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Sikdar, Arijit, and Jayashree Payyazhi. "A process model of managing organizational change during business process redesign." Business Process Management Journal 20, no. 6 (October 28, 2014): 971–98. http://dx.doi.org/10.1108/bpmj-02-2013-0020.
Повний текст джерелаАнотація:
Purpose – Business process implementation has been primarily seen as a redesign of the workflow with the consequent organizational change assumed to be taking place automatically or through a process of “muddling through”. Although evidence suggests that 70 per cent of business process reengineering programmes have failed due to lack of alignment with corporate change strategy, the question of alignment of workflow redesign with the organizational change process has not received adequate attention. The purpose of this paper is to provide a framework for managing organizational change in a structured manner during workflow redesign, a perspective missing in the literature on business process management (BPM) implementation. Design/methodology/approach – This paper attempts to integrate the 8-S dimensions of Higgins model across the different phases of workflow redesign to develop a process framework of managing organizational change during BPM workflow redesign. As an exploratory study the paper draws on existing literature on BPM and change alignment to conceptualize an alignment framework of associated managerial activities involved during different phases of BPM workflow redesign. The framework is evaluated against two case studies of business process implementation to substantiate how lack of alignment leads to failure in BPM implementation. Findings – The paper provides a conceptual framework of how organizational change should be managed during BPM implementation. The model suggests the sequence of alignment of the 8-S dimensions (Higgins, 2005) with the different phases of the workflow redesign and identifies the role of the managerial levels in the organization in managing the alignment of the 8-S dimensions during business process change. Practical implications – This framework would provide managers with an execution template of how to achieve alignment of the workflow redesign with the 8-S dimensions thus facilitating effective organizational change during business process implementation. Originality/value – This paper proposes a process model of how organizational elements should be aligned with the workflow redesign during business process change implementation. No such model is available in BPM literature proposing alignment between hard and soft factors.
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Mukherjee, Kamal K., Laura Reka, Rudina Mullahi, Keldi Jani, and Jonida Taraj. "Public services: a standard process model following a structured process redesign." Business Process Management Journal 27, no. 3 (March 23, 2021): 796–835. http://dx.doi.org/10.1108/bpmj-03-2020-0107.
Повний текст джерелаАнотація:
PurposeDespite widespread adoption of business process reengineering (BPR) for better delivery efficiency of public services, a structured approach continues to elude the most value-adding phase of BPR: business process redesign. From another viewpoint, the rising currency of Whole-of-Government (WoG) and “shared services” initiatives signal an unmissable trend toward resource reuse across public service agencies (PSAs) through business process standardization (BPS). This research invokes BPS into process redesign to produce a process redesign framework (PRF) and deploys the same to build a standard process model (SPM) for services of the government of Albania (GoA).Design/methodology/approachThe methodology follows the design science research (DSR) paradigm, wherein best practices extracted from literature are synthesized with stakeholder inputs to design the PRF and SPM, both of which are then evaluated with case study research.FindingsAdoption of PRF/SPM on a WoG basis will not only reduce service lead time but also enable a variety of public services to share the same process, thereby further saving costs for GoA. The research outputs will accelerate reengineering and subsequent digitalization of public service operations.Research limitations/implicationsImplementing SPM will maximize resource reuse and help offer uniform and integrated public services to GoA's customers. It will also enable demand-driven staff mobilization across GoA agencies. The proposed PRF/SPM have limitations in that they consider only flow aspects of service processes with aspects of conversion being ignored.Originality/valueThis research fulfills the need for a systematic approach to process redesign and prepares GoA for a WoG treatment to its BPR efforts.
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Lee, Seunghoon, Injun Choi, Hokyeom Kim, Jitaek Lim, and Sanghyun Sung. "Comprehensive Simulation and Redesign System for Business Process and Organizational Structure." IEEE Access 8 (2020): 106322–33. http://dx.doi.org/10.1109/access.2020.3000248.
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Jansen-Vullers, Monique, and Hajo Reijers. "Business Process Redesign in Healthcare: Towards a Structured Approach." INFOR: Information Systems and Operational Research 43, no. 4 (November 2005): 321–39. http://dx.doi.org/10.1080/03155986.2005.11732733.
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O'Neill, Michael J., Yvonne Hart, and Matthew Wieringa. "Measuring Improvements Due to Business Process Redesign and Technology Integration: A Macroergonomic Approach." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 45, no. 16 (October 2001): 1249–53. http://dx.doi.org/10.1177/154193120104501603.
Повний текст джерелаАнотація:
This paper describes a Case Study in which a “macroergonomic” approach (Hendrick and Kleiner, 2001) was used to redesign the process and implement technology in support of the process of implementing office space. A project involving a 25,000-square-foot renovation of existing space, with 120 workstations and 100 employees was used as the basis to test the redesigned process and technology implementation. We concurrently redesigned the personnel and technology subsystems (see DeGreene, 1973), as opposed to having a pre-defined technology application drive the solution (Hendrick, 1995). Using a participatory ergonomics approach, we involved the employees who would be affected by changes to their work process to understand and contribute to the re-design. Through structured interviews, interactive discussions and observations, we redesigned the process from; design and layout of workstations through installation of furniture. Using business process modeling and simulation software, we modeled the “before” and “after” processes, and collected detailed measures of time and cost improvements. We found significant process performance improvements in Wait Time, Re-Work of Errors, and Cost reductions.
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Tan, Hui. "Design for Logistics Business Process Reengineering in the Context of Internet of Things." Applied Mechanics and Materials 543-547 (March 2014): 4190–93. http://dx.doi.org/10.4028/www.scientific.net/amm.543-547.4190.
Повний текст джерелаАнотація:
The Internet of Things system of enterprise is formed by RFID recognition system, middleware system and Internet system. The development of Internet of Things make the structure of logistics service horizontal and vertical flow changed; the Internet of Things technology application promote the logistics business system reconstruction, and also the business layer redesign condition; Aim at traditional logistics business processes, proposed warehousing, distribution, transport business process optimization and reengineering design based on Internet of Things technologies.
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Margherita, Alessandro. "Business process management system and activities." Business Process Management Journal 20, no. 5 (August 26, 2014): 642–62. http://dx.doi.org/10.1108/bpmj-04-2013-0050.
