Best practices in business process redesign: an overview and ...
Best practices in business process redesign: an overview and ...
Best practices in business process redesign: an overview and ...
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Flexible<br />
assignment<br />
↘ Queue<br />
time,<br />
↗ quality,<br />
↘ exibility<br />
Centralization ↗ Flexibility,<br />
↘ time,<br />
↗ cost.<br />
Split responsibilities<br />
Customer<br />
teams<br />
Numerical<br />
<strong>in</strong>volvement<br />
Case<br />
m<strong>an</strong>ager<br />
↗ Time,<br />
↗ quality,<br />
↘ exibility<br />
↘ Cost,<br />
↘ time,<br />
↘ exibility,<br />
↘ quality<br />
↗ Time,<br />
↘ cost,<br />
↘ quality<br />
↗ Quality<br />
<strong>an</strong>d customer<br />
satisfaction,<br />
↗ cost<br />
V<strong>an</strong> der Aalst<br />
<strong>an</strong>d V<strong>an</strong> Hee<br />
[41]<br />
Unknown V<strong>an</strong> der Aalst<br />
<strong>an</strong>d V<strong>an</strong> Hee<br />
[38]<br />
Unknown Rupp <strong>an</strong>d<br />
Russell [39]<br />
Berg <strong>an</strong>d<br />
Pottjewijd [38]<br />
Peppard <strong>an</strong>d<br />
Rowl<strong>an</strong>d [32]<br />
Hammer <strong>an</strong>d<br />
Champy [6]<br />
Berg <strong>an</strong>d<br />
Pottjewijd [38]<br />
Unknown Hammer <strong>an</strong>d<br />
Champy [6]<br />
Rupp <strong>an</strong>d<br />
Russell [39]<br />
Berg <strong>an</strong>d<br />
Pottjewijd [38]<br />
Unknown Hammer <strong>an</strong>d<br />
Champy [6]<br />
Guidel<strong>in</strong>e None None<br />
Guidel<strong>in</strong>e Work ow<br />
m<strong>an</strong>agement<br />
systems<br />
None<br />
Guidel<strong>in</strong>e None None<br />
Guidel<strong>in</strong>e None None<br />
Guidel<strong>in</strong>e None Microsoft (10 000 employees) still works <strong>in</strong> teams<br />
of no more th<strong>an</strong> 200 people despite <strong>in</strong>formation<br />
ow<strong>in</strong>g problems<br />
Guidel<strong>in</strong>e None Hallmark, <strong>in</strong>tegrated teams for the development of<br />
a new l<strong>in</strong>e of cards<br />
Guidel<strong>in</strong>e None None<br />
Imag<strong>in</strong>e what<br />
happens if<br />
only one person<br />
makes<br />
the job <strong>an</strong>d<br />
add additional<br />
resources if<br />
appears necessary<br />
V<strong>an</strong> der Aalst<br />
<strong>an</strong>d V<strong>an</strong> Hee<br />
[41]<br />
Buzacott [36] Provides conditions<br />
for<br />
which the role<br />
of the case<br />
m<strong>an</strong>ager<br />
justi ed<br />
is<br />
None Who is needed for the h<strong>an</strong>dl<strong>in</strong>g of <strong>an</strong> <strong>in</strong>sur<strong>an</strong>ce<br />
claim?<br />
Guidel<strong>in</strong>e None None<br />
Guidel<strong>in</strong>e None None<br />
Guidel<strong>in</strong>e None Duke Power Comp<strong>an</strong>y (public utility) where case<br />
m<strong>an</strong>agers present customers with the useful ction<br />
of <strong>an</strong> <strong>in</strong>tegrated customer service <strong>process</strong><br />
Guidel<strong>in</strong>e None None<br />
Queu<strong>in</strong>g<br />
models<br />
None<br />
H.A. Reijers, S. Lim<strong>an</strong> M<strong>an</strong>sar / Omega 33 (2005) 283 – 306 289
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