Business Process Improvement

Shtub, Avraham; Karni, Reuven

doi:10.1007/978-0-387-74526-8_13

Cited by 7 publications

(10 citation statements)

References 6 publications

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“…To this aim, we refer to Hammer (2002), who defined processes within companies as “organised groups of related activities that are developed together to create a result of value for the customer” (p. 26). For the purposes of this study, process improvement is defined as the enhancement of the performance of the process, measured through the perception about quality, which refers to the difference between the projected outcomes and the real outcomes (Griesberger et al , 2011; Neiger et al , 2006); the time, which represents the total duration of the process, from beginning to end (Grigori et al , 2001); the cost, which implies the financial values for running the business process (Betz et al , 2011); and the mechanisms of control and correction of the processes (Shtub and Karni, 2010), which refers to the flexibility of the process to adapt to external or internal changes.…”

Section: Theoretical Framework and Hypothesesmentioning

confidence: 99%

The impact of organisational culture, organisational structure and technological infrastructure on process improvement through knowledge sharing

Chión¹,

Charles²,

Morales

2019

BPMJ

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Purpose The purpose of this paper is to investigate the mediator role that knowledge sharing plays between organisational culture, organisational structure, and technology infrastructure and process improvement in a knowledge management context in manufacturing enterprises operating in the food, beverage and textile industry. Design/methodology/approach An empirical study is conducted with a sample of 200 food, beverage and textile companies. Data are obtained by means of a survey questionnaire applied to general managers in each of the sample firms. The impact of the factors organisational culture, organisational structure and technology infrastructure on process improvement via knowledge sharing is assessed. Structural equation modelling and maximum likelihood estimation are applied to find the direction and strength of the relationships. Findings The main findings indicate the significant relationships between knowledge sharing and process improvement, between organisational culture and knowledge sharing, and between organisational structure and knowledge sharing. The relationship between technology infrastructure and knowledge sharing is found not to be significant. Research limitations/implications The findings of the present study are limited to the food, beverage and textile industry. Future research could incorporate data from other manufacturing sectors or service companies. Practical implications This study provides practical guidance for general managers who wish to implement process improvement programmes. Originality/value Several authors have noted that there are few research studies concerning the interaction between each phase of knowledge management and total quality management practices. This study is interested in knowledge sharing and its impact on process improvement in a knowledge management context.

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Section: Theoretical Framework and Hypothesesmentioning

confidence: 99%

The impact of organisational culture, organisational structure and technological infrastructure on process improvement through knowledge sharing

Chión¹,

Charles²,

Morales

2019

BPMJ

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“…Once access is granted, the set of obligations shown in Definition 2 is enforced by our system against the stream of triples of the process log, as illustrated in Excerpt 1. ?tasktype rdfs:subClassOf ebtic-bpm:task } Replace{ ?task rdf:type ebtic-bpm:task } } DecisionPoint{ ?task ebtic-bpm:endTime ?endTime} (1) The incoming triples are verified against the Match block; in our sample policy we look for processes having a task performed by an agent of type "human." In case the triple matches the match block then the conditions need to be tested in order to verify if it can be added to the user's sanitized RDF graph.…”

Section: The Policy Languagementioning

confidence: 99%

“…Business process analysis is the activity of reviewing existing business practices and changing them so that they fit a new, improved process model. By conducting process analysis, companies expect to streamline their internal processes and become more effective in their business operation [1]. Traditionally, research in this field spans two major areas: Process Monitoring (PMon), also called Business Activity Monitoring, which collects and processes events while they occur, and Process Mining (PMin), which typically focuses on the offline analysis of process logs.…”

Section: Introductionmentioning

confidence: 99%

Dynamic Access Control to Semantics-Aware Streamed Process Logs

et al. 2019

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Business process logs are composed of event records generated, collected and analyzed at different locations, asynchronously and under the responsibility of different authorities. Their analysis is often delegated to auditors who have a mandate for monitoring processes and computing metrics but do not always have the rights to access the individual events used to compute them. A major challenge of this scenario is reconciling the requirements of privacy and access control with the need to continuously monitor and assess the business process. In this paper, we present a model, a language and a software toolkit for controlling access to process data where logs are made available as streams of RDF triples referring to some company-specific business ontology. Our approach is based on the novel idea of dynamic enforcement: we incrementally build dynamic filters for each process instance, based on the applicable access control policy and on the current prefix of the event stream. The implementation and performance validation of our solution is also presented.

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“…How can the process be changed to implement that improvement?". The task can be characterized as a measure-invoked redesign task targeting the measure-(customer) quality [26].…”

Section: Measurement Of Dependent Variables: Process Redesignmentioning

confidence: 99%

Individual Creativity in Designing Business Processes

Figl

Weber

2012

Lecture Notes in Business Information Processing

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Designing business processes in a creative way is an important requirement for implementing process-aware information systems. In this article we investigate how process modeling competence and individual creativity style and capacity influence creativity in a business process redesign task. We explore these relationships with a laboratory experiment with 48 business students. Our preliminary results showed that process modeling competence is positively associated with the creative quality of a business process redesign, while individual creativity style and capacity measured by well-known creativity inventories seem to be less relevant. The findings underline the importance of training in process modeling to enable employees to realize their full creative potential when redesigning process models in process improvement projects.

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Business Process Improvement

Cited by 7 publications

References 6 publications

The impact of organisational culture, organisational structure and technological infrastructure on process improvement through knowledge sharing

The impact of organisational culture, organisational structure and technological infrastructure on process improvement through knowledge sharing

Dynamic Access Control to Semantics-Aware Streamed Process Logs

Individual Creativity in Designing Business Processes

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