IFN 515 Improving a Home Building Process Automation Industry Report

Improving a Home Building Process Just need 3 parts (I don’t need complete report)

Documenting and Improving a Home
Building Process
Assignment 2 Description
After the completion of the as-is process modelling (in Assignment 1), your Consulting Team
(three members) has been asked to conduct a targeted process analysis and improvement
project for the end-to-end home building process of Custom-Built Kit Homes (CKH). One of the
key business goals set by the CKH management team is to exceed customer expectations
during every phase of a home build project. This means that the core end-to-end process for
home building should be efficient, timely, customer focused and have minimal duplication of
effort, while at the same time mitigating its risk exposure. It is expected that your project will
contribute towards this goal.
Your team has been asked to produce a short report (at most 30 pages), which documents the
completion of the following tasks:
Task 1: Analysis of the current process. Specifically, the CKH management team is interested
in:
a) the identification and analysis of all process waste, using a variety of qualitative and
quantitative techniques;
b) the development of a comprehensive register of issues in the current process,
including their root causes; and
c) a discussion on their impact on the overall efficiency of the process.
Your findings should be supported by a detailed analysis through the application of
appropriate analytical techniques. Note: given the amount of data available, it would be
difficult to conduct meaningful queueing analysis and simulation. Hence, you are NOT
required to perform these two analysis techniques.
Task 2: Improvement of the current process. Specifically, your consulting team is expected to
identify a set of different process changes which can benefit the process, including:
a) a variety of improvement ideas that focus on enhancement techniques
b) at least one improvement idea (for part/all of the process) which has been derived
from existing practice.
c) at least one improvement idea (for part/all of the process) which exploits an existing
resource that is currently underutilised.
For each new idea presented, you are expected to:



Classify the idea as begin achievable in the short term (next 3-6 months) or in the long
term (next 1-3 years).
Explain the qualitative and quantitative benefits of the idea, when implemented.
Assess the feasibility of your improvement recommendation.
1
Finally, assuming all of your recommended improvement ideas are accepted by the CKH
management team, prepare a multi-level to-be model, derived from your as-is model, that
encapsulates all of your improvements. Your model should be consistent with the modelling
hierarchy agreed to by the CKH management team:



You should show the Level 1, Level 2 and Level 3 models for the end-to-end process,
including the control-flow, data and resource perspectives.
You should also include any additional modelling which you think is necessary to
highlight the major improvements made to the process.
Furthermore, the model should make clear where changes have occurred (for
instance, link model parts to discussion and explanations of ideas and/or issues using
text annotations).
Task 3 [Individual] Write a personal reflection, that:
• explains your role within the team and what your contributions were to the
assignment and to your team (i.e. what parts of the assignment did you complete,
what parts did you review/provide feedback on)
• describes what you did to ensure that you worked efficiently individually and with
your team to create a cohesive report
• evaluates how efficiently the team worked together to complete the report
• explains each team member’s role in the team, how they worked with each other and
what they contributed to the team.
Please ensure your personal reflection covers all of the points above.
IMPORTANT: Each and every team member must make a fully proportional contribution to all
process analysis and improvement activities.
Due: 11:59pm Friday 28 May 2021 (end of Week 12)
About the process
The as-is process description was provided with the Assignment 1 materials. Further
information about the process to assist your analysis has been provided by CKH management:




CKH currently complete around 300 homes per year. Peak periods occur at the start of
the calendar year and again mid-year.
The average salary for CKH staff is:
o Sales, Finance, Delivery and Procurement staff: $45 per hour.
o Quality Assurance, building staff: $55 per hour.
o Estimator and Line Supervisor: $65 per hour.
o Production Manager and Installation Supervisor: $80 per hour.
When requested, a Sales Assistant will spend on average two hours assisting a
customer to produce an RFQ. A fee of $40 is charged for this service.
