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Engineering of Process-Centric Application Systems
Published in Vivek Kale, Enterprise Process Management Systems, 2018
Business Process Model and Notation (BPMN 2.0) can not only capture business requirements but can also provide the backbone of the actual solution implementation. The same diagram prepared by the business analyst to describe the business’s desired “to-be” process can be used to automate the execution of that process on a modern process engine. This is achieved via a new process-centric architecture that preserves simplicity and stability in the business-oriented enterprise process description layer while maximizing flexibility and agility in the underlying service contract implementation layer and vice-a-versa. This is achieved through this service contract implementation layer being interposed between the process-centric application and the system landscape. The process-centric application layer never interacts directly with the underlying system landscape; instead, it always goes through the service contract implementation layer. On the other hand, the process-centric application is also unaffected by changes in the underlying system landscape—what changes is only the logic of the service contract implementation layer. Thus, BPMN is used for both the process-centric application layer and the service contract implementation layer; in particular, to achieve these objectives, the latter is broken out into a stateful integration process and a stateless messaging process.
A BPMN-VSM based process analysis to improve the efficiency of multidisciplinary outpatient clinics
Published in Production Planning & Control, 2022
Najla Omrane Aissaoui, Hana Ben Mbarek, Safa Bhar Layeb, Atidel B. Hadj-Alouane
In summary, the main contributions of this research are:A BPMN-VSM based process analysis to handle MDOC complexity. It embraces a step-by-step methodology to (i) model the PCDP, in a systematic way, and identify the Critical Patient Pathway (CPP) for further quantitative analysis(‘Define’ phase), (ii) build and assess the current state (‘Measure’ phase), (iii) identify the bottlenecks as well as the root causes of increased lead-times and homecomings (‘Analyse’ phase), and (iv) propose the future state and management guidelines (‘Improve’ phase).An enriched Business Process Model and Notation (BPMN) model that not only describes providers stakeholders, activities’ logic and dependence as well as their input and output variables, but also provides expectations and key performance indicators.A tailored Value Stream Mapping (VSM) model to easily detect non-value-added activities and major wastes in the current process. This new proposed VSM incorporates patient, information and material flows, while emphasising face-to-face contact between patients and clinic staff.