Повний текст джерелаАнотація:
Purpose – Business process management (BPM) is still mostly associated with methods and software tools for process modeling, automation and redesign/performance analysis, with limited effort toward building and applying interdisciplinary approaches which capture the real complexity of business processes. The purpose of this paper is to elaborate a system view of BPM and presents an actionable body of knowledge to enhance process-related decisions and actions within organizations. Design/methodology/approach – A design science approach is used to build a conceptual contribution based on extended process management literature and a multi-year author experience in the area of business process engineering in both research and education contexts. Findings – A business process management system includes strategy, model, execution and performance dimensions whereas the management of a process involves activities related to scope, structure, resource, systems, dependency, exception, performance and external integration. Research limitations/implications – The frameworks and related definitions need further theoretical development and refinement in terms of the components and reciprocal relations among system and activity elements. In this vein, the study would also benefit from real-life applications and empirical analysis. Practical implications – The paper can support process implementation, maturity assessment and competence development efforts within organizations as well as be a foundational work to advance the creation of a global body of knowledge on process management. Originality/value – The paper proposes a holistic perspective on BPM as a system of components and a bundle of activities, thus providing a twofold strategic and operational tool for process analysts and managers at different levels.
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Compton, Patricia A. "Process Reengineering Formula for Success for the Future." Public Personnel Management 25, no. 2 (June 1996): 257–64. http://dx.doi.org/10.1177/009102609602500211.
Повний текст джерелаАнотація:
The Office of Civilian Personnel at the Defense Distribution Region East has been able to achieve dramatic personnel and cost reductions using an agressive program of process reengineering coupled with a radical redesign of its business processes. This innovative program, which can save the U.S. Government $8 million by the year 2001, required changing the attitudes of managers and employees about the way the organization was structured, their roles in the new scheme, and the need to deal with continual change and process improvement.
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Latysheva, Оlena, Serhii Kasianuk, I. Golubova, and Ye. Khadzhyysʹkyy. "Costs of Enterprise: Opportunities of Management and Optimization Based on Functional Modeling and Prospects of Business Processes." Herald of the Economic Sciences of Ukraine, no. 2(37) (December 23, 2019): 67–72. http://dx.doi.org/10.37405/1729-7206.2019.2(37).67-72.
Повний текст джерелаАнотація:
Sustainable development of a domestic enterprise depends on the rational use of all types of resources, which necessitates the transition to an optimal cost management system. The urgency and significance of the cost management problem necessitates a thorough research and the determination of the optimal cost structure. The article proposes a modeling procedure for improvement of accounting and cost management. The article highlights the features of the management and cost optimization procedure based on functional modeling and re-designing of business processes in the context of the process approach chosen by the majority of enterprises. In order to improve cost management and the activity of the machine-building enterprise, the article proposed the use of the IDEF0 (Integration Definition for Function Modeling business process) modeling methodologies, which reflects the process approach to the formation and identification of business processes of the enterprise.The article proposes to apply a modeling and redesign process for business processes to find reserves for cost reduction and improvement of cost management system, and presents models of cost management and business processes of freight transport of a structural unit of a machine-building plant. To optimize the costs of the enterprise proposed the use of functional-cost analysis. The content is determined, application of modeling and redesign of business processes is grounded in order to find the reserves of cost reduction. The procedure of using modeling and re-designing of business processes at Ukrainian enterprises is determined. The practical significance of the results obtained is to improve the accounting and cost management systems, the results of which can be simulated, which will allow planning, forecasting and cost modeling across the entire business processes chain, developing measures for obtaining the desired results for individual operations and, in general, for functional activities, etc. Keywords costs, cost management, cost optimization, functional modeling, business process, modeling and re-designing of business processes.
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Gjurkovikj, Lucija, and Toni Malinovski. "Information and Communication Technology Driven Process Reengineering for Content Monitoring." International Journal of Information Systems and Social Change 10, no. 1 (January 2019): 23–36. http://dx.doi.org/10.4018/ijissc.2019010102.
Повний текст джерелаАнотація:
When organizations analyze and significantly change their business processes with latest information and communication technology (ICT) in mind, they can reduce process time and cost, as well as increase efficiency and output quality. This study elaborates an ICT-enabled reengineering project in the Agency for audio and audiovisual media services in the Republic of Macedonia for the program monitoring process. It aims to investigate the motivation to use ICT as a way to shape the process redesign and find associations among ICT adaptation, process reengineering, organizational growth and efficiency. Hence, the new process structure can help the agency deliver greater public value while meeting its strategic goals to protect citizens' interests in the area of audio and audiovisual media services. It provides an example of a case study that surpasses standard industrial report to an article that contains valuable information that companies, especially in the public sector, can use in replicating experiences while undertaking similar BPR initiatives.
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Tavana, Madjid, Alex F. Sisti, and Dawn A. Trevisani. "An Automated Workforce Clustering Method for Business Process Reengineering in Research and Development Organizations." International Journal of Information Technology Project Management 3, no. 4 (October 2012): 1–20. http://dx.doi.org/10.4018/jitpm.2012100101.
Повний текст джерелаАнотація:
Business process reengineering (BPR) involves the radical redesign of functional organizations into cross-functional teams to achieve dramatic improvements in productivity. Redesigning complex and dynamic processes in research and development (R&D) organizations with multi-layer projects is a difficult task. Previous researchers have proposed many intuitive approaches for BPR utilizing intuition and subjective judgment from “experts” at various stages of their implementation. However, the complexities inherent in large R&D organizations have restricted the effectiveness of their use in practice. The authors present an automated and structured analytic algorithm that eliminates the need for subjective human judgment. The proposed method facilitates the reorganization of R&D processes into cross-functional work units and projects. The efficacy of the algorithm is confirmed with a small problem and the applicability of the proposed method is demonstrated at the Air Force Research Laboratory.
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Hakan Demir, Muhittin, and Aysu Göçer. "Assess your business model strategy to sustain." Emerald Emerging Markets Case Studies 1, no. 1 (January 1, 2011): 1–9. http://dx.doi.org/10.1108/20450621111131363.
