Comparison of existing process redesign approaches, their underlying rationales and ontological and procedural redesign guidance
| Problem-Driven | Opportunity-Driven | |||||||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Redesign Rational | Problem-based Tweak existing processes through the identification and elimination of process issues | Imitation-based Identify and imitate (parts of) superior processes | Pattern-based Enumerate proven solutions which can be re-applied on existing processes | Interaction-based Give guidance on the interaction during process redesign workshops | Outcome-based Predefine a process outcome and reverse engineer an ideal process design | Customer-based Identify and analyze a process from the customer point-of-view | Alternative-based Identify and explore a wide range of possible process design alternatives | |||||||||
Artifact | Lean Management | Six Sigma | Bench-marking | Positive Deviance | Business Process Reengineering | Best Practices of Process Redesign | Explorative Process Design Patterns | 7FE | NESTT | Process Model Canvas | Product-based Design | Job-centric approach | Service blueprinting | Process Grammar | BPR Framework | Handbook of Org. Processes |
Method/ Technique | Method | Method | Technique (diagnose- oriented) | Technique (diagnose- oriented) | Technique (redesign- oriented) | Technique (redesign- oriented) | Technique (redesign- oriented) | Method | Method | Technique (redesign- oriented) | Technique (redesign- oriented) | Method | Technique (redesign- oriented) | Technique (redesign- oriented) | Technique (redesign- oriented) | Technique (redesign- oriented) |
Core idea | Identification and elimination of waste with a focus on customer value | Control for and reduce variation in processes regarding different performance metrics | Process metrics are compared with competitors, standards, reference models, and others | Identification and imitation of positive outliers in a process execution to overcome process problems | Set of principles that aim to enable the radical rethinking of business processes and associated assumptions | Set of practices to improve a process towards an objective (time, quality...) | Set of patterns to add additional revenue-oriented value to a process | Bring structure to the redesign project and get creative in a workshop setting | Use walls of a room to visualize different view-points on a process in a workshop setting | A visual chart on which the process value proposition and what is necessary for its delivery can be defined | Identify necessary activities and their ideal sequence for a predefined process out-come | Add new value propositions to a process by identifying underlying customer needs | Capturing the customer experience with the process through a shared modeling language | Algorithmically generate alternative process designs | Explicating process elements and their relationship | Generate a repository of process designs, which assists in redesigning business processes |
Redesign Implications | Eliminate activities that do not add value; adjust activities that cause waste | Adjust activities that cause variation | Imitation of process (parts) that seem superior with regard to the metrics | Imitation of process (parts) that cause positive deviance | A list of generic principles and examples to rethink the process radically from scratch | A list of operational process design solutions to overcome common problems | A list of generic process design solutions to add new revenue- oriented value | Set of creative stimuli/techniques for brainstorming in a workshop setting | Reference to other techniques (best practices, design-led innovation, imitation, alternative use of resources) | Focus on how to achieve a (predefined) value proposition | Generate possible sequences through the required activities | Abstract from the current process and identify how and why customer uses a pro-cess | Shift attention to points of customer contact and physical evidence | Process redesign as a combinatorial optimization problem | A list of abstract design considerations to rethink a process design in various ways | Use as a stimulus by examining the different process realizations and interrelation |
Explicated process design choices (ontological perspective - what) | ○ (various implicit design choices for the elimination of waste) | ○ (various implicit design choices for reduction of variation) | ○ (number of compared processes determines the number of design alternatives, no ontological view) | ○ (only one design alternative - the positive deviance itself, no ontological view) | ◐ (enumeration of guiding principles, underlying design choices partially implicit) | ◐ (process model-centered best practices, underlying design choices partially implicit) | ◐ (centered around revenue-oriented value, underlying design choices partially implicit) | ○ (depends on the creativity of workshop participants) | ○ (reference to a set of different techniques, no explicated design choices) | ◐ (focuses on customer value and information within the process) | ◐ (focuses on sequence flow and elimination of obsolete activities) | ○ (depends to a great extent on the creativity of user) | ◐ (focus on points of customer contact and sequence flow) | ○ (identification of design elements depends on the creativity of users) | ◐ (abstract points-of-leverage of a process) | ◐ (limited by the size of repository, design choices implicit as differences between alternatives) |
Guidance for deriving design alternatives (procedural perspective - how) | ○ (unspecified how waste is eliminated) | ○ (unspecified how variation is reduced) | ◐ (imitating and adapting process parts) | ◐ (imitating and adapting process parts) | ◐ (iterating through principles, implicit alternatives on how to apply principles) | ◐ (iterating through practices, implicit alternatives on how to apply practices) | ◐ (iterating through patterns, implicit alternatives on how to apply patterns) | ○ (depends on the creativity of workshop participants) | ○ (reference to a set of different techniques, no explicated guidance) | ◐ (filling out the canvas, creative task) | ◐ (through the identification of possible sequence flows) | ○ (depends to a great extent on the creativity of user) | ◐ (by changing the blueprint, creative task) | ● (algorithmically generate valid structural possibilities) | ◐ (iterating through its elements, no guiding questions or design manifestations) | ◐ (iterating through different process realization) |
