Describes the use of a meta‐level model to discover the core operations process, and how the boundaries around the business process were identified at an automotive manufacturer. Evidence was then collected both qualitatively and quantitatively for two models that shared the same business process in the same plant. This research design effectively removed much of the "noise", such as organisation structure and payment systems, from the investigation. The study concludes that the two models have different and distinctive process needs, and that convergence through process simplification is actually a doubtful strategy to apply to all products in every context. Process simplification is not a general rule for improved competitiveness, and a business must understand the limitations in terms of product performance in the market place.
PurposeThe purpose of this paper is to investigate the regulator's attempt at redesigning the patient care process (PCP) – a core business process in public hospitals – by introducing dichotomous process performance indicators as an innovative management tool intended to align the State health care policy with the everyday management of operations at a hospital ward.Design/methodology/approachThe paper presents an ethnographic case study of redesigning the PCP according to the strategy originating outside the organization. The study employs competing theories that represent alternative epistemological and ontological views of the world in order to produce a tentative explanation of why the intended redesign of the PCP has not fully eventuated. Observational data and opportunistic interviewing are used to answer the research question of whether and how the information and operational flows on the ward were affected by introduction of process performance indicators. A business process redesign framework was employed for data analysis since it better reflects the objectives of the State‐wide initiative and offers a convenient tool in dealing with data complexity.FindingsIntroduction of the process performance indicators did not result in redesigning of the PCP as intended by health care authorities. Out of four process performance indicators, only one was consistently implemented, which merely produced a duplication of the previously collected information, therefore adding no value to the PCP. On a theoretical level, the results indicate that the emergent theory rather than the rational agent theory demonstrated a greater fidelity to the empirical observations.Originality/valueThe paper assessed the feasibility of using innovative dichotomous process performance indicators as a tool for redesigning the business process at the ward level, in order to achieve macro‐level policy objectives. The failure to successfully implement a top‐down universal approach to redesigning business processes in health care is likely to reflect a lack of appreciation of emergent rationality that characterizes essential aspects of the PCP.
PurposeIn contemporary times process‐oriented approaches in information management are elementary in meeting business challenges. However, most methods for business process management (BPM) focus on improved performance from only the company's perspective. They neglect the growing importance of value co‐creation between company and customer that typically results from a service‐dominant logic. Modern BPM methods need to focus on the internal performance of processes whilst including the customer's perspective. This paper aims to address these issues.Design/methodology/approachBy combining the market‐oriented approach, service blueprinting, with the syntax of business process modeling, the authors introduce a method that visualizes and analyzes processes simultaneously from the company's and customer's point of view. Within this integrated approach, information management and marketing are linked. A used case illustrates implementation and benefits of this method.FindingsThis paper addresses the gap between marketing and information management sciences. "Business Process Blueprinting" (BP2) provides a conceptual foundation for a further integration of these two scopes of interest.Research limitations/implicationsThe integrated view on processes supports an enhanced understanding of process performance. In its current stage, the method reflects a basic combined approach – further development is needed. Well‐established models and tools from controlling and marketing as well as from other fields can be integrated to open this analysis for service elements.Practical implicationsApplying BP2 to practical process analysis promotes a better understanding of the customer's process perception. This potentially leads to a more efficient and effective process design.Originality/valueThe paper introduces the missing method for the integration of the effectiveness‐driven perspective into business process modeling.
Purpose The purpose of this paper is to present a methodology to assist enterprise decision makers (DMs) to select from a number of processes during Business Process Reengineering (BPR) according to organizational objectives. Indeed, after the identification and classification of process and illustration of the organizational objectives and criteria, the effect of each process on each objective and criterion is calculated to select the most appropriate processes for reengineering purposes.
Design/methodology/approach The proposed methodology uses fuzzy quality function deployment (QFD) technique to convert the qualitative data (DM's opinion) to quantitative ones and then calculates the effects of each process on the organizational objectives and criteria. Then, by using the result of fuzzy QFD, the amount of satisfaction of each process according to each criterion is calculated. By combining this data with other effective variables in BPR projects such as "cost" and "time," a multi-objective goal programming (GP) model is formulated and solved to identify the most appropriate business processes.
