Question: Process Modeling, Process Improvement, and ERP Implementation ANOTHER LOOK Business Process Manag…

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Jun 13, 2022

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Question: Process Modeling, Process Improvement, and ERP Implementation ANOTHER LOOK Business Process Manag…

by | Jun 13, 2022 | Questions & Answers


Process Modeling, Process Improvement, and ERP Implementation
ANOTHER LOOK Business Process Management—A Business Responsibility
Although many people may think of automating a process as an IT
responsibility, it is not. It is a business responsibility.
Business users within an organization must agree on what the old
business processes are before the organization can begin to think
about adopting—and automating—new business processes. That is
exactly what happened with the Royal Pharmaceutical Society of
Great Britain (RPSGB). The RPSGB is the professional body for
pharmacist professionals in Great Britain. The RPSGB’s
responsibilities include investigating complaints against
pharmacists and pharmacy technicians, and recommending criminal
prosecutions, when appropriate. The RPSGB’s business process
management project began in response to challenges the organization
was experiencing with the Access database system that handled
complaints. By 2006, the database could no longer effectively
handle the volume of complaints the RPSGB was receiving, so the
organization established a team to introduce new software to help
manage its complaint process. Initially, the team could not decide
which processes the new software should automate. Team members also
disagreed on what level of automation was required and on what type
of documentation needed to be maintained. Therefore, the team
decided they needed to define the organization’s current business
processes before determining how to make the complaint management
process more efficient. The team created various process maps to
develop a graphic representation of the existing processes. The
complaint process begins when a complaint is filed against a
pharmacist. For example, complaints might be triggered by a rude
pharmacist or, more seriously, by a drunk pharmacist dispensing the
wrong medication. Some types of complaints require specific
actions, which were documented with the process map. Only after the
team had mapped all the current processes and identified ways to
make them more efficient was software applied to automate those
processes. The team also worked with the British government to
ensure the new processes had the flexibility to be changed quickly
if new rules governing the pharmaceutical industry were passed in
Parliament. The entire project took almost two years to complete.
During that time, the RPSGB focused considerable energy on change
management to convince those involved that changing the processes
was worthwhile. In this case, many employees were more easily
convinced of the merits of the project because legislation that
would require certain process changes was due to be passed shortly.
The new automated system greatly reduced the RPSGB’s dependence on
paper, and it helped the organization achieve its goal of having 80
percent of all cases requiring further action being filed with the
organization’s Investigation Committee within three months of the
completion of the initial investigation.

Questions: 1. Why is it important to understand your current
business processes before trying to improve them?

2. Why might it be difficult for a group of workers to come to
an agreement about what their current business processes are?

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