DOC 660 TUI Module 2 Imit Art Company Process Innovation Case Questions

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Business Finance

DOC 660

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Description

Module 2 - Case

Process Innovation

Assignment Overview

In this assignment, you will identify and apply BPR principles to problems within an organization that is familiar to you. This may require you to do further research into the sources of the problems you identify, and potential solutions that have been posed for them. You may also wish to research online case studies of BPR applications as a guide toward identifying the kind of analysis you need to provide.

Case Assignment

Prepare a 5- to 7-page paper in accordance with the following Assignment Expectations, on the topic:

“Lessons that could be learned by applying BPR principles to my organization”

Start by summarizing the core principles of business process reengineering, as you understand them from your reading and other research. Then identify one or more key process problems that are currently being faced by an organization. Choose an organization you are either a member of, or some other organization whose operations you are significantly familiar with. This need not be a manufacturing organization; the same principles apply to service organizations, nonprofits, and even government agencies. If you cannot find a couple of key process problems, then you are not looking very hard. Briefly describe these problems and their effects on the organization, as well as their place within the organizational structure and hierarchy. Then, drawing on your statement of principles, identify how you think BPR might be usefully applied to the problems you describe, and what you expect some of the results might be. Finally, identify what you see as the major barriers or sources of resistance to attempting a BPR-type solution to your problems. Finish with a summary paragraph in which you assess the overall utility of BPR, in light of the case that you have just described.

Assignment Expectations

Length: The written component of this assignment should be 5-7 pages long (double-spaced) without counting the cover page and reference page.

Organization: Subheadings should be used to organize your paper according to the questions.

Grammar and Spelling: While no points are deducted for minor errors, assignments are expected to adhere to standard guidelines of grammar, spelling, punctuation, and sentence syntax. Points may be deducted if grammar and spelling impact clarity. We encourage you to use tools such as grammarly.com and proofread your paper before submission.

As you complete your assignment, make sure you do the following:

  • Answer the assignment questions directly.
  • Stay focused on the precise assignment questions. Do not go off on tangents or devote a lot of space to summarizing general background materials.
  • Use evidence from your readings to justify your conclusions.
  • Cite at least five credible resources.
  • Reference your sources of information with both a bibliography and in-text citations. See the Student Guide to Writing a High-Quality Academic Paper, including pages 11-14 on in-text citations. Another resource is the “Writing Style Guide,” which is found under “My Resources” in the TLC Portal.

Your assignment will be graded using the following criteria:

  1. Assignment-driven Criteria: Student demonstrates mastery covering all key elements of the assignment.
  2. Critical Thinking/Application to Professional Practice: Student demonstrates mastery conceptualizing the problem, and analyzing information. Conclusions are logically presented and applied to professional practice in an exceptional manner.
  3. Business Writing and Quality of References: Student demonstrates mastery and proficiency in written communication and use of appropriate and relevant literature at the doctoral level.
  4. Citing Sources: Student demonstrates mastery applying APA formatting standards to both in text citations and the reference list.
  5. Professionalism and Timeliness: Assignments are submitted on time.

Module 2 - Background

Process Innovation

Video material

The Process of Innovation | Stephen Ridley. https://youtu.be/q5vSunZ78w0

Required Reading

Galliers, R. D. & Baker, B.S.H. (1995) An Approach To Business Process Reengineering: The Contribution Of Socio-Technical And Soft OR Concepts. Information Systems and Operational Research. 33(4): 263-278. Retrieved October 21, 2017, from http://www.tandfonline.com/doi/abs/10.1080/03155986.1995.11732286

SweetProcess (2017) The ultimate guide to business process reengineering. Retrieved October 21, 2017, from https://www.sweetprocess.com/business-process-reengineering/

Kissflow (2017) Business Process Reengineering (BPR) – Definition, Steps, and Examples. Retrieved October 21, 2017, from https://kissflow.com/bpm/business-process-reengineering/

Harmon, P. (2010) The Scope and Evolution of Business Process Management. In . vom Brocke and M. Rosemann (eds.), Handbook on Business Process Management 1, International Handbooks on Information Systems, Springer-Verlag Berlin Heidelberg. Retrieved October 21, 2017, from https://www.researchgate.net/profile/Paul_Harmon8/publication/225932655_The_Scope_and_Evolution_of_Business_Process_Management/links/56fc743c08aef6d10d91bfc9.pdf

