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Business Process Modeling in hospital

Research Proposal · February 2023

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 RESEARCH PROPOSAL

Business Process Modeling in hospital

Velibor Božić
General hospital Koprivnica
veliborbozic@gmail.com

Introduction

Business Process Modelling (BPM) is the graphical representation of an

organization's business processes and workflow. It is used to document, analyze, and
optimize the organization's processes. BPM is performed using various methodologies and
tools, such as flowcharts, UML diagrams, BPMN (Business Process Model and Notation), and
BPEL (Business Process Execution Language). The goal of BPM is to improve efficiency,
reduce costs, and increase the overall performance of the organization.

Modelling business processes in a hospital is a crucial aspect of hospital

management, as it helps to ensure that the hospital runs smoothly and efficiently. The
process of modelling a hospital's business processes involves the following steps:
Identifying the processes: The first step is to identify all the processes that take place within
the hospital, including patient admission and discharge, ordering and administering
medication, conducting diagnostic tests, and billing and payment.
Mapping the processes: The next step is to create a visual representation of each process,
using flow charts, diagrams or process maps. This helps to understand the relationships
between different processes and identify any potential bottlenecks or inefficiencies.
Analyzing the processes: After the processes have been mapped, the next step is to analyze
them to identify any areas that can be improved. This may involve looking at the time it
takes to complete each process, the number of staff involved, and the cost of each process.
Improving the processes: Based on the analysis, improvements can be made to the processes
to make them more efficient, effective and cost-effective. This may involve streamlining the
process, automating certain tasks, or outsourcing certain processes.
Monitoring and evaluating the processes: Once the processes have been improved, it is
important to monitor them regularly to ensure that they continue to run smoothly. This may
involve collecting data on the performance of each process and using that data to evaluate
the effectiveness of the improvements.
By modelling business processes in a hospital, healthcare organizations can improve
the quality of care they provide to patients, reduce costs, and increase overall efficiency.
 RESEARCH PROPOSAL

Methodologies and tools for modelling business processes in the hospital

There are several methodologies and tools that can be used to model business
processes in a hospital, including:

Business Process Model and Notation (BPMN): BPMN is a widely used methodology for
modelling business processes. It provides a graphical representation of processes that can be
understood by both technical and non-technical stakeholders. BPMN is also an industry
standard, which makes it easier to share process models between different organizations.
Workflow Management Systems (WfMS): A WfMS is a tool that supports the modeling,
execution, and monitoring of business processes. It provides a visual interface for modeling
processes, and can automate the execution of processes, reducing the need for manual
intervention.
Business Process Management Suites (BPMS): A BPMS is a more comprehensive tool that
includes both a WfMS and other tools for process modelling and management, such as
process simulation and analysis. BPMS are often used in larger organizations, where there is
a need for a more robust process management solution.
Flowcharting Tools: Flowcharting tools provide a simple way to create visual representations
of processes. They can be used to create diagrams that show the steps in a process, the
decisions that need to be made, and the flow of information between different parts of the
process.
Six Sigma: Six Sigma is a methodology that is used to improve the quality of processes. It
involves the use of data and statistical analysis to identify areas of improvement, and then
using that information to make improvements to the process. Six Sigma can be used in a
hospital to improve the efficiency and effectiveness of processes such as patient admission
and discharge, ordering and administering medication, and billing and payment.
UML, or Unified Modeling Language, is a modeling language that is used to describe and
visualize the structure and behavior of software systems. It provides a standardized set of
symbols and notations that can be used to represent the various elements of a software
system, such as classes, objects, and relationships between objects.
In addition to software systems, UML can also be used to model business processes
in a hospital. UML provides a number of different diagrams that can be used to represent
different aspects of a business process, such as activity diagrams, which show the flow of
activities within a process, and state machine diagrams, which show the different states that
a process can be in and the events that cause transitions between those states.
By using UML to model business processes in a hospital, organizations can gain a
better understanding of the structure and behavior of their processes, which can help to
identify areas for improvement and make changes that will increase efficiency and
effectiveness. UML also provides a standardized way to represent processes, which makes it
easier to share process models between different stakeholders and organizations.
 RESEARCH PROPOSAL

BPEL, or Business Process Execution Language, is a standard for describing and executing
business processes in a standardized, automated manner. It provides a way to model
business processes as a series of steps, or activities, that are executed in a specific order to
achieve a desired outcome. BPEL can be used to represent both simple and complex
business processes, and it is designed to be platform-independent, making it easier to
integrate with other systems and technologies.
BPEL provides a number of benefits for modeling business processes in a hospital. For
example, BPEL can help to automate the execution of business processes, reducing the need
for manual intervention. This can lead to increased efficiency and improved accuracy, as well
as cost savings by reducing the number of staff needed to support the process. BPEL also
provides a standardized way to represent processes, which makes it easier to share process
models between different stakeholders and organizations.
In addition to these benefits, BPEL also provides support for advanced features such
as process monitoring, exception handling, and compensation, which can help to ensure that
processes are executed in a consistent and controlled manner. By using BPEL to model
business processes in a hospital, organizations can gain a better understanding of the
structure and behaviour of their processes, and make changes that will increase efficiency
and effectiveness.