An Estimator will spend, on average, 12 hours preparing the initial quote. On average,
it takes an additional 6 hours to amend a plan returned from the structural engineering
firm.
2











About 30% of plans are sent to the structural engineering firm for assessment. The
turnaround time sending a plan to the structural engineering firm and receiving their
assessment is, on average, 3 weeks. The average fee is $4600.
The time spent by a Sales Assistant on each case is on average 5 hours.
About 40% of builds require supplies to be ordered and supplied. A Procurement
Officer will spend on average 3 hours preparing a supplier quote. Two weeks pass
between the quotes being sent out and a supplier being selected. It will take on
average a further two weeks to receive the materials.
Each home takes on average 6 weeks to build in the factory, once they begin. One line
supervisor and 6 building staff are assigned to each build.
A quality assurance officer will spend, on average, 5 hours inspecting each build.
About 50% of builds must undergo a minor fix after a quality assurance check. On
average, each fix takes about 2 days.
About 8% of builds must be dismantled after a quality assurance check. On average,
each occurrence means a loss of around 14 days of work for all involved workers.
About 60% of completed homes require full installation. An Installation Supervisor will
spend, on average, 4 days on each job assigned to them. Preparation of site will take 4
building staff, on average, 1 week. Local approvals take, on average, 2 days. Delivery
takes around 2 weeks. Average installation time is 3 days and involves 3 building staff.
About 10% of installations will not meet local authority approvals.
The average time for internal mail to move from sender to recipient is one day.
A phone and/or email request for information is returned in 5 hours, on average.
While the management team has tried to cover everything, it is very likely that the information
provided will still be inadequate, in which case your team will need to make appropriate
assumptions by referring to existing standards, common practice, etc. so that certain analysis
and improvement recommendation activities can be performed. It is expected that any
assumptions you make will be systematically recorded in your report.
Submission Requirements



Submit a single PDF file of your report, including all text and models, via the
Assignment 2 link on IFN515 Blackboard space.
Each submission must contain a declaration, signed by all group members, stating that
they have viewed the final version of the assignment that is to be submitted and that
it is entirely their own original work (see Appendix B for the template).
Each team should only submit one report (by only one of the team members).
o Team members may submit their Task 3 reflections individually, rather than by
insertion into the overall assignment submission, if they wish.
3
Additional Information
§
LATE SUBMISSIONS: According to QUT policies, submissions past the deadline will NOT
be marked, and will thus attract a mark of 0/100. Therefore, you are strongly advised
to submit your report, even if it is a draft only, by the due date.
§
ACADEMIC HONESTY: Any action or practice on your part which would defeat the
purposes of assessment is regarded as academic dishonesty. The penalties for
academic dishonesty are provided in the Student Rules. For more information consult
the Academic Integrity Kit available on the unit Blackboard site, and the QUT Library
resources for avoiding plagiarism.
§
GROUP FORMATION: Each group will comprise 3 students. Group members who work
closely as a team and actively and equally contribute to the assignment work will
receive the same mark for their assignment. Group members who fail to make an
active and equal contribution to the assignment work will be individually assessed only
on the part of the assignment work they produce.
§
GROUP DISPUTES: Groups must be responsible for resolving their own group disputes.
The teaching team will NOT be involved in these disputes.
§
GETTING FEEDBACK: The teaching team will be available to answer specific questions
about the assignment but cannot pre-mark assignments. The teaching team will NOT
read report drafts and review detailed models prior to the submission of the
assignment. Detailed feedback will be provided in written form, when the marker
returns the marked assignment back to the students.
4
Appendix A: Sample Report Structure
Note: all page limits given are approximate and meant only as a guide
1.
Cover page (1 page)
o Title and team name (if any)
o Name and Student ID of each team member
o Signed declaration of original work (see Appendix B)
2.
Executive summary (0.5 – 1 page)
3.
Table of contents (1 page)
4.
