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New Approaches to Business Process Redesign: A Case Study of Collaborative Group Technology and Service Mapping

Author

Listed:
  • Gail Corbitt

    (California State University)

  • Lauren Wright

    (California State University)

  • Mark Christopolus

    (California State University)

Abstract

Whether it is called reengineering, quality function deployment, quality circles, continuous improvement or total quality management, business process redesign (BPR) is occurring in many organizations. In the broadest sense, BPR includes nearly any kind of systematic effort by companies to realign their business processes so that they are more competitive. Successful business process redesign can lead to dramatic improvements in productivity and quality. But BPR typically requires vast amounts of time and money to implement, since extensive employee input is necessary during the redesign process. Group Decision Support Software (GDSS) provides a viable alternative to the traditional BPR approach. GDSS is defined as “computer-based information systems used to support intelligent, collaborative work.”This technology allows multiple users to meet and discuss topics simultaneously via a computer network, thus increasing employee commitment while decreasing time and cost. This paper describes a business process redesign project that was conducted for a division within a large government agency fall of 1993. The BPR was done using a type of Group Decision Support Software called Group Systems V. A services marketing tool called service mapping was also used to identify customer needs and interfaces. Data were collected throughout the project to measure employee attitudes about the redesign process and the GroupSystems technology. Time to complete tasks was also recorded. The results of the study showed that the business process redesign was accomplished more effectively in a shorter period of time than with traditional BPR methods previously used. Participants also indicated that the service mapping tool provided a perspective that is missing from many BPR approaches: an understanding of the service from the customer's perspective.

Suggested Citation

  • Gail Corbitt & Lauren Wright & Mark Christopolus, 2000. "New Approaches to Business Process Redesign: A Case Study of Collaborative Group Technology and Service Mapping," Group Decision and Negotiation, Springer, vol. 9(2), pages 97-107, March.
    • Handle: RePEc:spr:grdene:v:9:y:2000:i:2:d:10.1023_a:1008750520257
    DOI: 10.1023/A:1008750520257
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    References listed on IDEAS

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    1. Hammer, Michael & Champy, James, 1993. "Reengineering the corporation: A manifesto for business revolution," Business Horizons, Elsevier, vol. 36(5), pages 90-91.
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    Cited by:

    1. Chan, Lai-Kow & Wu, Ming-Lu, 2002. "Quality function deployment: A literature review," European Journal of Operational Research, Elsevier, vol. 143(3), pages 463-497, December.
    2. Robert O. Briggs & John D. Murphy, 2011. "Discovering and Evaluating Collaboration Engineering Opportunities: An Interview Protocol Based on the Value Frequency Model," Group Decision and Negotiation, Springer, vol. 20(3), pages 315-346, May.
    3. Verboom, M. & van Iwaarden, J.D. & van der Wiele, A., 2004. "A transparent role of information systems within business processes: A case study," ERIM Report Series Research in Management ERS-2004-083-ORG, Erasmus Research Institute of Management (ERIM), ERIM is the joint research institute of the Rotterdam School of Management, Erasmus University and the Erasmus School of Economics (ESE) at Erasmus University Rotterdam.

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