An approach for Business Process Improvement Based on Simulation Technique

Mehdouani, Kaouther; Missaoui, Nesrine; Ghannouchi, Sonia Ayachi

doi:10.1016/j.procs.2019.12.176

Cited by 11 publications

(5 citation statements)

References 5 publications

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“…Memodelkan proses bisnis, pendeskripsian dan diagram proses [9], [30]. c. Membuat task process disetiap proses bisnis [10]. d. Melakukan evaluasi proses bisnis menggunakan brainstorming 4-Whys [16], [31].…”

Section: Prosedur Penelitianunclassified

Peningkatan Proses Bisnis Beras menggunakan Metode BPI

Abdulloh

Lukmandono

2023

JURMATIS

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Rice production has declined in the last 5 years, causing UD. Produce engaged in the rice business is feeling the impact. There are ongoing constraints regarding the estimated processing time of more than 400 minutes and complaints of the right strategy addressing this issue. The purpose of the study is to determine the rice business process strategy using Business Process Improvement. Research methods using quantitative and qualitative design of diagnostics. The instrument used is non-participant observation. Data used by stakeholder roles, process names, business task projects. Conducted 4-why evaluation, streamling, recommendations. The results of the study that supplier partnerships, Sp2 uses standardization for the code Up1 and Up2 uses streamling, Sp1. The strategy carried out related to labor training, database creation using microsoft office, with Ms. Asses's product, In this contract bond it is necessary to convey about the expected quality subcriteria, the expected price subcriteria and the expected delivery subcriteria. Rules related to standard operating procedures need to be designed at each work site. Research contributions related to facilities, databases, and suppliers. Produksi padi yang menurun dalam waktu 5 tahun terakhir, menyebabkan UD. Hasil Bumi yang bergerak di bidang bisnis beras merasakan dampaknya. Terdapat kendala yang sedang terjadi mengenai estimasi waktu prosesnya lebih dari 400 menit dan keluhan strategi yang tepat mengatasi masalah ini. Tujuan penelitian untuk menentukan strategi proses bisnis beras menggunakan Business Process Improvement. Metode penelitian menggunakan desain kuantitatif dan kualitatif diagnostik. Instrumen yang digunakan adalah observasi non- partisipant. Data yang dipakai peran stakeholder, nama proses, task proceess business. Dilakukan evaluasi 4-why, streamling, rekomendasi. Hasil penelitian bahwa supplier partnerships, Sp2 menggunakan standardization untuk kode Up1 dan Up2 menggunakan streamling, Sp1. Strategi yang dilakukan terkait training tenaga kerja, Pembuatan database menggunakan microsoft office, dengan produk Ms. Asses, Didalam ikatan kontrak ini perlu disampaikan mengenai subkriteria mutu yang diharapkan, subkriteria harga yang diharapkan dan subkriteria pengiriman yang diharapkan. Aturan – aturan terkait standar operasional prosedur perlu di rancang disetiap lokasi kerja. Kontribusi penelitian terkait fasilitas, database, dan penyuplai.

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Section: Prosedur Penelitianunclassified

Peningkatan Proses Bisnis Beras menggunakan Metode BPI

Abdulloh

Lukmandono

2023

JURMATIS

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“…Business Process Management (BPM) is a methodology used in the management and modelling of processes, in order to analyze, improve and control them (Mehdouani et al 2019). BPMN (Business Process Model and Notation) is the language used to "represent the graphical layout of business processes" (Chinosi and Trombetta 2012), in a simple way, so that it is easy for both users and experts in the area to understand what is being described (Arevalo et al 2016;Chinosi Trombetta 2012).…”

Section: Bpm and Pcdaandsdca To Support Digitalizationmentioning

confidence: 99%

How can management and process methodologies help to define a roadmap for digitization? A proposal based on a practical case

Ribeiro¹,

Salvadorinho²,

Teixeira³

2022

Proceedings of the International Conference on Industrial Engineering and Operations Management