Introduction (1–2 pages)
o Purpose of the report
o Project goals
o Structure of the report
5.
Process Analysis (10-15 pages)
o Discuss the evidence, assumptions, justifications, results, reasoning and
interpretations of the results, etc., as required for Task 1.
6.
Process Improvement (10-15 pages)
o Discuss the improvement recommendations, impact analysis, feasibility analysis,
etc., as required for Task 2.
o To-Be Process Models (Changes made to the as-is process models to reflect the
improvement recommendations should be highlighted, annotated and explained).
7.
Short proposal of Implementation Plan (2-3 pages)
o A consolidated plan of systematic implementation of improvement
recommendations considering long-term vs. short-term and prioritisation based on
impact & feasibility analysis.
8.
Conclusion (0.5 pages)
9.
References (0-1 page)
10. Appendices
o Task 3 reflection statements
5
Appendix B: Declaration Template
By submitting this assignment, I am/We are aware of the University rule that a student must
not act in a manner which constitutes academic dishonesty as stated and explained in the QUT
Manual of Policies and Procedures. I/We confirm that this work represents my individual/our
team’s effort, I/we have viewed the final version and does not contain plagiarised material.
Full Name
Student No.
Signature
6
Move
Hold
Overdo
Unnecessary
Inventory
Defects
Waiting
Over-processing
transportation
Motion
Overproduction
Name
Explanation
Waste Category
Send request to customer
The Sales Assistant will file
Unnecessary
copies of the documents and Transportation(MOVE)
return the original
documents to the customer
Request a variation to the
An Estimator will make the
quote
necessary changes to the
Inventory(HOLD)
plan quote
Incomplete application
send quote to the customer
waiting for additional
for signature.
Waiting(HOLD)
documents
Forward request to the
Sales Assistant will send the Waiting(HOLD)
estimator and engineer
requested changes to the
Estimators for
updating.
Organising teams to prepare The workers team move
the installation
Motion(MOVE)
around to prepare the
equipment for construction
base.
Organise authority reinspect The installation is
the work
not approved, the
Installation Supervisor will
organise the necessary team
to rectify
the issue.
Inventory(HOLD)
Step
Performer
Classification
Send request to customer
Sales Assistant
NVA
Request a variation to the quote
Estimator
NVA
Incomplete application waiting for Sales Assistant
NVA
additional documents
Forward request to the estimator and Sales Assistant
BVA
engineer
Organising teams to prepare the Technician
BVA
installation
Organise authority reinspect the Supervisor
work
BVA
EXECUTIVE SUMMARY
As Custom-Built Kit Homes (CKH) required, our team is producing a business
report that includes a value chain, process models, description of modelling
conventions, and assumptions.
In the beginning, our team focus on analysing the core business processes of CKH,
we have produced value chain and collaboration diagrams to improve the clarity of
these business processes. The first part is about quote making processes, then the second
part showing how customers may have chosen to reply to the purchase order. The third
part is about customer service and the last part is indicating how orders are handled and
delivered. By collaboration diagrams, our team can analyse the problems that may
occur in the interrelated process. As CKH provided and declared, the main issue they
have met is the non-effectiveness of business processes and unclear approach to
indicate the order status. After discovering problems that may affect the company’s
operating system, our team then provide improved solutions about core business
processes to help the company develop its core business processes.
In the end, our team based on the whole analysis find out that Our team found that
this part of the management has lost contact with the actual operation of the company
and the management system has delay response to the customer request environment.
As a result, our team tends to improve core business processes through systematic
hierarchical management.
1. INTRODUCTION
In order to deal with the issue that may exist in the core business processes of
Custom-Built Kit Homes (CKH), our team has taken the task that CKH gives us and do
our analysis. After finding out the problems that may impact the company’s operation
system, our team will generate an improved solution of core business processes to help
the company develop its core business processes.