○ none/narrow ◐ some/moderate ● full/wide | ||||||||||||||||
| Problem-Driven | Opportunity-Driven | |||||||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
Artifact | Lean Management | Six Sigma | Bench-marking | Positive Deviance | Business Process Reengineering | Best Practices of Process Redesign | Explorative Process Design Patterns | 7FE | NESTT | Process Model Canvas | Product-based Design | Job-centric approach | Service blueprinting | Process Grammar | BPR Framework | Handbook of Org. Processes |
Method/ Technique | Method | Method | Technique (diagnose- oriented) | Technique (diagnose- oriented) | Technique (redesign- oriented) | Technique (redesign- oriented) | Technique (redesign- oriented) | Method | Method | Technique (redesign- oriented) | Technique (redesign- oriented) | Method | Technique (redesign- oriented) | Technique (redesign- oriented) | Technique (redesign- oriented) | Technique (redesign- oriented) |
Core idea | Identification and elimination of waste with a focus on customer value | Control for and reduce variation in processes regarding different performance metrics | Process metrics are compared with competitors, standards, reference models, and others | Identification and imitation of positive outliers in a process execution to overcome process problems | Set of principles that aim to enable the radical rethinking of business processes and associated assumptions | Set of practices to improve a process towards an objective (time, quality...) | Set of patterns to add additional revenue-oriented value to a process | Bring structure to the redesign project and get creative in a workshop setting | Use walls of a room to visualize different view-points on a process in a workshop setting | A visual chart on which the process value proposition and what is necessary for its delivery can be defined | Identify necessary activities and their ideal sequence for a predefined process out-come | Add new value propositions to a process by identifying underlying customer needs | Capturing the customer experience with the process through a shared modeling language | Algorithmically generate alternative process designs | Explicating process elements and their relationship | Generate a repository of process designs, which assists in redesigning business processes |
Redesign Implications | Eliminate activities that do not add value; adjust activities that cause waste | Adjust activities that cause variation | Imitation of process (parts) that seem superior with regard to the metrics | Imitation of process (parts) that cause positive deviance | A list of generic principles and examples to rethink the process radically from scratch | A list of operational process design solutions to overcome common problems | A list of generic process design solutions to add new revenue- oriented value | Set of creative stimuli/techniques for brainstorming in a workshop setting | Reference to other techniques (best practices, design-led innovation, imitation, alternative use of resources) | Focus on how to achieve a (predefined) value proposition | Generate possible sequences through the required activities | Abstract from the current process and identify how and why customer uses a pro-cess | Shift attention to points of customer contact and physical evidence | Process redesign as a combinatorial optimization problem | A list of abstract design considerations to rethink a process design in various ways | Use as a stimulus by examining the different process realizations and interrelation |
Explicated process design choices (ontological perspective - | ○ (various implicit design choices for the elimination of waste) | ○ (various implicit design choices for reduction of variation) | ○ (number of compared processes determines the number of design alternatives, no ontological view) | ○ (only one design alternative - the positive deviance itself, no ontological view) | ◐ (enumeration of guiding principles, underlying design choices partially implicit) | ◐ (process model-centered best practices, underlying design choices partially implicit) | ◐ (centered around revenue-oriented value, underlying design choices partially implicit) | ○ (depends on the creativity of workshop participants) | ○ (reference to a set of different techniques, no explicated design choices) | ◐ (focuses on customer value and information within the process) | ◐ (focuses on sequence flow and elimination of obsolete activities) | ○ (depends to a great extent on the creativity of user) | ◐ (focus on points of customer contact and sequence flow) | ○ (identification of design elements depends on the creativity of users) | ◐ (abstract points-of-leverage of a process) | ◐ (limited by the size of repository, design choices implicit as differences between alternatives) |
Guidance for deriving design alternatives (procedural perspective - | ○ (unspecified how waste is eliminated) | ○ (unspecified how variation is reduced) | ◐ (imitating and adapting process parts) | ◐ (imitating and adapting process parts) | ◐ (iterating through principles, implicit alternatives on how to apply principles) | ◐ (iterating through practices, implicit alternatives on how to apply practices) | ◐ (iterating through patterns, implicit alternatives on how to apply patterns) | ○ (depends on the creativity of workshop participants) | ○ (reference to a set of different techniques, no explicated guidance) | ◐ (filling out the canvas, creative task) | ◐ (through the identification of possible sequence flows) | ○ (depends to a great extent on the creativity of user) | ◐ (by changing the blueprint, creative task) | ● (algorithmically generate valid structural possibilities) | ◐ (iterating through its elements, no guiding questions or design manifestations) | ◐ (iterating through different process realization) |
○ none/narrow ◐ some/moderate ● full/wide | ||||||||||||||||
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