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Business process modeling is an important aspect of analyzing the needs of a modern firm. The models produced are used in diverse ways including understanding services delivered to customers, underpinning enterprise architecture, explaining future changes and the automation of processes, and in defining information technology to support processes....
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... costs. Identifying value propositions can help during this process. Figure 6 shows the process options for a pizza firm. Figure 6 indicates that two process steps of Assemble pizza and Cook pizza can be repositioned across the pizza firm’s and pizza consumer’s process regions. The diagram also shows that this repositioning affects process efficiency, economies of scale, and customization of service process. For example, a pizza restaurant can choose to assemble pizza in a direct interaction with a customer and then the restaurant would cook the pizza, so that the restaurant increases its customization (and probably customer satisfaction, which is an important indicator for a successful business). However, process efficiency is reduced. There are twenty five different repositioning options for these two process steps. Pizza firms can choose a repositioning option based on their business strategy. Table 2, represents the key concepts of PCN and their precise definitions. The next section explains BPMN in detail. BPMN is an important process modeling technique and it has absorbed the attention of both the practical and academic community in a short period of time since its release date (Muehlen and Recker 2008). BPMN was published publicly for the first time in May 2004 by a consortium of tool vendors (BPMI Notation working Group) (BPMI.org 2004). The consortium later granted rights to Object Management Group (OMG) to publish version 1.0 of BPMN standard in February 2006 (BPMI.org and OMG 2006). This paper explains BPMN version 2.0 (OMG 2011). BPMN has a core set of constructs and an extended set of constructs. The core set is defined for business analysts and non-technical users to depict typical business modeling processes and activities that are understandable by all stakeholders (Ko et al. 2009; Recker 2011). The extended set of constructs targets technical users who want to draw more complex technical diagrams. The extended set can be used for “workflow engineering, simulation, or web service composition” (Recker 2010, p.183). Current research considers the core set of BPMN constructs for the purpose of conceptual comparison. Figure 7 shows a BPMN diagram of the hotel stay ...
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... Business Process Model & Notation has received attentions from both the industry and the academic community in the short period of time since it was released by the Business Process Management Initiative in 2005 (Recker, 2008). It has then been maintained and upgraded by the Object Management Group which released BPMN 2.0 in 2011 (Kazemzadeh et al., 2015c). The core concept set of BPMN is defined for business analysts and non-technical users, to depict business modelling activities that can be easily understood by all stakeholders. ...
Brought by the need for competent approaches to assess the financial cost and environmental impact towards service design-for-cost-and-environment, this paper investigates on the following service representation approaches: Service Blueprinting, Process Chain Network, Business Process Model & Notation, and Customer Journey Mapping. An ontological analysis further compares their similarities and differences. Lastly, a table summarizes the findings, were further insights could be drawn to help service companies be more aware of both their spending and ecological responsibility.
... Only a few studies examine the relation between more than three metamodels, e.g. [113]. ...
The research produced a General Service Engineering Framework (GSEF), a process guideline for building a service system which covers both the business and informatics aspects. The framework also defines service engineering ontologi, which collects and specifies components of service engineering and its internal relations.
... There are three types of trigger: start event (when a participant begins a process), intermediate event (happens at the middle of a process) and end event (when a participant finishes a process). A super-type event happens at any time in a process and affects the flow (Kazemzadeh, Milton, & Johnson, 2015b). ...
... A lane can represent an internal role, an internal department, or system. A process designer may use pool and lane constructs in very different ways and discipline in their respective use is not tight (Kazemzadeh et al., 2015b). In addition, it is critical to know that sequence flows connect activities within a pool and message flows connect activities between different pools. ...
The modeling of business processes has become a central aspect in how businesses understand, support, and communicate about their processes. Two prominent approaches are service blueprinting and business process modeling notation (BPMN). Service blueprinting supports customer service processes whilst BPMN helps understand a firm’s processes with particular focus on how information and communications technology supports processes, and also for process automation. To fully support services through an organization’s processes, there needs to be a complete understanding of how these two process representations relate. Hitherto only a partial comparison has been undertaken by Milton and Johnson in 2012. Therefore we ask the question, what are the specific similarities and differences between these two approaches? To answer this question, we employed the method of conceptual evaluation to conduct a two-way conceptual comparison of service blueprinting and BPMN. We found specific similarities and differences between the two modeling approaches. Understanding how to represent service blueprint concepts in BPMN is important for supporting service-processes with information technology and for automating aspects of those processes. Furthermore, knowing the limitations of how service blueprints support BPMN means that mapping internal processes to service processes can be done with minimal loss in semantics.
The conversation and modernization of the public sector is the ground of the good government and good governess. In our research, we examine a public service process of the Hungarian public sector. Our goal was to visualize the complex procedure as a whole (contact affair procedures in case of patchwork families) with Service Blueprinting and Business Process Modelling. After the process modelling, we used the discrete event simulation to analyze the elements of the process. Therefore, we are able to give a recommendation on how to improve the process for both the administrators and the legislators. With improving the effectiveness and efficiency, the government will be able to influence the satisfaction of customers and administrators. In the current procedure administrators are under the pressure, it is very stressful for them and the fluctuation is high in the office. We recommend for legislators to analyze the whole procedure in the public sector before the prescription of time limit. With the customer and administrator-oriented digitalization, the whole procedure can be more flexible and quicker.
The sophisticated and extensive toolkit for designing, managing, and measuring industrial processes is constantly expanding and forced to meet the new standards that are set by the limitless amount of data offered by the digitalisation of the industrial environment. However, services are managed under cumbersome conditions, in terms of expectations, measurability, and the modelling techniques used. Key performance indicators (KPIs) have been used for a long time in the private sector and industry compared with the public sector. Companies often use KPIs to measure the performance of individual processes to determine whether they meet or fail the expectations of customers and themselves. While public sector service providers are often monopolistic, the performance measurement also becomes a hot debate in the public sector as the citizens’ demand for quality services increases. This study aims to identify objective KPIs and demonstrate how they can be measured in a public service context, regardless of the type and complexity of the given service. As an example, the authors discuss the front office operations of government windows and the contact affair procedures of guardianship offices. They apply business process modelling in order to map the service processes and perform a statistical analysis to extract waiting, processing and lead times from the available dataset to comprehensively overlook these services. Their goal is to offer an analogy of industrial service process management by presenting how the methods and measures can be used to review processes in an industrial, manufacturing or public service, using a holistic management approach.
