1 - 2 Business Process and Solution Business

[General procedure of business improvement]

Step 1	Confirmation of improvement objectives	Clarify the objectives of the improvement.
Step 2	Identification of problems	Identify the business problems according to the objectives.
Step 3	Setting of improvement goal	Set the improvement level (i.e., goal) of problems.
Step 4	Creation of improvement proposals	Create the proposals for problem resolution.
Step 5	Evaluation of improvement proposals	Evaluate improvement proposals, and decide on their pros and cons.
Step 6	Implementation and confirmation of effects	Implement improvement proposals, and make a measurement of effects.

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In the “Identification of problems,” the methods that are explained in Chapter 1 are used to analyze business operations. In “Creation of improvement proposals,” consideration focuses on streamlining by using computers for business operations. However, this does not mean that computers must be used. This allows the implementation order of an operation to be changed and the discovery of activities that can be performed in parallel to improve efficiency. In “Evaluation of improvement proposals,” and “Implementation and confirmation of effects,” as many quantitative evaluation items as possible are used. Generally, the evaluation items that are used are person-hours/work time, workload per unit of time, cost, and so on. For qualitative evaluation items, evaluation is performed with digitization (i.e., quantification) using overall rating (i.e., scoring model) or such other method. · 1 question

[PDCA cycle of BPM]

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The original PDCA cycle of BPM connects (1) Analysis of current business operations to (2) [Act] Problem discovery and business operations improvement, (3) [Plan] Design of new business operations model, (4) [Do] Implementation of new business model, and (5) [Check] Monitoring and evaluation. The cycle returns from monitoring and evaluation to problem discovery and improvement.

(1) Analysis of current business operations The current business operations are analyzed (analysis of business operations) and modeled.

(2) Problem discovery and business operations improvement [Act] The modeled current business operations are reviewed and improved (business improvement).

(3) Design of new business operations model [Plan] On the basis of the improved business operations, a new business operations model is designed (business operations design).

(4) Implementation of new business operations model [Do] The new business operations model is implemented.

(5) Monitoring and evaluation [Check] The new business operations model is monitored and evaluated. (If there are any problems, improvement is carried out again from (2).)

• • BPO (Business Process Outsourcing)
  This is a form of business in which the internal business processes themselves are outsourced to an external vendor along with information system operations management. For example, the business operations of a call center, which handle inquires about the products of a manufacturer, are comprehensively outsourced to a · 1 question

vendor. Because of the recent expansion in the use of IT, the number of companies that outsource business processes, such as corporate accounting processes and Internet sales, along with information systems is also increasing. Offshore outsourcing is also used to subcontract business processes to overseas companies where the cost of living and labor costs are low.

• • Workflow system
  This is a system that automates routine processes. It includes systems that follow a determined procedure to transmit digital application forms and notifications, and approve them. Recently, products that enhance sales support efficiency have been launched by combining an SFA system (i.e., sales support system) and a workflow system.