In the given case and description, all core business processes of Custom-Built Kit
Homes are mentioned. The main issue that Custom-Built Kit Homes face is a nonefficiency business process and not available for viewing status when in progressing
customer’s order. The customers report that they are having trouble when they checking
what stage are their order in process. They must find it is difficult that they cannot reach
the information they need on the website automatically but have to contact the
employees of the company to find the answer which is not convenient, and they start to
considerate the company did not want them to do so. It will bring a negative influence
on the reputation of CKH in the market.
After finding out the problems in the core business processes of CKH, our team
has generated different levels of model of business processes of CKH. Modelling
assumptions and modelling conventions show in the next section and value chain. There
are descriptions and explanations about the business model. The conclusion follows the
next section.
2.3.1 Value chain
2.3.2 Collaboration diagrams
Collaboration diagram of Request for Quote (RFQ)
Collaboration diagram of Customer receives the quote
Collaboration diagram Sales Assistant receives notice
Collaboration diagram when the home is delivered to the customer in one of two ways
3. CONCLUSIONS
✓ Our team has done a full analysis of Custom-Built Kit Homes (CKH) based
on what CKH provides the core business process. Splitting it into different
parts shows more specific detail about what happening in CKH’s
management.
✓ Our team has generated the collaboration diagrams that represent different
parts of core business processes.
✓ For the business process in the sales office, our team found this part of
management lost relevance to the actual operation of the company. The
management of the company should change with the external environment,
but CKH still maintains the standard process management in the old way,
which will lead to process management in a non-effective flow. In addition,
the discrepancies between sectors influence the efficiency, especially
concentrated on cross-departmental and cross-business unit processes. It
results in a number of interface conflicts within the company.
✓ Base on the description and analysis above, our team tends to improve the
core business processes by carrying out systematic hierarchical
management. Focus on enhancing execution and keeping business
management in tune with the changing market environment.
IFN515 Fundamentals of Business Process Management
Assignment 1
Documenting and Improving a Home
Building Process
Assignment 1 Tasks
Your Consulting Team (three members) has been engaged by Custom-Built Kit Homes (CKH)
to produce a business report (up to 25 pages), which will include a comprehensive set of asis process models, detailing CKH’s end-to-end home building process. Your report will be
developed from a process description sourced from various key stakeholders.
For this assignment, you are to complete the following two tasks:
Task 1 [Group/Individual] Produce a business report for CKH management detailing the
current state of their core home building process, which will include a set of
interrelated process models of the end-to-end process. Specifically, your team is to
produce:
• A Level 1 model (i.e. a value chain) of the process.
• Collaboration diagrams, using BPMN 2.0, that show, at several appropriate levels
of abstraction, how each activity/step in the process is currently conducted. Each
model (besides the value-chain) will capture the three main process perspectives
(i.e. the control flow, data and resource perspectives).
o Each team member must produce at least one collaboration diagram set.
• A description of the modelling conventions adopted for the process models, to
assist readers’ understanding.
• A description of all assumptions made when developing the report, together with
justifications for the assumptions made. Include references to any standards
and/or frameworks referred to, if any, during the completion of the report.
The collaboration diagrams produced for this report will later (i.e. in Assignment 2)
form the basis for a performance analysis of the process, from which a set of concrete
improvement & implementation actions can be established.
Task 2 [Individual] Write a personal reflection, that:
• explains your role within the team and what your contributions were to the
assignment and to your team (i.e. what parts of the assignment did you complete,
what parts did you review/provide feedback on)
• describes what you did to ensure that you worked efficiently individually and with
your team to create a cohesive report
• evaluates how efficiently the team worked together to complete the report
• explains each team member’s role in the team, how they worked with each other
and what they contributed to the team.
