Improving End-to-end Business Process with reference model in service operations management: A case study _Oral defense

1. Skema Business School
17th February, 2016
MSc Dissertation Defense
Jiahui YE
MSc Supply Chain Management and Purchasing
Supervisor: Marie KOULIKOFF-SOUVIRON
Chair of the Defense: Lapo MOLA

2.  Problem Statement
 Literature Review
 Methodology
 Results
 Conclusion
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3.  Situating: more and more researchers studied in business
process management(BPM) and operation management (OM),
more in manufacturing than in service section.
 Grounding: Service industry is gaining more importance;
business process became critical factor for company success.
 Diagnosing: there are difficulties in developing a reference
model for service-oriented process due to its peculiarities
that can not been found in manufacturing.
 Solving: use a reference model as a guide to improve E2E
business process in service operations.
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4.  Q: How to use a reference model to improve E2E business
processes in service operations?
(1) E2E business processes in service operations
(2) Adaptation of SCOR model in service operations
a. Process framework
b. Process measurement (attributes & metrics)
(3) Roadmap for S2COR model to improve E2E business process in service
operations
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5.  service operations management (SOM)
• definition of service varies; viewed as processes
• provide services and value to customers by understanding customers’
needs, managing service processes, aligning the organization’s objectives
and considering service continual improvement (Johnston & Clark, 2008)
• focus shifted from product to process
 business process management (BPM)
• a customer-focused approach to the systematic management,
measurement and improvement of all company processes through cross-
functional teamwork and employee empowerment
• end-to-end (E2E): customer-oriented, cross-functional and
interdependence
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6. SOM vs. BPM
 similar
• process-oriented
• value-added
• customer-focused
• have some commons in
measurements
• service
SCOR
 related?
• process framework
• value chain
• from customers to
customers
• attributes & metrics
• manufacturing
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a new reference model in service context?

7. Reference Model
 service supply chain operations reference (S2COR) model
• similar in structure to SCOR model: Plan, Request, Fulfill, Deliver, Enable
• 5 performance attributes but only remains at level 1
 global supply chain forum (GSCF) framework
• 8 primary processes decomposed into sub-processes (strategic level )
• no concrete metrics
 Giannakis service supply chain reference model
• 6 primary processes : Plan, Source, Develop, Adapt, Operate, Recover
• 6 groups of metrics: Cost, Time, Inventory, Forecast, Quality, Financial
• metrics not directly associated with the processes
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SupplierProcesses
CustomerProcesses
Plan
Request Fulfill Deliver
Enable

8.  Business Process Improvement
Roadmap
1. Davenport & Short (1990)
2. Business process change by
Kettinger et al. (1997): six stages
3. SAM(Specify, Analyse, Monitor) by
Siha & Saad (2008)
4. MINERVA by Delgado et al. (2010)
5. Lean Six Sigma tool—DMAIC
(Define-Measure-Analyse-Improve-
Control)
 Business Process Measurement
1. Instance Measure :time, count, data,
condition
2. Balanced scorecard (BSC) : financial,
customer, internal business
processes, learning and growth
3. Fitzgerald et al. in 1991:
competitiveness, financial,
flexibility, resource utilisation,
innovation, service quality
4. Lean six sigma metrics: setup &
downtime, takt time, service
reliability…
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9. Conceptual framework
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S2COR model framework
(plan-request- fulfill-
deliver-enable)
LSS metrics
(similar to Giannakis Service
Supply Chain Reference Model )
DMAIC

10.  case study : end-to-end training billing process improvement
project (“E2E project”)
 data collection (qualitative data)： semi-structured interviews;
in-house documentation review; observation
 data analysis and data quality
• concept driven: aligned with conceptual framework
• analysis procedure: audio-recording/note-taking 
dictation/transcript  summarizing, categorizing & structuring
• but there were some unexpected data emerged (plan process)
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• composed of 7 sections, 30 questions
• 10 interviewees from different departments
followed a well-balance matrix between
management and operation level

12. Case study presence
 company portfolio
• IT Co.: a global IT solutions provider
• TSC team: in charge of managing training products/courses for all IT Co.
customers (scheduling & enrolments, billing, training )
 project phase (implementation roadmap)
• adaptive version of DMAIC, similar to Xia’s roadmap
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13.  As-is process mapping
• use S2COR model process framework as reference (decomposition)
• identify 13 pain points
 Root cause analysis – fishbone diagram
 Propose to-be process
• less actors, less interactions, less complexity
• automation solution
• consolidated pricing reference document template
 Propose process measurements
• time (efficiency), quality (effectiveness), output, process complexity
 Project implementation recommendation
• strategy, pricing reference, process, tool
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14. Contribution and Limitations
1. S2COR model helped to provide a global process framework
to process improvement in service operation.
• decomposition technique helped to analyse steps by step and level
by level (in relate to gap analysis/ root cause analysis)
2. S2COR model measurement was not applicable due to
project peculiarities.
• LSS measurements were considered as the alternatives.
• LSS metrics were lack of links with S2COR model and not hierarchical
3. DMAIC roadmap worked well with S2COR model
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15. Recommendation for Further Study
1. Different cases should be studied
• practical & academic
• operational & managerial/strategic level
• comprehensive cases with quantitative analysis
• different corporations/ industries across the world
2. S2COR Performance measurements should be further
investigated.
3. Cost metrics, which were not considered due to project
peculiarities, should be further investigated
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16. Q & A

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