Повний текст джерелаАнотація:
Subject area This case study considers the supply chain redesign of a multinational company, with specific emphasis on production lot sizing, inventory policy and transportation decisions. Study level/applicability The material is intended for senior level students of business administration, logistics and similar departments. An intermediate knowledge of supply chain, purchasing and inventory concepts is required; therefore, the case is better suited for students who have taken one-semester courses on supply chain management and inventory management. This case can be used in graduate courses as part of discussions on physical distribution, supply chain design/redesign, risk pooling through process optimization. Case overview Within the global market, establishing the right business model where cost of operations is optimized has become key for competitiveness. This necessitates the simultaneous consideration and reevaluation of production, inventory and transportation interactivities within the integrated supply chain. We first discuss the business procurement model of a multinational company with emphasis on critical aspects of the current structure. An alternative model brought into consideration by the managers of the company considers consolidation of shipments through supply hubs and distribution to regional manufacturers. We present an analysis based on perspectives of company managers for and against this new business model. We finally provide numeric evidence on relevant costs of both models in order to enhance further discussion on redesign decisions. Expected learning outcomes The discussion regarding the case will provide a better understanding of key concepts of supply chain integration and coordination as well as the significance of the optimization of underlying processes. Supplementary materials Teaching notes.
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Mathur, Swati, and P. N. Asthana. "The Impact of Business Process Reengineering Interventions - A Case Study of State Bank of India." Global Journal of Enterprise Information System 8, no. 2 (February 28, 2017): 36. http://dx.doi.org/10.18311/gjeis/2016/7094.
Повний текст джерелаАнотація:
With the emergence of global players, the Indian banking industry is facing fierce competition not only at its homeland but also with the international market. Due to continuous changes taking place in information technology, preferences of customers and competition, there is a need to redefine the mission objectives and process of the organization, so that the efficiency and effectiveness of the organization can be improved. While State Bank of India continues to dominate the Indian banking industry and its profits continue to grow, it is coming under increasing competitive pressure. The flattening of the world as a result of networking, information technology and globalization, necessitates SBI to bring out the drastic change in its procedural activities and redesign its business process. Business Process Reengineering aims at making the processes to be focused on producing the desired results. It also aims to be efficient by optimally using the available resources, to be cost effective by minimizing overall costs and should be adaptable by being able to adapt the changing customer and business needs. The present study focuses on business process reengineering interventions implemented in State Bank of India and the changes in the organization structure with special emphasis on Agra branches. The broad objective of the study was to relate the concept of Business Process Reengineering as a tool to enhance the competitive strength of State Bank of India and to improve its functioning to a world class level.
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Marshita, Mayang, and Vella Nabillah. "Redesign and Analysis of Logo in Campus Publishing Business as Corporate Identity." JOURNAL OF APPLIED MULTIMEDIA AND NETWORKING 5, no. 1 (July 31, 2021): 1–12. http://dx.doi.org/10.30871/jamn.v5i1.2180.
Повний текст джерелаАнотація:
Polibatam Press already has a visual identity in the form of a logo, but the Polibatam Press logo still does not have an identity that can describe the identity of the company. So far people know the existence of Polibatam Press only through word of mouth. Therefore, the company needs promotional media to introduce Polibatam Press. To be well known, Polibatam Press's identity requires a strong logo and Corporate Identity that is easy for people to remember. The logo design process was designed using the stages structure in making the logo. At the logo creation stage there are five steps in the logo design that will be carried out by the researcher in creating the visual identity desired by the client. At the testing stage of this study, the data analysis technique used is qualitative analysis. Sampling in this model uses snowball sampling technique. This testing model is used to get respondents' perception of a topic in accordance with the needs of researchers, the final result of this testing model is a conclusion, and an in-depth review, so that the visual identity displayed will make it easier for the public to recognize Polibatam Press.
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Ohlsson, Jens, Shengnan Han, and Harry Bouwman. "The prioritization and categorization method (PCM) process evaluation at Ericsson: a case study." Business Process Management Journal 23, no. 2 (April 3, 2017): 377–98. http://dx.doi.org/10.1108/bpmj-07-2016-0136.
Повний текст джерелаАнотація:
Purpose The purpose of this paper is to demonstrate and evaluate the prioritization and categorization method (PCM), which facilitates the active participation of process stakeholders (managers, owners, customers) in process assessments. Stakeholders evaluate processes in terms of effectiveness, efficiency and relevance against certain contextual business and industry factors. This collective evaluation serves as a foundation for the management decision-making process regarding process improvement and redesign. Design/methodology/approach The PCM is examined based on a case study at Ericsson. In total, 55 stakeholders, representing different organizational levels and functions, assessed eight core processes. Follow-up interviews and feedback after the evaluation sessions were collected for triangulation purpose. Findings The PCM helps Ericsson evaluate its processes within business context and industry environments. The results show that, to realize seamless end-to-end processes in the eight assessed processes, Ericsson has to make a greater effort to improve its process structures, governance and culture for fulfilling the needs of future business. Ericsson Steering Group is satisfied with the insights provided and has decided to train more stakeholders to use PCM. Research limitations/implications This research is based on a single case within a specific organizational setting. The results may not be necessary generalizable to other business and industry settings. Organizations need to configure PCM in consideration of their own processes and business contingencies to explore and fulfil their process improvement purposes. Originality/value This paper presents a new context-aware, easy-to-use and holistic method for business process management (BPM), the PCM. The method requires the active engagement of stakeholders, it focusses on developing dynamic BPM capabilities and fully embeds organizational contingencies and contextual factors in the decision-making regarding BPM. This paper contributes a novel method to explorative BPM.
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Tomita, Yoshikazu, and Takashi Maeno. "Designing Structured Design Thinking Framework for Societal System Design in the Unknown Context." Journal of Management and Strategy 9, no. 3 (June 20, 2018): 103. http://dx.doi.org/10.5430/jms.v9n3p103.
Повний текст джерелаАнотація:
Currently where everything has increased in complexity, systems designers such as a business model designer are challenged to solve ill-defined problems by creating innovations and designing societal systems. For handling such problems, design thinking has attracted attention as a methodology for solving "ill-defined" problems. However, design thinking cannot create innovations or design societal systems by itself because design thinking cannot guarantee reproducibility in a system design.In fact, design thinking is effective when applied to the systems approach process and when embedded in its processes. This paper proposes using the advantages of both design thinking and the systems approach to build a structured design thinking framework. This framework integrates the nonstructured design thinking process and the structured systems approach process. We used this framework to redesign a local community in Japan and to design a new concept of an aquarium. We further confirmed that this framework is effective.
