Technological developments along with the emergence of Industry 4.0 allow for new approaches to solve industrial problems, such as the Job-shop Scheduling Problem (JSP). In this sense, embedding Multi-Agent Systems (MAS) into Cyber-Physical Systems (CPS) is a highly promising approach to handle complex and dynamic JSPs. This paper proposes a data exchange framework in order to deal with the JSP considering the state-of-the-art technology regarding MAS, CPS and industrial standards. The proposed framework has self-configuring features to deal with disturbances in the production line. This is possible through the development of an intelligent system based on the use of agents and the Internet of Things (IoT) to achieve real-time data exchange and decision making in the job-shop. The performance of the proposed framework is tested in a simulation study based on a real industrial case. The results substantiate gains in flexibility, scalability and efficiency through the data exchange between factory layers. Finally, the paper presents insights regarding industrial applications in the Industry 4.0 era in general and in particular with regard to the framework implementation in the analyzed industrial case.

PurposeBusiness process management (BPM) and lean management (LM) are both recognized for improving organizational performance through continuous improvement, yet their similarities and differences have been poorly discussed so far. This paper aims to find their main differences and similarities using a systematic method for literature review.Design/methodology/approachThe paper uses a structured literature review known as SYSMAP (Scientometric and sYStematic yielding MApping Process). The method integrates bibliometrics and content analysis procedures to perform in-depth analysis of the literature at hand.FindingsBoth methodologies seek continuous improvement with focus on the customer and process standardization, but they are divergent mainly in relation to the flow they intend to improve. The impossibility of implementing both methodologies in an effective way was also observed, mainly due to the differences they present in relation to how to achieve the continuous improvement cycle.Research limitations/implicationsAs any other literature reviews, the major limitation is to have omitted relevant literature even though all available procedures have been used to avoid this situation.Practical implicationsThis paper offers a novel perspective from the practitioner side. LM may be better used in human-intensive process improvement whereas BPM in technology-intensive ones. Such characteristics open up new opportunities for practitioners aiming at integrating both approaches.Originality/valueThis is the first paper that systematically analyses the body of literature of BPM and LM with the means to better understand their similarities and differences.

Purpose – The purpose of this paper is to present a proposal for process improvement at the Department of Social Responsibility of a Colombian process-based organization, called CAJASAN. The department has four main processes: Foniñez (children fund), Fosfec (unemployment fund), Project Management and International Cooperation and Network Management and Alliances. The objective of this paper is to suggest an improvement in these processes through BPM application. Design/methodology/approach – The authors followed the BPM method proposed by Dumas et al. (2013) for process improvement composed by process identification; process discovery; process analysis; process redesign; process implementation and process monitoring and controlling. The authors modeled the processes by using the software Bizagi®. Findings – The actual processes work in an independent way and with no communication. Moreover, the department experiences short-term problems solutions and process inefficiency. It was possible to suggest changes in three out of four processes. Practical implications – Implementing BPM in non-profit organizations (NPO) addresses many of the current management challenges faced by such organizations. NPO’s researchers and practitioners should take BPM as a potential way to help in professionalizing them. Originality/value – The authors bring an original case study about a Colombian NPO. As a process-oriented organization, the authors use BPM as a management tool to solve many challenges that the company faces nowadays.

International audienceThis article aims to present a reflexion on some of the main reasons for companies to implement reverse logistics processes. Companies have difficulties in implementing reverse logistics as part of their business processes due to high cost of implementation and due to difficulties in measuring material returns. However, companies that have succeeded in implementing it have increased their competitiveness and improved their corporate image. This paper proposes six critical success factors for the implementation of reverse logistics: good income control, standardised and mapped processes, reduced time cycle, information systems, planned logistic grid and collaborative relations between customers and suppliers. Well-structured and implemented reverse logistics process brings up benefits and advantages to companies, beyond environmental ones

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