Due: 11:59pm Friday 16 April 2021 (end of Week 6)
Page 1 of 8
IFN515 Fundamentals of Business Process Management
Assignment 1
Background
Custom-Built Kit Homes (CKH) is a company specialising in the construction of small,
prefabricated homes, site offices and granny flats. They build each structure to order, entirely
on their factory floor, then ship it to its final site for installation. CKH offer 22 different
floorplans, any of which customers are free to modify to meet their specific requirements.
CKH was established in 2005. Since 2015, they have been experiencing massive growth in
sales, but there has also been a growth in negative customer feedback. The biggest pain
points have been found to be:
• There is often an unacceptably long period of time between an initial request for
quote and the delivery of the finished home.
• Customers often experience difficulty in finding out the current status of their build.
• Customers report having to deal with a wide variety of CKH employees during the
process.
• Customers feel that there is a lack of responsibility taken for the building of their
home.
• Costs have been steadily increasing, making CKH less competitive in the market.
CKH management are determined to address these problems and have hired your team to
examine their current core process. They have requested a report to be delivered with a
summary of findings of current work practice and performance, and some preliminary
suggestions for potential improvements, by 16 April 2021.
Interviews with key stakeholders have delivered the following process description.
Process Description
A case starts when a request for quote (RFQ) is received. The RFQ will include the choice of
home, a list of variations (that is, relocating walls, increasing or decreasing room sizes and
dimensions, and so on), and a list of the fixtures and fittings (e.g. sinks and tapware, oven and
cooktop, door handles, benchtops, etc.) chosen by the customer. A customer will complete
and submit an RFQ via a form on the CKH website. A Sales Assistant will occasionally check
the website for submitted RFQs and, if there are any, will print each one (to a PDF) and send
it to the Estimation team for processing. Occasionally, customers will come to the sales office
to have a Sales Assistant help them complete the RFQ. In such cases, the sales assistant uses
the same website form to prepare the RFQ. An additional fee is charged for this service.
An Estimator will receive the RFQ document and begin preparing a quote for the job. A quote
is good for one month from the date it is sent. From the base price of the chosen floorplan,
the Estimator will draw the plan, making adjustments from the base plan for any variations,
and for fittings & fixtures choices. If the structural changes are large, the Estimator will send
the redrawn plan to a structural engineering firm (external to CKH) to check that the plan
meets regulatory requirements. If the plan does not meet requirements, the Estimator will
make the necessary changes to the plan and resubmit it to the structural engineering firm,
Page 2 of 8
IFN515 Fundamentals of Business Process Management
Assignment 1
until such time the regulatory requirements are met. Once the plan and consequent quote
for the job are complete, the Estimator will return the RFQ, the plan and the quote back to
the Sales office. A sales assistant will then photocopy the RFQ, plan and quote, then file the
copies. The sales assistant will then put the original documents, together with other
marketing and informational material, in an envelope for posting to the customer. Once a
day, the outgoing mail is collected by a sales assistant and taken to the local post office for
mailing.
When a customer receives the quote, they will respond in one of four ways:
1. Accept the quote by signing it and returning it to the Sales Office, either via the post
or in person. Accepting a quote also requires the payment of a 30% deposit before
work can proceed (see below for more details).
2. Request a variation to the quote by writing the details of the required variations on
the quote and/or plans, and returning the document(s) to the Sales Office, either via
the post or in person.
3. Reject the quote by ticking a box on the quote and returning it to the Sales Office,
either via the post or in person.
4. Do nothing (also effectively a rejection of the quote).
In the case of (1), a Sales Assistant will photocopy and file the accepted quote. Then, they will
raise a purchase order (PO) detailing the agreed price, work to be done and other formalities,
using information from the quote, and send it to the customer for signature. If the customer
does not return the signed PO within one month, the sales assistant will place a cancellation
note on the customer’s file, and the case completes at this point. Otherwise, when the signed
PO is received from the customer, the Sales Assistant will send it to the Finance Office to await
the payment of the deposit. If payment of the deposit is not received within two weeks of the
PO acceptance date, a Finance Officer will return the PO to the Sales Office, with a nonpayment advice attached. A Sales Assistant will place the non-payment advice on file, and the
case completes at this point. Otherwise, when payment is received from the customer, the
payment is processed by a Finance Officer, who will then produce a receipt in triplicate: one
copy is sent to the customer via mail, one copy is attached to the accepted PO and returned
to the Sales Office, and one copy is placed on file in the Finance Office. On receiving their copy
of the receipt, a Sales Assistant will place it on the customer’s file.