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Коровин, Евгений Николаевич, Марина Викторовна Кривоносова, Маргарита Анатольевна Сергеева, and Светлана Александровна Слинчук. "REENGINEERING OF BUSINESS PROCESSES OF A HEALTH RESORT ORGANIZATION." СИСТЕМНЫЙ АНАЛИЗ И УПРАВЛЕНИЕ В БИОМЕДИЦИНСКИХ СИСТЕМАХ, no. 3() (September 30, 2020): 219–24. http://dx.doi.org/10.36622/vstu.2020.19.3.027.
Повний текст джерелаАнотація:
Процессный подход рассматривает медицинскую деятельность как заданную цепочку действий (или процессов). Итогом такой деятельности должно стать достижение определенного клинико-экономического результата. Принятие процессного подхода подразумевает внедрение новых подходов в системе менеджмента, когда в основу заложен процесс предоставления услуги потребителю. Чтобы оптимизировать налаженные бизнес-процессы в медучреждении, необходимо решить сразу несколько задач: спроектировать модель будущего процесса, алгоритмизировать действия всех участников процесса, разработать требования и стандарты для нового процесса, внедрить инновации по двум основным направлениям: социальному и медико-технологическому. Реализация всех перечисленных выше действий позволит впоследствии произвести грамотный реинжиниринг и адаптировать текущие процессы к новым условиям. После этого можно переходить к внедрению в обновленную структуру информационных систем. Реинжиниринг, как метод управления инновациями, относится к инновационному процессу, направленному как на создание новых продуктов и новых операций, так и на их применение, продвижение и распределение. Учитывая, что конечной целью реинжиниринга является инновации, то реинжиниринг в лучшем понимании - это реинжиниринг инноваций. Реинжиниринг представляет собой инженерно-консультационные услуги по реструктуризации предпринимательской деятельности на основе производства и реализации инноваций. По определению основоположников реинжиниринга М. Хаммера и Д. Чампи реинжиниринг бизнес-процессов (BPR - Business Process Reengineering) - это "фундаментальное переосмысление и радикальное перепроектирование бизнес-процессов для достижения конкретных улучшений в основных показателях деятельности предприятия". Целью BPR является системная реорганизация материальных, финансовых и информационных потоков, направленная на упрощение организационной структуры, перераспределение и минимизацию использования различных ресурсов, сокращение сроков реализации потребностей клиентов, повышение качества их обслуживания. Таким образом, речь идет о формировании совершенно новых деловых целей с использованием последних достижений информационных технологий The process approach considers medical activity as a set chain of actions (or processes). The result of such activities should be the achievement of a certain clinical and economic result. The adoption of a process approach implies the introduction of new approaches in the management system, when the process of providing services to the consumer is based on. To optimize the established business processes in a medical institution, it is necessary to solve several tasks at once: design a model for the future process, algorithmize the actions of all participants in the process, develop requirements and standards for the new process, and introduce innovations in two main areas: social and medical-technological. The implementation of all the above actions will allow you to subsequently perform competent reengineering and adapt current processes to new conditions. After that, you can proceed to implementation in the updated structure of information systems. Reengineering, as a method of innovation management, refers to the innovation process aimed at creating new products and new operations, as well as their application, promotion and distribution. Given that the ultimate goal of reengineering is innovation, reengineering in the best sense is the reengineering of innovation. Reengineering is an engineering and consulting service for the restructuring of business activities based on the production and implementation of innovations. According to the definition of the founders of reengineering M. hammer and D. Champi business process reengineering (BPR - Business Process Reengineering) is "a fundamental rethinking and radical redesign of business processes to achieve concrete improvements in the company's core performance indicators." The goal of BPR is a systematic reorganization of material, financial and information flows aimed at simplifying the organizational structure, reallocating and minimizing the use of various resources, reducing the time required to meet customer needs, and improving the quality of their service. Thus, we are talking about creating completely new business goals using the latest advances in information technology
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Austin, Simon, Andrew Baldwin, Baizhan Li, and Paul Waskett. "Application of the Analytical Design Planning Technique to Construction Project Management." Project Management Journal 31, no. 2 (June 2000): 48–59. http://dx.doi.org/10.1177/875697280003100206.
Повний текст джерелаАнотація:
Current construction project planning practices take little account of the interdisciplinary, iterative nature of the design process. This, combined with work packaging devised to suit construction and other influences on design planning, leads to a compromised design process containing inevitable cycles of redesign. This paper describes the Analytical Design Planning Technique (ADePT), a project planning methodology that helps to overcome these problems by providing a structured approach based on information flow rather than the production of design deliverables. It takes in account the iterative nature of design enabling coordinated, integrated design solutions to be developed within budgetary and time constraints.
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Заїка, Світлана, Лілія Харчевнікова, and Олена Заїка. "REENGINEERING OF BUSINESS PROCESSES AS A TOOL OF EFFECTIVE ENTERPRISE MANAGEMENT." Підприємництво та інновації, no. 21 (December 30, 2021): 49–54. http://dx.doi.org/10.37320/2415-3583/21.8.
Повний текст джерелаАнотація:
In management, there are many management approaches that can improve the efficiency of the enterprise. At the same time, the priority of enterprise development is the implementation of innovative activities. To succeed in this area, companies are changing management approaches, organizational structures and business models. However, in the conditions of constant aggravation of competition, achievement of high indicators of activity of the enterprise is best provided at the expense of reengineering of business processes. The innovation of reengineering is that it combines the use of the prerogatives of computer technology, human resource management technology and business process change. In the current economic conditions, the speed of reaction of all subsystems of the enterprise and the efficiency of operations are of particular importance and are a necessary condition for its effective operation in conditions of constant competition. In this situation, reengineering is the most effective, because it helps to increase the efficiency of the enterprise by changing the business model it uses. Thus, the study of reengineering procedures, its principles and objectives is relevant today. The purpose of the study was to generalize theoretical approaches to the basic principles, types and objectives of business process reengineering as a tool for effective enterprise management. The methodological basis of the study was the work of domestic and foreign scientists on the problems of reengineering and change management. Business process reengineering is a thorough rethinking and radical redesign of business processes of companies that want to significantly improve their performance. It is used in cases when it is necessary to make an informed decision on the reorganization of activities: radical transformations, business restructuring, replacement of existing management structures with new ones, etc. Through the effective use of business process reengineering tools can make the company more flexible to changes in the environment and more resilient in a competitive environment. Thus, business process reengineering involves a decisive, radical restructuring of business processes and the foundations of management to significantly increase the competitiveness of the enterprise in the market and significantly increase the efficiency of the enterprise as a whole system.
