors: Hajo A. Reijers, Liman S Mansar
    Abstract:

    To implement business Process Redesign several best practices can be distinguished. This paper gives an overview of heuristic rules that can support practitioners to develop a business Process design that is a radical improvement of a current design. The emphasis is on the mechanics of the Process, rather than on behavioral or change management aspects. The various best practices are derived from a wide literature survey and supplemented with experiences of the authors. To evaluate the impact of each best practice along the dimensions of cost, flexibility, time and quality, a conceptual framework is presented that synthesizes views from areas such as information systems development, enterprise modeling and workflow management. The best practices are thought to have a wide applicability across various industries and business Processes. They can be used as a "check list" for Process Redesign under the umbrella of diverse management approaches such as Total Cycle Time compression, the Lean Enterprise and Constraints Management.