Lean Principles In Case Management

Lean principles in Case Management

Master thesis / Information Science

Bjorn Visser

October 07, 2009

Agenda

1. Introduction

2. Method

3. Conclusion

1. Introduction: Research question

How could BPM Case Management principles be applied to support

knowledge workers in the Lean Office, and how can BPM Case

Management solution be improved by leveraging Lean principles?

1. Introduction: First positioning

People

ProcessTechnology

BPM

Lean

1. Introduction: Basic framework

c) Way of working

b) Way of modellinge) Way o

f learnin

g

d) W

ay of co

ntro

lling

a) Way of thinking

f) Way of supporting

Way of describing

Way of conceiving

Seligmann et al, 1989

Agenda

1. Introduction

2. Method

3. Conclusion

Agenda

1. Introduction

2. Method

A. Lean Office principles

B. BPM Case Management principles

C. Synergy / Support

D. Improve

3. Conclusion

2. Method: Lean Manufacturing

• Craft production

• Mass production

• Lean production:

• Elimination of waste

• Maximize flow

Craft Lean

MassCu

sto

mis

atio

n

Volume

2. Method: Lean Office 1/4

• Lean Office:

• Work can be done simultaneously

• Activity times are relatively variable and complex to manage

2. Method: Lean Office 2/4

Patton & Donnellan, 2008

2. Method: Lean Office 3/4

2. Method: Lean Office 4/4

b) Way of working

c) Way of modelling

e) Way of learning

d) Way of controlling

a) Way of thinking

f) Way of supporting

Way of describing

Way of conceiving

1

1

1

2

2

3 4

6 7 9 10

5 6 8 9 10 11 15 17

4

11 15 18

8 12 13

16 17 18

11 13 14

16 18

Agenda

1. Introduction

2. Method

A. Lean Office principles

B. BPM Case Management principles

C. Synergy / Support

D. Improve

3. Conclusion

2. Method: Business Process Management (BPM)

• Total Quality Management (TQM)

• Business Process Re-engineering (BPR)

• Business Process Management (BPM)

• Continuity and flexibility

2. Method: BPM Case Management 1/4

• Unpredictable path

• Knowledge intensive

• Collaborative

2. Method: BPM Case Management 2/4

2. Method: BPM Case Management 3/4

2. Method: BPM Case Management 4/4

b) Way of working

c) Way of modelling

e) Way of learning

d) Way of controlling

a) Way of thinking

f) Way of supporting

Way of describing

Way of conceiving

F

F

A

I M N

C D

J

E F G

E F G

H J K

E F N

A B

J

F

F

L M

J K LH I M

Agenda

1. Introduction

2. Method

A. Lean Office principles

B. BPM Case Management principles

C. Synergy / Support

D. Improve

3. Conclusion

2. Method: Synergy 1/2

b) Way of working

c) Way of modelling

e) Way of learning

d) Way of controlling

a) Way of thinking

f) Way of supporting

Way of describing

Way of conceiving

1

1

1

2

2

3 4

6 7 9 10

5 6 8 9 10 11 15 17

4

11 15 18

8 12 13

16 17 18

11 13 14

16 18

F

F

A

I M

N

C D

J

E F G

E F G

H J K

E

F N

A B

J

F

FL M

J K LH I M

2. Method: Synergy 2/2

Thinking

Describing

Conceiving

Working

Controlling

Learning

Supporting

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

Lean Office

BPM Case Man-agement

Thinking

Describing

Conceiving

WorkingControlling

Learning

Supporting

0%

20%

40%

Lean Office

BPM Case Man-agement

2. Method: Synergy clusters

2. Method: Synergy cluster selection

IV Optimized Flow & Pull

Systems

2. Method: Synergy of Optimized Flow & Pull systems

• Business benefits:

Reduce lead-time

Increase capacity

Established by

Workload balancing• Produce faster by reducing work in progress time.

• Producing more with the same workforce.

• Producing the same and free up resource capacity to let knowledge workers

participate in other processes, such as continuous improvement projects.

Waste elimination• Eliminating problems (bottlenecks) faster by making them visible.

• Twelve best practices

2. Method: Case study (Calamity)

• Calamity:

• Permanent staff: 200 employees

• Summer months ultra busy

• World-wide coverage

• Assistance and service around the clock

• Twelve best practices

• Five best practices covered by Calamity.

• Case information should be stored in the case itself

• Production should be triggered by downstream

• One best practice to improve Calamity with current solution

• The case flow should be continuously monitored.

• Six best practices in which ways Cordys can improve its product

• The customer demand should be leveled to protect a balanced flow.

• Lean designer should be supported by an online interactive

simulation capability

Agenda

1. Introduction

2. Method

A. Lean Office principles

B. BPM Case Management principles

C. Synergy / Support

D. Improve

3. Conclusion

2. Method: Best practice

• Lean designer should be supported by an online interactive simulation

capability

De Man, 2009

2. Method: Best practice

Agenda

1. Introduction

2. Method

A. Lean Office principles

B. BPM Case Management principles

C. Synergy / Support

D. Improve

3. Conclusion

3. Conclusion

• Research question:

How could BPM Case Management principles be applied to support

knowledge workers in the Lean Office, and how can BPM Case

Management solution be improved by leveraging Lean principles?

• Further research

• Investigating of other clusters

• Business Process Lean Management (BPLM)

Thanks

Questions