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Soranzo, Benedetta, Anna Nosella, and Roberto Filippini. "Redesigning patent management process: an Action Research study." Management Decision 55, no. 6 (July 10, 2017): 1100–1121. http://dx.doi.org/10.1108/md-04-2016-0226.
Повний текст джерелаАнотація:
Purpose The purpose of this paper is to describe how the patent planning and patent evaluation processes might be redesigned for firms intending to move from a mere accumulation of patents to a more thoughtful patent management approach that couples protection with the reduction of cost related to patent file and maintenance. Design/methodology/approach An Action Research project was carried out in close collaboration with a firm. This approach was adopted since it allows generation of new scientific knowledge from the observation and direct intervention on a specific situation. Findings Results underline the importance of structuring and formalising the patent planning and patent evaluation processes within the firm. Moreover, it is suggested that the patent planning process should be integrated into the development of a new product/technology since its initial phases. Research limitations/implications The paper contributes to filling the gap regarding the practical implementation and improvement of patent planning and patent evaluation processes, coupling protection with the minimisation of costs related to patent file and maintenance. However, as the results of Action Research studies are specific to the context where they took place, result generalisability is limited. Practical implications This paper provides managers with a valuable example on how to structure the patent planning and patent evaluation processes. The introduction of specific analyses into these processes allows limiting the decision-making subjectivity and, consequently, enhances the accuracy of firm investment in filing and maintaining its patents. Originality/value Providing a practical example of the actual implementation and improvement of the patent planning and patent evaluation processes, this paper responds to the recent call for more qualitative studies on intellectual property management.
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Bhattacharyya, Onil, Justin Shapiro, and Eric C. Schneider. "Innovation Centers in Health Care Delivery Systems: Structures for Success." Journal of Medical Internet Research 24, no. 2 (February 10, 2022): e33961. http://dx.doi.org/10.2196/33961.
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The need to support innovation in health care delivery was prompted by payment reforms and access to digital tools and has been accelerated by the shift to virtual care as part of the COVID-19 pandemic response. Prior to the pandemic, a growing number of health systems set up innovation centers to focus on creating new services and exploring new business models relevant to value-based care. This is distinct from process improvement or implementation science, and often needs a different set of incentives to succeed within a large organization. We used a national survey to identify a diverse sample of innovation centers, and interviewed leaders to describe their aims, organizational structures, and activities. They all aim to improve patient outcomes and experience while reducing costs, but their strategic focus may differ. The centers also vary in their reporting structure, how they build internal capacity, and how they measure success. We highlight the range of strategies through examples of projects that improve quality, reduce costs, and generate new revenue. While the optimal forms and impact of innovation centers are still emerging, the fiscal pressures and the rapid uptake of digital technologies present opportunities for the redesign of health services in the postpandemic era. The experiences of these centers illustrate a set of approaches to increase any organization’s capacity for innovation.
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Masso, Malcolm, Glenn Robert, Grace McCarthy, and Kathy Eagar. "The Clinical Services Redesign Program in New South Wales: perceptions of senior health managers." Australian Health Review 34, no. 3 (2010): 352. http://dx.doi.org/10.1071/ah08720.
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Objective.This study explores the views of senior managers regarding their experience of participating in the Clinical Services Redesign Program (CSRP) in New South Wales and the impact of that Program. Methods.Semi-structured interviews were conducted in 2007 with 42 senior managers working in the NSW health system. Results.Managers reported being increasingly oriented towards efficiency, achieving results and using data to support decision-making. The increased focus on managing performance was accompanied by concerns about the narrowness of the indicators being used to manage performance and how these are applied. The value placed by interviewees on the use of ‘competition’ as a lever for improving services varied. Leadership was repeatedly identified as important for long-term success and sustainability. No one was confident that the CSRP had yet been sufficiently embedded in day to day practice in order for it to keep going on its own. Conclusion.Our findings are generally consistent with the extensive literature on change management, performance management and leadership. Some cultural change has taken place in terms of observed patterns of behaviour but it is unrealistic to think that CSRP can on its own deliver the desired deeper cultural changes in the values and assumptions underpinning the NSW Health system. There is some evidence of dysfunctional aspects of performance management but no call for the focus on performance or redesign to be abandoned. What is known about the topic?There has been growing interest internationally in the potential of industrial process improvement models (such as business process re-engineering, Six Sigma and Lean Manufacturing) to secure sustained improvements in the efficiency of healthcare services. Such approaches are often accompanied by the implementation of a rigorous performance management system. However, overall results in the healthcare sector have been mixed with outcomes sometimes falling short of stated ambitions. To date, in-depth research into the use of such approaches and systems in Australia has been limited. What does this paper add?This paper reports on research in New South Wales to evaluate one such approach: the 3-year Clinical Services Redesign Program that aims to achieve transformational, sustainable, system-wide change by ‘undertaking deep seated structural and cultural reform of traditional work practices’. The original CSRP business case envisaged a radical – rather than incremental – approach to system change, in keeping with a ‘re-engineering’ ethos. The qualitative findings presented here are based on interviews in 2007 with 42 senior health managers working at different levels of the health system. These interviews explored the experience of participating in the CSRP and elicited views as to the perceived impact of the Program from a managerial perspective. The findings are related to theories of system level change and compared with the emerging evidence-base relating to large-scale improvement strategies in healthcare. What are the implications for practitioners?Managers support the principle of managing performance by setting targets, with concerns primarily about the narrow focus of the selected targets, how the targets are applied locally and the nature of their central monitoring. Targets need to be well defined and measure the processes and outcomes that really matter. The principle of linking performance with service redesign was also supported. However, interviewees did not believe that changing culture to achieve sustainable change could be brought about by a single centrally-led change program. Significantly, leadership was seen as a critical factor in improving performance but needs to be considered within a broad framework (i.e. a system of leadership) that relies on more than just the attributes of individuals. Finally, management development should not be overlooked, or seen as less important than leadership development. Improvement projects frequently fail in implementation and this is as much a management issue as a leadership issue.