By using these methodologies and tools, hospitals can model their business processes
in a way that is consistent, efficient, and effective. This can help to improve the quality of
care that is provided to patients and reduce costs, while at the same time increasing overall
efficiency.

The goal of modelling business processes in the hospital

The goal of modelling business processes in a hospital is to improve the overall

efficiency and effectiveness of healthcare delivery by optimizing and standardizing clinical
and administrative processes. This can be achieved by:
Improving patient outcomes: Modelling business processes helps to identify bottlenecks and
inefficiencies that can negatively impact patient care and outcomes. By streamlining these
processes, patient care can be improved.
Enhancing operational efficiency: Modelling business processes can help to identify
opportunities for process optimization and automation, leading to improved operational
efficiency and reduced costs.
Enhancing collaboration and communication: Modelling business processes can help to
foster greater collaboration and communication between clinical and administrative teams,
improving the overall coordination of care and reducing the risk of medical errors.
 RESEARCH PROPOSAL

Improving compliance with regulations: Modelling business processes can help ensure that
the hospital is adhering to all relevant regulations and standards, reducing the risk of legal
and financial consequences.
Improving data quality and management: By modelling business processes, the hospital can
gain a better understanding of how data is collected, stored, and used, leading to improved
data quality and management.

Who is responsible for modelling business processes?

The responsibility for modelling business processes can vary depending on the size
and structure of the organization. In general, the following individuals or teams may be
involved in BPM:
1. Business analysts: These individuals are responsible for gathering information on the
existing processes, identifying areas for improvement, and creating the process
models.
2. Process owners: These individuals are responsible for the day-to-day operations of
the processes being modelled and can provide valuable insight into how the
processes work in practice.
3. IT departments: IT departments can play a role in BPM by providing technical support
and expertise in areas such as process automation and data management.
4. Executive leadership: Executive leadership is responsible for setting the overall
strategy and goals for the organization and can provide the support and resources
necessary for successful BPM initiatives.
In large organizations, BPM may be the responsibility of a dedicated team of professionals
with expertise in process improvement, business analysis, and project management.
Regardless of who is responsible, effective BPM requires collaboration and input from all
relevant stakeholders.

Recommended method for modelling business processes in a hospital

There is no one "recommended" method for modelling business processes in a

hospital as the best approach will depend on the specific needs and objectives of the
organization. However, a commonly used method in healthcare is the BPMN (Business
Process Model and Notation) method. BPMN is a graphical notation for representing
business processes that is easy to understand, making it well-suited for communication and
collaboration between stakeholders. For modelling business processes in the hospital, I
recommend using the BPMN (Business Process Model and Notation) method. This standard
provides a clear and reviewed language and notation for modelling business processes,
which enables easy understanding of the process by all participants.
 RESEARCH PROPOSAL

BPMN also supports visual modelling of different types of processes, including business
processes, workflows, and events, which provides a clear picture of the process as a whole.
This method also enables easy identification of problems and deficiencies in processes and
enables easy modelling of any necessary changes.
In short, BPMN is one of the best methods for modelling business processes in a hospital
because of its clear notation and ability to visually model different types of processes, which
allows for easy understanding and identification of needed improvements.
Some of the benefits of using BPMN for modelling business processes in a hospital
include:
Standardization: BPMN provides a standardized, industry-recognized notation that can help
to improve communication and collaboration between teams and departments.
Ease of use: BPMN is designed to be easily understood by both technical and non-technical
stakeholders, making it well-suited for modelling business processes in healthcare where a
wide range of individuals are involved in the delivery of care.
Integration with process automation: BPMN models can be easily integrated with process
automation tools, making it possible to automate complex workflows and reduce the risk of
errors.
Improved process understanding: By visualizing business processes using BPMN, hospitals
can gain a better understanding of how workflows and operations are currently being
executed and identify areas for improvement.

Advantages and disadvantages of modelling business processes in hospital

The advantages of modelling business processes in the hospital are:

Better understanding of processes: Modelling business processes helps better understanding

of those processes by all participants, including employees, patients and administrative
people.
Improved efficiency: Modelling business processes enables identification of problems and
deficiencies in processes, which enables planning and implementation of improvements to
increase efficiency.
Cost reduction: Optimizing business processes can reduce the time and resources needed to
execute them, resulting in cost reduction.
Increased security: Modelling of business processes enables the identification of risks and
potential security problems, which enables the planning and implementation of measures to
increase security.
 RESEARCH PROPOSAL

Disadvantages of hospital business process modelling include:

High costs: The modelling process itself can be very expensive, involving costs of time,
resources and money.
Complexity: Modeling business processes can be very complex and require professional
knowledge and experience.
Lack of flexibility: If business processes are modelled with too strict rules, a lack of flexibility
may appear that makes it difficult to adapt to changes in the environment.
Lack of employee participation: If employees are not involved in the modelling process, there
may be a lack of buy-in and cooperation when implementing changes in business processes.

