Business Process Excellence

Scheer, August-Wilhelm; Abolhassan, Ferri; Jost, Wolfram; Kirchmer, Mathias

doi:10.1007/978-3-540-24705-0

Cited by 33 publications

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“…August-Wilhelm Scheer mentioned in his book that process management has become an important management instrument in many companies because its practitioners realised that optimising a company's capacity to create value in the form of processes has a direct and immediate effect on the bottom line. [3] The term BPM has been used in many ways, and several alternatives -from process improvement to intelligent BPM (iBPM) -have been proposed. Some use BPM to refer a general theory to the management of business process change, while others use it more narrowly, to refer to the use of automated software techniques to control the runtime execution of enterprises process.…”

Section: Literature Reviewmentioning

confidence: 99%

Industry 4.0 and business process management

Tupa

Steiner

2019

Teh. glas. (Online)

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Production companies are adopting new methods for the improvement of their managing production processes. The cost, quality and time are still key important attributes for process improvement. This is reason why the Business Process Management (BPM) is the core of management in different areas, e.g., quality management, sustainability management. The new technologies based on Internet of Things and Services, SMART solutions, and the concept Industry 4.0 are opening new possibilities of BPM implementation. This theoretical paper deals with a review of new trends in BPM and a presentation of the possibilities of core technologies for Industry 4.0 in phases of BPM applications.

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Section: Literature Reviewmentioning

confidence: 99%

Industry 4.0 and business process management

Tupa

Steiner

2019

Teh. glas. (Online)

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“…In order to address the imminent need of strategic alignment between IT and other departments, the Business Process Management (BPM) approach was developed [9] to control software related process changes. BPM focuses on business operations, as well as key value adding and supporting activities of organizations.…”

Section: Background and Relevancementioning

confidence: 99%

Organizational Value Creation by IT in Industry 4.0

Gaspar

2018

Lecture Notes in Business Information Processing

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At the doorstep of the 4th industrial revolution, standardization and digitalization are high on the agenda of many management boards. With technology having already outpaced organizational development, IT departments may become the engines of the current revolutionary sentiment if they master the transformation of their role and position in the corporate Operations Excellence efforts. CIOs are finding themselves between multiple disrupting fronts: the expectation to be a key driving force in the corporate transformation, while needing to transform their own organization to meet today's challenges, at times when information technology solutions is becoming "everyone's" business in the companies. In this journey the key success factor is the right approach to managing the demand from their customer: the business. This practitioner paper offers a response by reflecting on relevant models, describing an integrated approach and validates certain assumptions based on the experience of a pilot implementation of the Integrated Change Management model.

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A benchmarking framework for methods to design flexible business processes

Daoudi

Nurcan

2006

Softw Process Imprv Pract

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The assumption made in this article is that flexible processes require specific design methods. The choice of a method for modelling flexible processes depends on many criteria and situations that we gathered in a benchmarking framework. The user can use it as a decision support tool to choose the appropriate method in order to design flexible business processes in a given project situation. This framework also includes managerial concerns such as the time and the budget of the project. We use three enterprise modelling techniques to illustrate how to use the proposed framework.

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Business Process Excellence

Abstract: The use of general descriptive names, registered names, trademarks, etc. in this publication does not imply, even in the absence of a specific statement, that such names are exempt from the relevant protective laws and regulations and therefore free for general use.

Cited by 33 publications

References 0 publications

Industry 4.0 and business process management

Industry 4.0 and business process management

Organizational Value Creation by IT in Industry 4.0

A benchmarking framework for methods to design flexible business processes

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