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Ross, Jeanne. "Dow Corning Corporation: Business Processes and Information Technology." Journal of Information Technology 14, no. 3 (September 1999): 253–66. http://dx.doi.org/10.1177/026839629901400305.
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This case study, which is divided into parts A and B, describes one firm's experiences as it adopted a process perspective to managing its business, examined the implications for its information systems needs, decided to acquire SAP (an integrated, enterprise-wide software package) and embarked on the SAP implementation. ‘Dow Corning Corporation part A: Rethinking the Role of IT Within the Firm’ focuses on the business context and describes the role and structure of the information technology (IT) function at Dow Corning in late 1994. In the midst of a legal crisis that was draining financial resources, the firm had to address global competition. The case poses the question of how IT should be organized and managed to meet current business challenges. ‘Dow Corning Corporation part B: Re-engineering Global Processes’ is set in March 1997. The IT organization had been redesigned and reported to a member of the senior management team. The case focuses on Dow Corning's pilot implementation of SAP and its plans to re-engineer global processes. Special attention is given to the IT unit's role in the re-engineering and systems implementation processes.
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Topleva, Silviya Atanasova, and Tsvetko Velchev Prokopov. "Integrated business model for sustainability of small and medium-sized enterprises in the food industry." British Food Journal 122, no. 5 (January 7, 2020): 1463–83. http://dx.doi.org/10.1108/bfj-03-2019-0208.
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Purpose The ecological footprint of the food industry and the requirements of the bio-based economy result in the need for deepening the concept of corporate sustainability. CSR provokes the implementation of eco-innovation with high value added. A main source of value added and sustainability is the integrated implementation of ecodesign practices . The purpose of this paper is to systemize an integrated model for the product ecodesign implementation, which combines not only the industrial and process ecodesign but also the overall organizational and socio-economic context of SMEs in food industry, reflected in CSR and value added for stakeholders. Design/methodology/approach The methodology for implementation of business model for sustainability of the SMEs in the food industry through ecodesign is based on vertical and horizontal integration of well-known self-relevant environmental, social and economic tools such as corporate social responsibility, life-cycle assessment, MET matrix, ecolabelling and stakeholder approach for production and marketing of high-value-added eco-products. Findings This study proposes an algorithm for implementation of an integrated business model for SMEs sustainability in the food industry, focusing on high-value-added delivery for stakeholders, based on corporate social responsibility, functional innovation and eco-efficiency. The ecodesign based on CSR business practice in food industry allows simultaneous optimization of environmental aspects and cost structure of products in conditions of improved quality and functionality. Thus, ecodesign contributes to the diversification not only of the company’s product portfolio, but also to opening of new marketplaces and the implementation of new market strategies by increasing the value added. Practical implications The research identifies actions, which SMEs in food industry can follow to achieve ecological redesign of their business and production processes that simultaneously enhance product functionality and resource efficiency. Originality/value The academic and the social value of the research is the focus on ecodesign and its implementation in SMEs in the food industry as a tool for creation of multidimensional high value added for stakeholders in bio-based economy.
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Barlow, Sunny. "Creating a resilient management system delivering a flexible foundation for growth in an energy organisation." APPEA Journal 57, no. 2 (2017): 393. http://dx.doi.org/10.1071/aj16149.
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Many organisations find it challenging to effectively integrate separate internal management systems and processes into one cohesive framework that supports organisational strategy. A management system is a framework of policies, processes and procedures developed to ensure an organisation can complete the tasks necessary to achieve its strategic objectives. International and industry standards typically take a functional view of management systems, often resulting in silos of information. In addition, inefficient and isolated safety, environmental, process safety, risk, compliance and quality management systems cost time and money, and can increase the likelihood of safety incidents in critical development and production environments. To support Woodside’s vision to be a global leader in upstream oil and gas, Woodside needed to establish a common approach to how it operates, wherever the location, and develop a strong foundation to support its strategic objectives. Woodside recently undertook an internally led company-wide project to renew its Woodside Management System (WMS) to improve integration between disparate functionally based management systems and capture the way we work more effectively. As part of the project, Woodside took the opportunity to redesign its WMS framework and streamline its processes and procedures by simplifying and removing duplicate or redundant existing information. Through the project, Woodside developed a single integrated management system that is independent of organisational structure and closely linked to our vision. The integrated control framework created within the WMS supports conformance to process and forms the foundation of assurance activities across the entire company. The WMS integrates a hierarchy of business processes, focused upon value stream activities, and clearly defines operational processes and activities. This paper discusses the objectives and outcomes of the project, some challenges during implementation and the change management approach to develop the culture and behaviours to drive continuous improvement and unlock the benefits of an integrated management system.
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Singhania, Monica. "CPC Bangalore: business process redesign." DECISION 40, no. 1-2 (October 15, 2013): 135–44. http://dx.doi.org/10.1007/s40622-013-0005-1.
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Valiris, George, and Michalis Glykas. "Business analysis metrics for business process redesign." Business Process Management Journal 10, no. 4 (August 2004): 445–80. http://dx.doi.org/10.1108/14637150410548100.
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Watad, Mahmoud. "Organizational learning and change: can they coexist?" Business Process Management Journal 25, no. 5 (September 2, 2019): 1070–84. http://dx.doi.org/10.1108/bpmj-12-2016-0240.
Повний текст джерелаАнотація:
Purpose The purpose of this paper is to explore the dynamics of IT-enabled change and organizational learning. This research defines organizational learning in general terms as the capacity of acquiring, transferring and creating knowledge within an organization. Design/methodology/approach This research design represents a common form of ex-post facto analysis, in which the exploration of relationships between variables is the main focus. The questionnaire used in the first phase was self-administered in a report format, wherein managers were asked to describe the organizational context and problems; the IT intervention or managers’ response to the problems; and the benefits that resulted from the introduction of IT. In the follow-up phase, the interviews used a similar version of the survey, focusing on the same themes. Findings This paper contends that IT-enabled change such as process redesign and productivity improvements do not take place simultaneously with an organization’s attempts to increase its knowledge base or its capacity to acquire knowledge. Organizations alter processes and re-engineer their operations to improve productivity, not to enhance their knowledge-acquiring and decision-making capacities. It seems that the attention structure of managers may be limited and, therefore, they cannot focus on improving both ends simultaneously. This may suggest that when an organization alters its processes, it may overlook its ability to acquire knowledge and its learning capacity at least for the short term. Originality/value The findings of this study can serve as important insights regarding managers’ work practices. Findings support a pragmatic view where managers are concerned with showing immediate gains through the introduction of IT which implies a lack of long-term planning. The findings also can serve as an important lesson to managers in that when they alter organizational processes, they should not overlook the issues of organizational learning and knowledge creation. The findings highlight the complexity of organizations and the conflicting objectives which organizations may attempt to achieve when engaging in change efforts such as the adoption of new technologies.