In the case of (2), the Sales Assistant will send the requested changes to the Estimators for
updating. An Estimator will make the necessary changes to the plan quote, consult the
external structural engineering firm if required until approval, then return the updated quote
and plan documents to the Sales Assistant. The Sales Assistant will file copies of the
documents and return the original documents to the customer in the same way as the original
quote. The customer will then proceed in one of the four ways mentioned above. A customer
may request a variation to a quote any number of times.
In the case of (3), a Sales Assistant will place the rejected quote on file. The case completes
at this point.
Page 3 of 8
IFN515 Fundamentals of Business Process Management
Assignment 1
In the case of (4), if nothing is heard back from the customer after a period of one month after
the quote and plan have been sent, a Sales Assistant will place the “cancellation due to
inaction” note on file. The case completes at this point.
When a Sales Assistant receives notice from the Finance Office that a deposit payment has
been processed for a PO (from outcome 1 above), the Sales Assistant will send the plans to
the local building approving authority (e.g. the local council) to check that the planned home
meets all local requirements. There may be several cycles between the Sales Assistant and
the local authority until approval is granted.
Once the plan is approved by the local authority, the manufacturing of the home will begin
with a Sales Assistant sending the plans associated with the PO to a Production Manager. Each
Production Manager is responsible for the entire build of a home from start to finish. A
Production Manager will start by creating a work summary (WS) from the plan. A WS will
contain a number of items that each detail an aspect of the home to be built (e.g. walls,
roofing, plumbing, electrical, etc), and the materials required. From each item in the WS, a
work order (WO) is produced by the Production Manager. In other words, one work summary
produces multiple work orders. The WO is the document that allows employees to keep track
of the manufacturing of a particular aspect of the home requested by a customer.
Before work can begin, a copy of each WO is sent from the Production Manager to a
Procurement Officer, who checks each required material item listed in the WO. Most of the
required materials are maintained in stock in the CKH warehouse, but occasionally some need
to be sourced from one or multiple suppliers. The Procurement Officer determines whether
the required material is available in stock or if it has to be ordered. If material has to be
ordered, the Procurement Officer consults the Suppliers spreadsheet, selects one or more
suitable suppliers for the particular kind of material needed and sends a request for quote to
each of the selected suppliers. After two weeks, the Procurement Officer selects the best
quote out of the quotes received from the suppliers (if other quotes arrive after this time,
they are discarded), and sends a purchase order to the selected supplier (note: this is a
supplier PO, which is different to the customer PO). After some time, the supplier delivers the
requested materials to the CKH warehouse. Once all materials required to fulfill a work order
are available, the Procurement Officer organises for all of the materials listed on the WO to
be delivered to the bay (a marked-out area on the factory floor) designated on the WO, and
then informs the Production Manager that all materials are available by signing and returning
the WO to the Production Manager.
The Production Manager is responsible for scheduling each stage of the build. At the
appropriate time, a WO is sent by the Production Manager to the relevant Line Supervisor,
who is responsible for managing the team that will produce that item. Once the work detailed
in a WO is complete, a notice is sent to the Quality Assurance team to check the work.