Optional Reading

Schmiedel, T., Brocke, J., & Recker, J. (2013) Development and validation of an instrument to measure organizational cultures’ support of business process management. Information & Management, 51(1):43-56. Retrieved November 15, 2017, from http://eprints.qut.edu.au/62978/3/IaM_acceptedManuscript.pdf

Garvin, D. (1998) The Processes of Organization and Management. MIT Sloan Management Review. Summer 1998. Retrieved November 15, 2017, from https://sloanreview.mit.edu/article/the-processes-of-organization-and-management/

Yamamoto, Y. and Bellgran, M. (2013) Four types of manufacturing process innovation and their managerial concerns. Forty Sixth CIRP Conference on Manufacturing Systems. Procedia CIRP 7:479 – 484. Retrived November 15, 2017, from https://ac.els-cdn.com/S2212827113002886/1-s2.0-S2212827113002886-main.pdf?_tid=90699abe-cf35-11e7-8968-00000aacb360&acdnat=1511321642_f3e210dcaf3710a6b51a79e6ffbd3b3c

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Explanation & Answer

Attached.

Module 2: Process Innovation Case

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Module 2: Process Innovation Case-BPR
Insert the name of the school
Insert your name
Insert professor name
August 2020

Module 2: Process Innovation Case

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Lessons from BPR principles application to Imit Art Company
It is fundamentally rethinking business processes to significantly improve cost, quality and
efficiency, and service speed. Business process reengineering includes analysis and redesign of
business processes. Michael Hammer believes that “business process reengineering is a
management method that aims to improve the efficiency and effectiveness of processes within
and between organizations.” Business process reengineering aims to maximize customer value
and minimize resource consumption.

Core Principles
1. Work should be designed such that it is result-oriented and not process-oriented
The first rule is that tasks performed by different personnel can be combined into a dedicated
task. For example, consider redesigning a manufacturing company in which various departments
perform different functions in turn. One determines the needs of customers, the other transmits
information, and the third transmits it to various factories and warehouses. These sequence-based
operations lead to errors, repairs and delays. When the company redesigns, it distracts the
attention of the production line.
2. Involve those in the process who face the Output
The principle stipulates that the work must be done by the person receiving the product (ie, the
consumer). Today, it can be considered "self-service." For example, if a customer encounters a
problem, they should fill in the details themselves instead of outsourcing the office to the office.

Module 2: Process Innovation Case

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3. Merging data collection and processing units
This principle is mature and can be seen in the concept of division of labor. This means that data
processing must be performed by the same person who collected the data. By eliminating
external connections in the process, errors can be reduced. For example, the structure of a
company is that one department collects information and one other department stores
information. Here, when transferring information from one department to another, the general
database will have many errors.

4. Shared databases to interconnect dispersed departments
Advances in information technology allow companies to use a common database to link different
geographically dispersed departments. Centralized databases provide economies of scale,
flexibility, and quick response to customers because there are better contracts between suppliers.

5. Bridging the processes which are running on similar lines
Hammer believes that business processes should be integrated, not the end result. Parallel
functions must be coordinated by communication networks and shared databases. These parallel
activities must be continuously linked and coordinated throughout the process. This will
eliminate the high costs and delays associated with this process.

Module 2: Process Innovation Case

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6. Decision making should also be a part of the work performed
Decision support technology must be used to eliminate unnecessary controls and maintain
process control. Hamer said that this decision must be made by the person working. You can
simplify the process by giving resources authority to make decisions and improve the work
process responsibilities. This is thanks to a well-educated and skilled labor force.

7. Capture data at its point of origins
This approach helps reduce costs by avoiding expensive re-entry and invalid data entry. This is
the principle of capturing information only once in the information source. This eliminates the
trouble of exchanging information, and you don’t have to register in different places at different
times.

Key Process Problems at Imit Art Company
Overall, the Imit art community is strong and prosperous, which proves the vigorous marketing
efforts of its art group. However, as the growth of the audience slows down and the average age
of the audience increases, art is at a critical moment. The audience size depends on the economic
situation. Donors withhold grants as they reassess their priorities. Entertainment consumption is
restricted by time and money, and people are more cautious about its obligations. Non-profit art
organizations are also facing fierce competition as for-profit art companies flood the market
through loud and witty online displays and content. Art groups spend more and more money on
marketing activities to produce stable results. Available consumer data and some industry
practices (including mailing list sha...


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