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Yoo, Keedong, Euiho Suh, and Kyoung‐Yun Kim. "Knowledge flow‐based business process redesign: applying a knowledge map to redesign a business process." Journal of Knowledge Management 11, no. 3 (June 5, 2007): 104–25. http://dx.doi.org/10.1108/13673270710752144.
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Attaran, Mohsen. "Information technology and business‐process redesign." Business Process Management Journal 9, no. 4 (August 2003): 440–58. http://dx.doi.org/10.1108/14637150310484508.
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Tinnilä, Markku. "Strategic perspective to business process redesign." Business Process Management Journal 1, no. 1 (1995): 44–59. http://dx.doi.org/10.1108/14637159510798202.
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Moosbruker, Jane B., and Ralph D. Loftin. "Business Process Redesign and Organization Development." Journal of Applied Behavioral Science 34, no. 3 (September 1998): 286–304. http://dx.doi.org/10.1177/0021886398343004.
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Teng, James T. C., and William J. Kettinger. "Business process redesign an information architecture." ACM SIGMIS Database: the DATABASE for Advances in Information Systems 26, no. 1 (February 1995): 30–42. http://dx.doi.org/10.1145/206476.206481.
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Knorr, Robert O. "Business Process Redesign: Key to Competitiveness." Journal of Business Strategy 12, no. 6 (June 1991): 48–51. http://dx.doi.org/10.1108/eb039456.
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Earl, Michael, and Bushra Khan. "How new is business process redesign?" European Management Journal 12, no. 1 (March 1994): 20–30. http://dx.doi.org/10.1016/0263-2373(94)90043-4.
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Clark, Theodore H., and Donna B. Stoddard. "Interorganizational Business Process Redesign: Merging Technological and Process Innovation." Journal of Management Information Systems 13, no. 2 (September 1996): 9–28. http://dx.doi.org/10.1080/07421222.1996.11518121.
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Kock, Ned. "Representation Type Preferences in Operational Business Process Redesign." International Journal of Strategic Information Technology and Applications 2, no. 2 (April 2011): 44–66. http://dx.doi.org/10.4018/jsita.2011040104.
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This paper reports on a quasi-experimental field study in which business process redesign groups in four different US organizations used two different business process representation types. One of the representation types emphasized an activity flow (or workflow) view of business processes, which appears to currently be the most prevalent in actual operational-level business process redesign projects; the other emphasized a communication flow view. The study suggests that, contrary to assumptions likely underlying most of the current business process redesign practice, communication flow-oriented representations of business processes are perceived by those involved in their redesign as significantly more useful in the following aspects than activity flow-oriented representations: identification of opportunities for process improvement, application of process redesign guidelines, visualization of process changes, and development of generic information technology solutions to implement new business processes. Important implications for managers and researchers stemming from these results are discussed.
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Kim, Joong‐In, Dong‐Soon Yim, Jung‐Sang Choi, and Keun‐Chong Kim. "A Methodology for Integrating Business Process and Simulation for Business Process Redesign." Asian Journal on Quality 6, no. 1 (April 17, 2005): 74–97. http://dx.doi.org/10.1108/15982688200500007.
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Kim, Taesung, Hyunsoo Lee, and Heedong Hong. "A study on the optimal line integrated design analysis system." International Journal of Engineering & Technology 7, no. 3.3 (June 8, 2018): 155. http://dx.doi.org/10.14419/ijet.v7i2.33.13875.
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Background/Objectives: This paper is a study on a system that standardizes processes based on smart virtual production technology strategy for manufacturing line design and development, and integrates new or existing resources and systems into one consistent and structured framework.Methods/Statistical analysis: In this paper, we standardize the process based on the digital virtual production technology strategy for manufacturing line design and development. A system that integrates new or existing resources and systems into a single, unified framework. Through this system, various events participating in the development of the manufacturing line can receive standardized work progress and communication in one consistent system. In addition, we standardized and library the scattered data to minimize the loss of data management.Findings: Users across a wide range of areas can quickly and easily perform line development from line planning to design, setup and optimization based on standardized processes and an intuitive user experience. By providing analysis results in conjunction with heterogeneous analysis engines, you can perform solution-independent business processes. The effectiveness of the proposed system was verified by applying the proposed system to the actual new and expansion manufacturing line and redesign line in the company and performing line development work.Improvements/Applications: Through this study, it is expected that the actual field data of MES (Manufacturing Execution System) and the information of planning system such as ERP (Enterprise Resource Planning) can be linked to the integrated decision support system of engineering solution.
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Kwahk, Kee-Young, and Young-Gul Kim. "Supporting business process redesign using cognitive maps." Decision Support Systems 25, no. 2 (March 1999): 155–78. http://dx.doi.org/10.1016/s0167-9236(99)00003-2.
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Edwards, C., and J. W. Peppard. "Business process redesign: hype, hope or hypocrisy?" Journal of Information Technology 9, no. 4 (December 1994): 251–66. http://dx.doi.org/10.1057/jit.1994.28.
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Azhashemi, Masoud A., and Samuel K. Ho. "Business process redesign and total integrated management." TQM Magazine 8, no. 6 (December 1996): 42–47. http://dx.doi.org/10.1108/09544789610152928.
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Jarvenpaa, Sirkka L., and Donna B. Stoddard. "Business process redesign: Radical and evolutionary change." Journal of Business Research 41, no. 1 (January 1998): 15–27. http://dx.doi.org/10.1016/s0148-2963(97)00008-8.
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Ghosh, Deb, Sumit Sarkar, and Paul Dardeau. "Knowledge-Based Simulation for Business Process Redesign." International Journal of Intelligent Systems in Accounting, Finance & Management 6, no. 2 (June 1997): 163–76. http://dx.doi.org/10.1002/(sici)1099-1174(199706)6:2<163::aid-isaf123>3.0.co;2-s.
