## 4 Case Study- Business Process Innovation and Improvement
### Redesigned Business Process Implementation and Monitoring: BOOPM Steps 5 & 6
\begin{table}
\begin{tabular}{c c c c} \hline \hline
**Process** & **Redesigned Process** & **Process Changes** & **Justification** \\ \hline \hline High waiting time and delay in processing common incidents/client requests & Customer submits the job. is guided to choose from the list of problem types and is given online tutorials (video) to troubleschoot and fix common problems immediately & Removal of NVA. Customers submit the job via a portal that connects to the job tracking system. Only unresolved problems are automatically allocated priority based on job type and forwarded to the Help-Desk staff & Proposed changes will not require Level-1 staff and the help desk will have only Level-2 staff to investigate the incident and allocate a contract if necessary. The waiting time will be reduced, and process efficiency will be improved \\ \hline Error-prone manual tasks & Emails are not sent by staff, but the system generates messages automatically & The job tracking system automatically notifies all stakeholders of the job status & When the technician has fixed the job, the system prompts the customer to close it and all party agrees saving any ambiguity/error \\ \hline Manual tasks lead to poor communication of job status & If a contractor allocation changes, the system can send reminders and update status & Staff can be notified if technicians are delayed or there is a change of allocation & Staff need not waste time in following up operations as the system can list pending jobs and all queries can be processed by the system \\ \hline \hline \end{tabular}
\end{table} 
Table 3: Redesigned System Register (BOOPM Step 5 key artefact). due to a saving of $80 in staff pay per hour, the organisation saves $120,000 ($80 \(\times\) 8 hours \(\times\) 5 days \(\times\) 50 weeks) per year, assuming 50 working weeks per year and 8 hours per day with 5-day working weeks. The savings mentioned is based on various data including processing time, waiting time for each activity, event and task that were provided by a real-life petrol service station company for the purpose of illustration. The closer the data values are to the actual observed data from real-life, the more accurate will be the calculated savings. Since the steps in our proposed BOOPM framework are generalised, the model can be adapted to different real-life situations. In particular, it would help the management in decision making by adopting scenario analysis with best-case, average-case and worst-case data values. Apart from increasing the products and services, petrol stations are envisaged to run on an unmanned basis 24/7. They are required to comply with health and safety requirements ensuring safety and support of all its stakeholders. Their processes need to be efficiently and continually redesigned to achieve operational success in this digital world with strong competition. Lack of process efficiency and innovation can result in business failure. Our BOOPM framework has provided a methodological and practical approach to modeling their help-desk business process and for effectively addressing the bottlenecks and issues for achieving process efficiency. Since major re-engineering of business processes may lead to organisational instability and failure, by adopting our BOOPM system lifecycle, that promotes an iterative PDCA continuous improvement methodology, organisations would benefit in their BPI initiatives from having a significantly efficient measurable business performance.