In short, hospital business process modelling has both advantages and disadvantages,
so it is important to properly balance these factors in order to achieve the desired results.

Risks of modelling hospital business processes in hospital

Risks of modelling hospital business processes include:

Lack of employee participation: If employees are not involved in the modeling process, this
can result in a lack of buy-in and participation when implementing changes.
Lack of flexibility: Too strict business process modelling rules can threaten the organization's
flexibility and ability to adapt to changes in the environment.
Lack of trust: Lack of communication and participation can result in a lack of trust between
employees and patients, which can make it difficult to implement change.
Errors in modelling: Improper modelling of business processes can result in errors and
deficiencies in processes that could have negative consequences for the organization.
High costs: The modelling process itself can be very expensive, involving costs of time,
resources and money.
Complexity of the process: The modelling process itself can be very complex and require
professional knowledge and experience.
Therefore, it is important to identify and manage these risks in order to ensure the
successful modelling of business processes in the hospital and achieve the desired results.

Mitigating risks to acceptable level

The following steps can help reduce risks to an acceptable level when modeling
hospital business processes:
Involvement of employees: Employees are directly involved in the work of the hospital, so it
is important to include them in the modeling process and allow them to share their
knowledge and experiences.
 RESEARCH PROPOSAL

Flexibility: Flexibility is the key to the success of business process modeling. Modeling of
business processes must be designed in such a way as to enable adaptation to changes in the
environment.
Quality communication: Quality communication between all participants in the modeling
process can help create trust and ensure successful implementation of changes.
Verifications and testing: The modelling process should include detailed verifications and
testing to ensure that processes are accurately modelled and will function as expected.
Resource management: Resource management is key to reducing costs and ensuring that
resources are used efficiently.
Professional knowledge and experience: It is important to ensure that the modelling process
is carried out by an expert with sufficient knowledge and experience in the field.
Monitoring and measurement: Monitoring and measuring the results of business process
modelling enables identifying and managing any risks at an early stage.
All the above steps can help reduce risks and ensure successful modelling of business
processes in the hospital.

Conclusion and next steps

Conclusion: Modelling of business processes is a useful process in order to improve

the quality and efficiency of work in the hospital. This helps in identifying and eliminating
inefficient processes, reducing costs and increasing patient satisfaction.
Next steps: After the modelling of business processes in the hospital is completed, it
is necessary to monitor and monitor the implemented changes to ensure that they are
productive and that the processes are regularly adapted to changes in the environment. It is
also necessary to ensure that all employees are involved in the process and understand their
role in it. After implementing changes, it is important to review processes regularly to ensure
that they are always working at their best.

Recent literature on business process modelling in the hospital

Recent literature on hospital business process modeling focuses on the use of

technology, such as computer systems and business process management tools, to
automate and improve hospital business processes. In addition, ways to integrate hospital
business processes with other functions and processes within the organization are also being
explored to ensure effective and efficient collaboration.
Recent literature also highlights the importance of aligning business processes with
the organization's goals and strategies, to ensure that they are directed toward achieving the
organization's goals. In addition, the use of methods to monitor and measure the
performance of business processes to ensure that they are efficient and productive is also
explored.
 RESEARCH PROPOSAL

Sources for recent literature on hospital business process modelling include

professional journals, conferences, papers, and books in the fields of business management,
information technology, and healthcare.

Hospital business process modelling resources include:

Professional journals:
 Healthcare Management Review
 Health Information Management Journal
 Journal of Healthcare Information Management
 Journal of Medical Systems
Conferences:
 Healthcare Information and Management Systems Society (HIMSS)
 International Conference on Health Informatics (ICHI)
 European Health Informatics Conference (EHIC)
 American Medical Informatics Association (AMIA) Annual Symposium
Papers and books in the field of business management, information technology and
healthcare:
 "Business Process Management in Healthcare: A Guide to Improving Efficiency and
Quality" by Bernd-Thomas Moller
 "Health Information Systems: Design, Implementation, and Management" by Louis
W. Pryer
 "Business Process Reengineering in Healthcare" by Suzan L. Jackson

"Handbook of Research on Healthcare Information Management and Governance"
edited by L. Kaczmarek
Web pages:
 Healthcare Information and Management Systems Society (HIMSS)
 Institute for Healthcare Improvement (IHI)
 Healthcare Financial Management Association (HFMA)
 National Institute of Standards and Technology (NIST) Health Information Technology
standards

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