Computational Thinking for Business – Power Automate Assignment

i. Explain the process of applying the four elements of Computational Thinking to examine the business operations in the case study (Annex A), share findings such as patterns, essential information, and process flow.

ii. Develop an As-Is business process map to represent the current state of the identified business process, accurately capturing process steps, decision points, and interactions using Microsoft Visio.

iii. Identify an impediment in the business process and explain how it hinders the process in the long term, analysing its impact on overall business operations.

iv. Improve the current state through Power Automate by designing and configuring the automation workflow correctly, demonstrating its effect on the process.

Annex A

Meeting Minutes – Singa Healthcare 

Date: 20  April 2026 (Monday)

Time: 10:00 am – 11:30am  Attendees: 

• Sarah Lim – Clinic Director / Senior Physician
• Tan Wei Ming – Operations Manager
• Jasmine Chua – Reception Supervisor
• Ahmad Faris – Administrative Staff
• Lim Mei Ling – Patient Services Coordinator
• Ravi Kumar – General Practitioner
• Grace Ong – Quality Assurance Officer

Location: Singa Healthcare – Meeting Room 10

1. Sarah Lim opened the meeting by welcoming everyone and highlighting the focus on day-to-day operational patterns.

2. Jasmine Chua shared the morning routine for handling appointment requests. She noted that calls start coming in from 8:00 AM, with multiple patients trying to secure slots. Reception staff spend time checking appointment availability manually and managing ongoing calls. Mr. Ahmad Faris added that while some patients sometimes have to wait or give up after repeated attempts, others are able to secure last-minute same-day appointments. The team acknowledged that the extended operating hours and flexible same-day slots have helped some patients get timely consultations, even during busy periods.

3. Ms. Grace Ong discussed in-clinic operations, noting that consultation rooms are efficiently used and staff generally manage patient flow effectively. She mentioned the digital queue display, which has helped reduce waiting-time complaints for on-site patients. At the same time, the team noted that patient feedback arrives through multiple channels (emails, phone calls, paper forms, and direct staff interactions). Some feedback is addressed quickly, but other messages take longer to reach the appropriate department. For example, a billing concern from earlier in the week circulated among staff before reaching the accounts team, and a medication query submitted via email went unnoticed for a couple of days. The team also noted that a centralised feedback email account was recently introduced, which some staff believe has improved visibility of patient messages.

4. Throughout the discussion, the team reflected on how these operational patterns intersect with patient experience and staff workload. Dr. Lim observed that overall, the clinic continues to provide high-quality medical care and that many patients report satisfaction with the timeliness and professionalism of consultations. At the same time, documenting current routines and understanding how different steps interact was seen as valuable for identifying opportunities to streamline operations further.

5. The meeting concluded with Dr. Lim thanking everyone for sharing their observations and noting that workflow documentation would provide a useful reference for future analysis and potential efficiency improvements.

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Experts Answer on Above Questions on Computational Thinking in Business

Applying the four elements of computational thinking

Decomposition – the appointment process at the clinic and also the feedback process can be divided into stages like appointment request by the patients via phone, appointment availability check by the receptionist staff, confirmation of appointment and slot allotment, patient attend consultation, received feedback through email or paper forms, and feedback forwarded to relevant department.
Pattern recognition – there are several patterns identified such as the number of calls were significantly higher for appointment in the morning at 8:00 AM, manual appointment checks are carried out on repeated basis, patient feedback is received through multiple communication channels, and delays are also noted with respect to the feedback in reaching the responsible department.
Abstraction – the key information that is affecting the performance of business includes manual appointment scheduling, multiple feedback channels, delays in routing patient queries.
Algorithm design – the current work flow indicates that the patient contacts the clinic, reception performs a check and confirm appointment, patient attends the consultation and submit feedback, staff forward the feedback to the relevant department and the patient finally receives a response.

Business process impediment

The main impediment identified in the business process is the manual handling and routing of patient feedback. The long term impact is delay in responding to patient complaints, higher chances of overlooking important queries, excessive workload for administrative staff, reduced level of patient satisfaction, and inefficient communication across departments.

Business process improvement using automation

An automatic work flow design starts with patients submitting the feedback to the central feedback email which powers automatic triggers as new email is received. It identifies feedback categories such as billing, medication or appointment, and automatically assigns them to the respective department. It creates a Microsoft planner task, and sends email notification, the department resolves the issue and automatically updates the status. The patient finally receives the confirmation.

Effect of automation

The automation will result in elimination of manual forwarding of feedback, reduces response time, avoid any chances of enquiries being overlooked, improves communication across departments, provides automatic tracking of unresolved cases, and enhances operational efficiency and patient satisfaction.

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