Findings In fact, a quantitative model is presented in which fuzzy QFD and GP methods are combined to help DMs to adopt an appropriate strategy for implementing BPR projects successfully by selecting proper processes for reengineering purposes. In addition, the presented model uses both qualitative and quantitative data and turns them into quantitative ones. An example is also provided to show how the model works.
Research limitations/implications Following this investigation, other researchers could able to complete the model with more dynamic and local variables to enhance the accuracy of the model.
Practical implications The introduced model will support organizations and managers to select appropriate processes for BPR; so in practice, the mentioned projects will be more efficient and successful.
Originality/value The paper study is essential for organizations, because the presented decision-making model is based on fuzzy QFD and GP methods that enable the enterprises to select the business processes during the BPR projects easily. In this paper, a GP model is presented to create a balance between organizational satisfaction level and cost and time of implementing BPR projects considering organizational constraints. The proposed model was applied to a real case and the authors showed that it is an easy-to-use, valid, and powerful tool for implementing BPR projects.
In: Knowledge and process management: the journal of corporate transformation ; the official journal of the Institute of Business Process Re-engineering, Band 14, Heft 1, S. 46-57
Purpose of this report: This report was prepared for RISO team involved in design of the innovation system Report provides innovation methodology to establish common understanding of the process concepts and related terminology The report does not includeRISO- or Denmark-specific cultural, economic, and political challenges, which will be considered in a separate report on implementation The report was written in February 2005. ; Purpose of this report: - This report was prepared for RISO team involved in design of the innovation system - Report provides innovation methodology to establish common understanding of the process concepts and related terminology - The report does not include RISO- or Denmark-specific cultural, economic, and political challenges, which will be considered in a separate report on implementation
Purpose – The purpose of this paper is to argue that in order to achieve customer centricity through business process management (BPM), companies have to obtain the profound understanding of customers' processes and when necessary change not only the interactions with but also the processes of their customers. A method is presented that allows doing this in a systematic manner.
Design/methodology/approach – A case study of a large multinational company was conducted. Several different sources and methods were used, including document analysis, interviews and a qualitative analysis of responses to open-ended questions. Data were gathered at three points in time: before, during and after the implementation of the presented approach.
Findings – The method that was successfully employed by the case organisation consisted of combining BPM with service blueprinting, and of extending these efforts by integrating the customers' internal processes into the scope of improvement.
Research limitations/implications – The paper does not thoroughly evaluate the long-term effects of the proposed approach. Some results of the case study analysis had to be excluded from this paper due to reasons of confidentiality.
Practical implications – The paper presents an approach for organisations to not only understand the needs of their customers but also the way in which their product is used in customers' processes. In this way BPM can be implemented in a truly customer-oriented way.
Originality/value – This paper extends previous work by presenting one way in which BPM can follow up on its promise of increasing an organisations customer orientation. While servitisation has received a lot of attention in various disciplines, its application within BPM research and practice has been scarce.
A Publication from the Inaugural Institute for Child and Youth Studies Symposium -At the Intersections of Childhood 2017: Digital, Indigenous, and Youth Issues, April 2017.
In: Knowledge and process management: the journal of corporate transformation ; the official journal of the Institute of Business Process Re-engineering, Band 27, Heft 4, S. 294-310
The effective representation of business processes is widely recognized as a critical task in Business Process Management (BPM). Unfortunately, the complexity of unstructured processes makes process modeling extremely challenging and limits the suitability of traditional model‐driven approaches, which appear considerably less effective and efficient. Nevertheless, most of the recent and promising data‐driven approaches dealing with unstructured processes are not yet completely developed and typically fail to provide an adequate procedural process model. This study proposes a novel process mining‐based methodology to achieve a significant process model when unstructured processes occur. Specifically, the method assesses and combines the outcomes of different process mining algorithms by evaluating the process model through appropriate quality parameters (i.e., accuracy and comprehensibility). The final output of the method corresponds to a unitary procedural process model that is mathematically computable, evaluable through objective quality metrics, comparable with other process models, convertible to other model languages, and usable for supporting BPM activities. Finally, a real case study of an Italian hospital is presented to verify the applicability of the proposed methodology.
