Ye,jiahui oral defense-final

Improving End-to-end Business Process with Reference Model in

Service Operations Management:A Case Study

Skema Business School17th February, 2016

MSc Dissertation Defense

Jiahui YEMSc Supply Chain Management and Purchasing

Supervisor: Marie KOULIKOFF-SOUVIRONChair of the Defense: Lapo MOLA

Skema Business School 2

Problem Statement

Literature Review

Methodology

Results

Conclusion

17th February, 2016

Table of Contents


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.

17th February, 2016

Problem statement


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

17th February, 2016

Problem statement


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

17th February, 2016

Literature review


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

17th February, 2016

Literature review

a new reference model in service context?


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

17th February, 2016

Literature review

Supp

lier P

roce

sses

Customer

ProcessesPlan

Request Fulfill Deliver

Enable


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…

17th February, 2016

Literature review


Conceptual framework

17th February, 2016

Literature review

S2COR model framework (plan-request- fulfill- deliver-enable)

LSS metrics(similar to Giannakis Service

Supply Chain Reference Model )

DMAIC


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)

17th February, 2016

Methodology

Skema Business School 1117th February, 2016

Interview Protocol Structure

• composed of 7 sections, 30 questions• 10 interviewees from different departments

followed a well-balance matrix between management and operation level


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

17th February, 2016

Results


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

17th February, 2016

Results


Contribution and Limitations1. 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

17th February, 2016

Conclusion


Recommendation for Further Study1. 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

17th February, 2016

Conclusion

Thank youQ & A


Appendix

17th February, 2016

Ye,jiahui oral defense-final

Business

Transcript of Ye,jiahui oral defense-final