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Companies have been forced to adapt quickly to the Industry 4.0 paradigm in order to obtain, or at least maintain, their competitiveness. Digital Transformation has been one of the ways that companies have found to adapt their processes, to make them as effective and efficient as possible. For this, there is an emerging need for methodologies that guide this digitalisation processes in companies that already operate with traditional management methodologies, capitalising on the effort that companies have already put into philosophies such as Lean Manufacturing. This article aims to propose a roadmap to monitor the digitalisation of processes based on traditional management methodologies (PDCA, SDCA and Lean) and processes (BPM and BPMN), also presenting a tool that supports one of the steps of this methodology. Aligned with this methodology and in this investigation context, a tool was also developed using Microsoft Excel, entitled DiYD (Do it Yourself Digitalization) which aims to help the digital transformation. This tool, based on a process-oriented language, was used to map the company's processes, facilitating the identification of their flaws and achieving opportunities for improvement. The construction of this roadmap (for the process of dematerialisation and digitalisation of processes) was based on a practical experience in the industrial context with the objective of contributing to the achievement of World Class Manufacturing status and operational excellence. In this way it is possible to fill the gap in the strategies for the development of digital transformation, integrating lean tools in its base.

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“…The stages of identification, discovery, analysis and redesign of the process are related to the “Plan,” while the implementation stage corresponds to the “Do” phase, the monitoring and control stage are linked to the “Check,” and the identification substep of compliance and performance is related to the “Action” phase, considering the renewal of the cycle for continuous improvement actions (ABPMP, 2013). However, before taking action, it is necessary to evaluate the points of opportunity for improvement found during the analysis (as-is model) and design (to-be process) stage, which therefore requires differentiated attention for refining the process and models that simulate future scenarios of changes at these points (Mehdouani et al , 2019). It is necessary to perform an analysis of the organization's management maturity regarding its processes, before starting the implementation, since this is a determining success factor for the scope of application of the discipline (Rosemann and Brocke, 2015; Von Rosing et al , 2014; Setya et al , 2019).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…Still in the context of simulation, Mehdouani et al (2019) structured a framework combining the BPM Life Cycle with simulation models in a medical office, achieving success in improving processes between the “as-is” and “to-be” steps. Vasilecas et al ’s (2016) work addressed the simulation models for Dynamic Business Processes (DBP), that is, that do not obey a logic of static and always predictable activities.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Managing BPM life cycle transition risks in a small educational company to support change management

Souza

Carvalho

Santos

et al. 2021

BIJ

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PurposeThis article aims to present a methodology applied to the transition between the “as-is” and “to-be” stages of the Business Process Management (BPM) life cycle, supporting its implementation and maintenance for the organizational stability, using techniques from Operations Research and Information and Decision Theories, applied by a gamified system.Design/methodology/approachThe study used Design Science Research, considering the following methodological elements: (1) artifact model, after initial analysis of the organization; (2) problem relevance, incorporating components to the Markov transition matrix and the integer programming model for resource optimization; (3) model evaluation, establishing mechanisms to validate the methodology created; (4) research contributions, showing benefits found; (5) systematic approach, detailing methods used; (6) model's research process, revealing the means for execution; and (7) final presentation of results.FindingsAfter planning three scenarios for the company, containing zero, one or two implemented processes, the matrix of states in the Markov chain effectively identified the states of greater and lesser transition uncertainty. At the same time, the optimization model guided the organization toward a stable change in its operational and financial areas.Practical implicationsThe company's planning capacity has increased, as its managers now have a methodology to promote rational decisions about the development of plans. Before, managers believed that the methodology used was only for large companies. However, this view changed with the results, showing a structured view of the ability to absorb new customers, relocate established ones, increase the comfort level for employees and increase profitability for the company's business.Originality/valueThe study showed that the combination of techniques opens a new perspective to the incorporation of BPM in organizations, allows a smooth change between the current and future state, making it possible to predict the evolution of transition scenarios.

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An approach for Business Process Improvement Based on Simulation Technique

Cited by 11 publications

References 5 publications

Peningkatan Proses Bisnis Beras menggunakan Metode BPI

Peningkatan Proses Bisnis Beras menggunakan Metode BPI

How can management and process methodologies help to define a roadmap for digitization? A proposal based on a practical case

Managing BPM life cycle transition risks in a small educational company to support change management

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