Occasionally, a Quality Inspector finds a defect in the product and reports it to the Production
Manager. When this happens, the Production Manager must decide whether: (i) the build
should undergo a minor fix; or (ii) the work should be dismantled and rebuilt. This cycle may
continue until the build finally passes quality control. When the work for a WO is complete
and approved, the Line Supervisor informs the Production Manager that the WO has been
completed by signing and returning the WO to the Production Manager. Once all WOs are
Page 4 of 8
IFN515 Fundamentals of Business Process Management
Assignment 1
complete, the Production Manager will mark the work summary (WS) as finalised. The WS is
then sent to the Sales Office so that the delivery and installation of the home can begin.
Once a Sales Assistant has been notified that the build is complete, they will notify the Finance
Office to invoice the customer for payment of the outstanding amount, less 10% (to be paid
after delivery). Once payment has been received, a Finance Officer will notify the Sales Office
of the payment. A Sales Assistant will then raise a deliver & install work order (note: this is a
different work order to a build work order).
The home is delivered to the customer in one of two ways:
• Full installation: If a full installation has been requested by the customer, the work
order is passed to an Installation Supervisor for processing. In much the same way as
a build work order, the Installation Supervisor is responsible for organising teams of
workers to prepare the site with the necessary foundations and footings, plumbing
and electrical connections, and so on. Once that work is complete, the Installation
Supervisor will notify the Delivery team that the homesite is ready for the home to be
delivered. The home is delivered, then set on the foundations, and all required
plumbing and electrical connections are made. The Installation Supervisor will then
contact the local authority to inspect and approve the installation. If the installation is
not approved, the Installation Supervisor will organise the necessary team(s) to rectify
the issue, then have the local authority reinspect the work. This cycle will continue
until approval is granted.
• Do-it-yourself (DIY) installation: In this case, the customer has decided to take care
of the organising of all on-site installation requirements. The delivery order is sent
directly from a Sales Assistant to the Delivery team. The customer will contact the
Sales Office when the site is ready for the home to be delivered, at which point a Sales
Assistant will notify the Delivery team to deliver the home to the customer’s homesite.
Once the home has been delivered, and installed if requested by the customer, a delivery
receipt is sent to the Sales Office. A Sales Assistant will notify the Finance Office to invoice the
customer for payment of the final outstanding amount. Once the payment has been received,
the Finance Office notifies the Sales Office. A Sales Assistant will then place a copy of the final
receipt on the customer’s file, which marks the case as completing successfully.
Page 5 of 8
IFN515 Fundamentals of Business Process Management
Assignment 1
Submission Requirements




Submit a single PDF file of your report, including all text and models, via the
Assignment 1 link on IFN515 Blackboard space.
Each submission must clearly state which team member completed which section of
the process models.
Each submission must contain a declaration, signed by all group members, stating that
they have viewed the final version of the assignment that is to be submitted and that
it is entirely their original work (see Appendix B for the declaration template).
Each team only needs to submit one report (by only one of the team members).
o Team members may submit their Task 2 reflections individually, rather than by
insertion into the overall assignment submission, if they wish.
Additional Information
§
LATE SUBMISSIONS: According to QUT policies, submissions past the deadline will
NOT be marked, and will thus attract a mark of 0/100. Therefore, you are strongly
advised to submit your report, even if it is a draft only, by the due date.
§
ACADEMIC HONESTY: Any action or practice on your part which would defeat the
purposes of assessment is regarded as academic dishonesty. The penalties for
academic dishonesty are provided in the Student Rules. For more information consult
the Academic Integrity Kit available on the unit Blackboard site, and the QUT Library
resources for avoiding plagiarism.
§
GROUP FORMATION: Each group will comprise 3 students. Group members who work
closely as a team and actively and equally contribute to the assignment work will
receive the same group mark for their assignment. Group members who fail to make
an active and equal contribution to the assignment work will be assessed only on the
part of the assignment work they produce.
Students are recommended to form groups based on their own contacts, and report
group members to the unit coordinator by the end of Week 3. Anyone not in a group
by the end of Week 3 will be randomly allocated to a group.
§
GROUP DISPUTES: Groups must be responsible for resolving their own group disputes.
