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MAN6910 Business Process Management

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  • Course Code: MAN6910
  • University: Edith Cowan University
  • Country: Australia


Your Tasks

You are required to provide recommendations for the possible changes to the business process (Here business process is the Joondalup Hospital General Medical process which is given below in this file) or to the way they are managed which you consider will add value to their business and why they are more efficient and effective compared with the existing model.

For solving problems/issues, you also need to consider the resources and performance. For example:

  1. Where is the process bottleneck?
  2. How to better organize staff and allocate jobs to achieve 80% utilization? (You don’t need to provide accurate numbers; general discussion and analysis will be efficient.)

You should carefully read the diagrams and link them to the key issues/problems. Identify and analyse these problems by:

a) Creating an issue register for the process with at least 5 issues/problems.

b) Create a Fishbone diagram to investigate different causes for the process.

c) Go over the identified causes of your fishbone, identify their impact relevance for the process. Highlight/Circle the relevant causes in your As-Is model. (Use diagrams from given file: Diagrams which are used to make issue register, fishbone diagram, heuristics and TO-BE model)

Develop the TO-BE Model:

  • Choose and state a suitable improvement direction (axis of the devil’s triangle) using your task a, b and c findings as input
  • identify suitable improvement heuristics for the identified process areas based on your improvement direction and model the TO-BE process.


Issue register

Name of issue

Patient waiting too long to register




When the patients visits the hospital, the new patients are required to be registered first for gaining the treatment in the hospital.

Data and assumption

Over 20% of the patients who are visiting the hospital are raising the issue of extensive waiting time and longer duration for which treatment is not being provided. the patients are facing the life-threatening situation.

Qualitative impact

The hospital is losing revenue due to reduction of the patient number in the hospital

Quantitative impact

60% of the patients are claiming the increased waiting time for the registration that is causing patients to lose interest in visiting this hospital for checkup and revenue of the hospital is lost


Name of issue

Scheduling procedure is manually done




When the patients are registered for the various kinds of treatment that is required, the patient is transferred to the scheduler for scheduling

Data and assumption

Huge number of the patients who are coming new to the hospital is being made to wait for significantly long period of time for gaining appropriate treatment.

Qualitative impact

New patients are being made to wait too long in the waiting area before they are being transferred for treatment.

Quantitative impact

30% of employees are not willing to work in the hospital due to increased workload


Name of issue

Inefficiency of specialist to provide reports




When the doctors determine that any patient needs special treatment, then they are sent to the specialist. The specialist performs the required treatment and are required to provide the accurate report but due to the inefficiency of the specialists, the reports that are provided to the doctor for further treatment is taking too much time.

Data and assumption

Huge amount of special treatment is required by the various patients and only one specialist has been hired by the hospital and it is leading to the issue where the specialist is providing the incorrect reports of the patients

Qualitative impact

Treatment of patients is delayed after the specialist therapy

Quantitative impact

Revenue of hospital is decreased by 50%


Name of issue

Inefficiency of handling electronic patient records to store the updated patient data




The data of the patients are stored in the electronic patient records. Because of the inefficiency of the receptionist, the storing of patient data from various departments is not being done properly.

Data and assumption

The amount of patients records that are being wrongly stored by the receptionist is not too high but even slight discrepancies in the patient records makes whole record incorrect

Qualitative impact

One receptionist has been tasked for storing patient records of huge amount of patients along with the registration of the patients that is causing issues for the hospital.

Quantitative impact

30% of time of the hospital is being wasted for making corrections to the discrepancies in the patient records.


Name of issue

Lack of proper communication among external lab test and the hospital




There is no method presently for the hospital to communicate with the external labs who are tasked with performing lab tests.  

Data and assumption

No proper system for providing the patients with quick lab results

Qualitative impact

Lack of technology

Quantitative impact

Revenue of hospital is decreased by 40%


Fishbone diagram


Relevant causes



Without the availability of the automated scheduling system, the additional staff is hired in the hospital just for the task of scheduling the patients that is the waste of human workforce along with the time wastes for the patients.

This is the primary issue for which the To-Be process model would be provided and the scheduling system would be automated.

Improper technology


The technologies that are being used for storing the data of the patients and the doctors are not being updated and it poses the threat of theft by any kind of the malicious users.



The lengthy registration process of the hospital is the primary issue that is being raised by the patients. Majority of the patients are claiming the increased waiting time for the registration that is causing patients to lose interest in visiting this hospital



No verification of the therapy that is being done in the therapy session. When the therapy sessions are completed by the specialist, there is no method available in the hospital to verify whether the therapy are properly completed or not.

Inefficient electronic patient record management


Storing the patient data in the database as the electronic patient record takes significant time. The receptionist is presently not efficient enough to properly handle the data storing in the database.

To-Be process model


The automation of the scheduling system is being done and the requirement of scheduler workforce in the hospital is not required anymore as the task of scheduler could be completed by the scheduling system. The manual scheduling system has been eliminated from the hospital. Automated registration system is added for eliminating the long waiting time for registration, the

Heuristic and the improvement direction

The improvement heuristic that has been chosen is the technology and the improvement direction is the time. The new scheduling system is being implemented that would automatically schedule the patients with the respective doctors and there would be no requirement of any additional employee working as the schedule planner.

Redesign heuristic: Customer

The contact reduction heuristic has been considered as the new scheduling system would help in reducing the requirement of the customers to visit the additional station for scheduling and the scheduling task would be executed by the receptionist with the help of the scheduling system in the reception and based on the improvement direction chosen, that is the time, the time needed for the patients to visit the schedule planner for scheduling would be eliminated and treatment would be gained in quick succession.

Redesign heuristic: Technology

Activity automation: The activity automation heuristic has been considered and scheduling activity in the hospital would be automated with the help of this scheduling system.



Dezi, L., Santoro, G., Gabteni, H., & Pellicelli, A. C. (2018). The role of big data in shaping ambidextrous business process management. Business Process Management Journal.

López-Pintado, O., García-Bañuelos, L., Dumas, M., & Weber, I. (2017, September). Caterpillar: A Blockchain-Based Business Process Management System. In BPM (Demos).

Mendling, J., Baesens, B., Bernstein, A., & Fellmann, M. (2017). Challenges of smart business process management: An introduction to the special issue.

Viriyasitavat, W., Da Xu, L., Bi, Z., & Sapsomboon, A. (2018). Blockchain-based business process management (BPM) framework for service composition in industry 4.0. Journal of Intelligent Manufacturing, 1-12.

Weber, I., Xu, X., Riveret, R., Governatori, G., Ponomarev, A., & Mendling, J. (2016, September). Untrusted business process monitoring and execution using blockchain. In International Conference on Business Process Management (pp. 329-347). Springer, Cham.

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