Consider the university admission process described in Exercise 1.1 (p. 4) and the corresponding issues documented in Exercise 6.4 (p. 201)

a) Apply the redesign heuristics in order to address the issues documented in Exer- cise 6.4

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Exercise 1.1 Consider the following process for the admission of graduate student at a university. 1.2 Ingredients of a Business Process In order to apply for admission, students first fill in an online form. Online applications are recorded in an information system to which all staff members involved in the admissions process have access to. After a student has submitted the online form, a PDF document is generated and the student is requested to download it, sign it, and send it by post together with the required documents, which include: . Certified copies of previous degree and academic transcripts. . Results of English language test. . Curriculum vitae. When these documents are received by the admissions office, an officer checks the com- pleteness of the documents. If any document is missing, an e-mail is sent to the student. The student has to send the missing documents by post. Assuming the application is complete, the admissions office sends the certified copies of the degrees to an academic recognition agency, which checks the degrees and gives an assessment of their validity and equivalence in terms of local education standards. This agency requires that all documents be sent to it by post, and all documents must be certified copies of the originals. The agency sends back its assessment to the university by post as well. Assuming the degree verification is successful, the English language test results are then checked online by an officer at the admissions office. If the validity of the English language test results cannot be verified, the application is rejected (such notifications of rejection are sent by e-mail). Once all documents of a given student have been validated, the admission office forwards these documents by internal mail to the corresponding academic committee responsible for deciding whether to offer admission or not. The committee makes its decision based on the academic transcripts and the CV. The committee meets once every 2 to 3 weeks and examines all applications that are ready for academic assessment at the time of the meeting. At the end of the committee meeting, the chair of the committee notifies the admissions office of the selection outcomes. This notification includes a list of admitted and rejected candidates. A few days later, the admission office notifies the outcome to each candidate via e-mail. Additionally, successful candidates are sent a confirmation letter by post.Example 6.4 We consider again the equipment rental process described in Exam- ple 1.1 (p. 2) and the issues described above in Examples 6.2 and 6.3. The issue register given in Table 6.2 provides a more detailed analysis of these issues and their impact.1 Question Issue or factor? An issue register is likely to contain a mixture of issues that have a direct impact on business performance, and others that are essentially causal or contributing fac- tors of other issues that then impact on business performance. In other words, the issue register contains both issues and factors. For example, in the issue register of the equipment rental process, one could nd the following entries: 0 Clerk misunderstood the site engineer's requirements for an equipment. 1In this issue register we do not use multiple columns. This is a pragmatic choice to better t the issue register within the width of the page. 200 6 Qualitative Process Analysis Table 6.2 Issue register of equipment rental process Issue 1: Equipment kept longer than needed Priority: 1 Description: Site engineers keep the equipment longer than needed by means of deadline extensions Assumptions: BuildIT rents 3000 pieces of equipment per year. In 10 % of cases, site engineers keep the equipment two days longer than needed to avoid disruptions due to delays in equipment rentals. On average, rented equipment costs 100 per day Qualitative impact: Not applicable Quantitative impact: 0.1 x 3000 x 2 x 100 = 60,000 in additional rental expenses per year Issue 2: Rejected equipment Priority: 2 Description: Site engineers sometimes reject the delivered equipment due to non-conformance to their specications Assumptions: BuildIT rents 3000 pieces of equipment per year. Each time an equipment is rejected due to a mistake on BuildIT's side, BuildIT is billed the cost of one day of rental, that is 100. 5 % of them are rejected due to an internal mistake within Buille (as opposed to a supplier mistake) Qualitative impact: These events disrupt the construction schedules and create frustration and internal conicts Quantitative impact: 3000 X 0.05 X 100 = 15,000 per year Issue 3: Late payment fees Priority: 3 Description: BuildIT pays late payment fees because invoices are not paid by the due date Assumptions: Buille rents 3000 pieces of equipment per year. Each equipment is rented on average for 4 days at a rate of 100 per day. Each rental leads to one invoice. About 10 % of invoices are paid late. On average, the penalty for late payment is 2 % of the amount of the invoice Qualitative impact: Suppliers are annoyed and later unwilling to negotiate more favorable terms for equipment rental Quantitative impact: 0.1 X 3000 X 4 X 100 X 0.02 = 2400 per year c Clerk did not select the correct equipment from the supplier's catalog due to inat- tention. o Clerk indicated an incorrect delivery date in the PO and the supplier used this wrong date. 0 Supplier did not deliver the exact equipment that had been ordered. 0 Delivered equipment is faulty or is not ready-foruse. o Supplier delivered the equipment to the wrong construction site or at the wrong time. All of the above issues are possible causal or contributing factors of a top-level issue, namely \"Equipment is rejected by the site engineer\". The fact that the site engineer rejects the equipment creates a direct impact for BuildIT, for example in All of the above issues are possible causal or contributing factors of a top-level issue, namely \"Equipment is rejected by the site engineer\". The fact that the site engineer rejects the equipment creates a direct impact for BuildIT, for example in 6.3 Issue Documentation and Impact Assessment 201 terms of delays in the construction schedule. Meanwhile, the issues listed above have an indirect business impact, in the sense that they lead to the equipment being rejected and the needed equipment not being available on time, which in turn leads to delays in the construction schedule. When an issue register contains a combination of issues and factors, it may be useful to add two elds to the register, namely \"caused by\" and \"is cause of\