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Edwards, C., and J. W. Peppard. "Business Process Redesign: Hype, Hope Or Hypocrisy?" Journal of Information Technology 9, no. 4 (December 1994): 251–66. http://dx.doi.org/10.1177/026839629400900402.
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There have been few management concepts, even including Total Quality’, ‘World Class Manufacturing’ and ‘Excellence’ to have generated such enormous media interest so quickly as the phenomenon of Business Process Redesign (BPR). The IT community in particular has latched on to the concept, although since its inception it has broadened its appeal. This paper discusses the significant issues relating to BPR and makes a distinction between business re-engineering and business process redesign. Based on a study of a number of organizations who claim to be active, the essential ingredients of BPR are presented. The paper then identifies how organizations are managing their redesign initiatives and presents emerging themes. The paper concludes with some of the lessons learned from the research to date and addresses the vital issues of whether BPR is hype, hope or hypocrisy.
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Ten Bos, René. "Business process redesign: the wheel of Ixion." Employee Relations 19, no. 3 (June 1997): 248–64. http://dx.doi.org/10.1108/01425459710176972.
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Fehrer, Tobias, Dominik A. Fischer, Sander J. J. Leemans, Maximilian Röglinger, and Moe T. Wynn. "An assisted approach to business process redesign." Decision Support Systems 156 (May 2022): 113749. http://dx.doi.org/10.1016/j.dss.2022.113749.
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Bradford, Marianne, and Gregory J. Gerard. "Using Process Mapping to Reveal Process Redesign Opportunities during ERP Planning." Journal of Emerging Technologies in Accounting 12, no. 1 (August 1, 2015): 169–88. http://dx.doi.org/10.2308/jeta-51253.
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ABSTRACT The objectives of the Elizor Case are to give students experience with business process analysis by requiring them to first document an “as is” raw materials purchasing process during the planning for an enterprise resource planning (ERP) system implementation and then to have students determine issues inherent in the process that will necessitate process redesign. Students will learn the difference between two types of process redesign—business process reengineering (BPR) and business process improvement (BPI)—synthesize this knowledge in order to identify process issues inherent in the case, and suggest process redesigns that an ERP system will need to provide so that the purchasing process is more efficient, effective, and controlled. The case has broad appeal for faculty teaching ERP systems and/or business process management.
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Williams, Jason P., Farzan Sasangohar, S. Camille Peres, Alec Smith, and M. Sam Mannan. "Investigating Written Procedures in Process Safety: Qualitative Data Analysis of Interviews from High Risk Facilities." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 61, no. 1 (September 2017): 1669–70. http://dx.doi.org/10.1177/1541931213601905.
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Socio-technical systems, such as those in oil and gas, or the petrochemical and energy industries, are escalating in complexity, a consequence of increasingly advanced technologies, organizational constructs, and business functions that interact and depend on one another. These dynamic social and technological elements, coupled with the high risk inherent in these systems, have generated conditions that can bring about catastrophic failure and the tragic loss of human life, such as the disaster in Bhopal, India (1984) or the explosion in the Houston Ship Channel near Pasadena, Texas (1989). Historically, the perception of such complexities and the struggle to minimize catastrophic failures observed within the petrochemical industry have been attributed to the inherent variability in people. Therefore, process safety regulations associated with the Clean Air Act Amendments of 1990 and the Occupational Safety and Health Administration (OSHA) require employers to develop written process safety information or “procedures” which aim for consistency in plant operations and to help workers at the “sharp-end” of the system cope with unexpected events (OSHA, 2000). However, investigation reports since, such as the BP Texas City incident of 2005, suggest “outdated and ineffective procedures” as significant contributing factors to failure. Evidence from other studies suggest that procedures in complex environments are sometimes misunderstood, outdated, or simply not used (Bullemer & Hajdukiewicz, 2004). While there have been studies on procedural deviations and safety violations (Alper & Karsh, 2009; Jamison & Miller, 2000), employers continue to report a high rate of procedural breakdown as root causes for incidents (Bates & Holroyd, 2012). This warrants a contemporary, systems-oriented inquiry into process safety and behavior surrounding the use of the documents at different individual (e.g. cognitive), task, cultural, organizational, and environmental levels. This perspective appreciates the interdependent nature of these interrelated socio-technical elements and should provide insight into the effectiveness of current procedure systems, thereby informing future work in creating and empirically testing mitigation methods to address potential barriers. This research documents one part of a three part, large-scale project that investigates the issues with procedure forms, usage, adoption, and challenges in a wide range of high-risk industries. As such, the method was framed around first understanding the extent to which these challenges could be generalized between various locations. A grounded theory approach in qualitative data analysis, influenced by the Strauss & Corbin and Charmaz approaches (Bryman 2015) and facilitated by the analysis software MAXQDA-12 was used to examine 72 semi-structured interviews with operators of varying roles and experiences across 6 countries and an offshore drilling vessel. Findings reaffirm previous research, suggesting that the effectiveness of written procedures is limited by an abundance of outdated procedures plagued by information overload. New findings suggest that frequency of the task and the experience level of the worker would impact workers’ procedure use, with participants commenting that the perceived importance of these documents decreases significantly after initial training periods. Other unintended consequences associated with written procedural systems range from complications in using the documents around personal protective equipment (PPE) requirements and harsh weather, reactive organizational behavior surrounding changing procedures, and a general disconnect between the users and the writers of these documents. This is only exacerbated as management imposes pressure to use procedures on personnel despite the issues encountered with the documents, inhibiting valuable feedback within their organizations as personnel withhold information for fear of job security and potential punishment (in the form of 20-day suspension programs or termination). Moving forward, research is in-progress to identify the interdependencies between environmental, cultural, organizational, task, and personal factors unique to each location. This will provide insight regarding the extent to which procedures may not be generalized, after which a holistic view of procedure use in the industry will be offered. The resulting insight will point to recommendations for the future redesign of procedures’ role in promoting safe operations within petrochemical systems. Finally, the third part of this research project will demonstrate the efficacy of using visualizations as tools and methods in qualitative research for modeling complexity in socio- technical systems.
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Mansar, Selma Limam, and Hajo A. Reijers. "Best practices in business process redesign: validation of a redesign framework." Computers in Industry 56, no. 5 (June 2005): 457–71. http://dx.doi.org/10.1016/j.compind.2005.01.001.
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