Process modularization and process mapping supporting perceived proximity A case study focusing on the complex process of producing CGI-content

Abstract

A company creates value through its processes; companies that do not manage and improve their processes risk being out-competed by those who do. Process management aims to improve processes’ efficiency by standardization, however, complex processes might demand both efficiency and flexibility. This thesis investigates how to improve efficiency and flexibility of a complex, multi-actor, inter-organizational process through process mapping and modularity in a way enhancing perceived proximity. Consequently, a case study at a multinational manufacturing company was performed where the process of producing CGIs (Computer Generated Images) for information and marketing purposes was investigated. A total of 20 unstructured and semi structured interviews were conducted, as well as two focus groups. The respondents originated from different departments and organizations involved in the process. In addition, one benchmarking interview was held. Our analysis shows that the challenges of the CGI-process are a lack of structure, non-defined responsibility, high product complexity, and non-optimal perceived proximity. Moreover, parts of the process are shown to be suitable for modularization, but not all. Furthermore, the analysis suggests that a modular, cross-functional process map can serve as a shared mental model between the actors to facilitate quality communication and increase perceived proximity. Furthermore, process map provides structure and defines responsibilities through mapping the activities and roles/actors. Last, it copes with the high product complexity through adding three modules.