The teaching team will NOT become involved in these disputes.
§
GETTING FEEDBACK: The teaching team will be available to answer specific questions
about the assignment but cannot pre-mark assignments. The teaching team will NOT
read report drafts and review detailed models prior to the submission of the
assignment. Detailed feedback will be provided in written form, when the marker
returns the marked assignment back to the students.
Page 6 of 8
IFN515 Fundamentals of Business Process Management
Assignment 1
Appendix A: Sample Report Structure
1.
Cover page (1 page)
o Title
o Name and Student ID of each team member
o Signed declaration of original work (see Appendix B)
2.
Executive summary (1 page)
3.
Table of contents (1 page)
4.
Introduction (1–2 pages)
o Purpose of the report
o Project goals
o Structure of the report
5.
Business process modelling (10–15 pages)
o Modelling assumptions (0.5 – 1 page)
§ Describe in a structured manner, any assumptions made relating
to the process or its activities.
o Modelling conventions (0.5 – 1 page)
§ Conventions adopted for the process models, with justifications.
o Process models
§ Value chain
§ Collaboration diagrams laid over different levels of abstraction,
and capturing the three main perspectives (i.e. the ‘as-is’ process).
§ Process models should be presented in a structured and organised
way and, where necessary, accompanied with short explanations.
6.
Conclusion (1 page)
o Summarise the main findings/outcomes of this report, and if possible,
the next steps or future work.
7.
References (1 page)
8.
Appendices
o Task 2 reflection statements
Page 7 of 8
IFN515 Fundamentals of Business Process Management
Assignment 1
Appendix B: Declaration Template
By submitting this assignment, I am/We are aware of the University rule that a student must
not act in a manner which constitutes academic dishonesty as stated and explained in the
QUT Manual of Policies and Procedures. I/We confirm that this work represents my
individual/our team’s effort, I/we have viewed the final version and does not contain
plagiarised material.
Full Name
Student No.
Signature
Page 8 of 8
Move
Hold
Overdo
Unnecessary
Inventory
Defects
Waiting
Over-processing
transportation
Motion
Overproduction
Name
Explanation
Waste Category
Send request to customer
The Sales Assistant will file
Unnecessary
copies of the documents and Transportation(MOVE)
return the original
documents to the customer
Request a variation to the
An Estimator will make the
quote
necessary changes to the
Inventory(HOLD)
plan quote
Incomplete application
send quote to the customer
waiting for additional
for signature.
Waiting(HOLD)
documents
Forward request to the
Sales Assistant will send the Waiting(HOLD)
estimator and engineer
requested changes to the
Estimators for
updating.
Organising teams to prepare The workers team move
the installation
Motion(MOVE)
around to prepare the
equipment for construction
base.
Organise authority reinspect The installation is
the work
not approved, the
Installation Supervisor will
organise the necessary team
to rectify
the issue.
Inventory(HOLD)
Step
Performer
Classification
Send request to customer
Sales Assistant
NVA
Request a variation to the quote
Estimator
NVA
Incomplete application waiting for Sales Assistant
NVA
additional documents
Forward request to the estimator and Sales Assistant
BVA
engineer
Organising teams to prepare the Technician
BVA
installation
Organise authority reinspect the Supervisor
work
BVA
5. Process Analysis (10-15 pages)
o Discuss the evidence, assumptions, justifications, results, reasoning and
interpretations of the results, etc., as required for Task 1.
6. Process Improvement (10-15 pages)
o Discuss the improvement recommendations, impact analysis, feasibility analysis,
etc., as required for Task 2.
o To-Be Process Models (Changes made to the as-is process models to reflect the
improvement recommendations should be highlighted, annotated and explained).
7. Short proposal of Implementation Plan (2-3 pages)
O A consolidated plan of systematic implementation of improvement
recommendations considering long-term vs. short-term and prioritisation based on
impact & feasibility analysis.

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