Business process management: survey and methodology

Elzinga, D. Jack; Horák, Tomáš; Lee, Chung‐Yee; Bruner, C.

doi:10.1109/17.387274

Cited by 212 publications

(198 citation statements)

References 7 publications

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“…(Paper & Chang, 2005); (Pauls, 2006) en (Kohlbacher, 2010); (Armistead & Machin, 1998); (Corallo et al, 2010) La empresa no era capaz de hacer frente al crecimiento (Pauls, 2006) en (Kohlbacher, 2010) Tasa de fracaso de los productos muy elevada/ mejorar la calidad (Wahlich, 2004) en (Kohlbacher, 2010); (Davenport & Short, 1990) Necesidad de mejorar los productos existentes, crear nuevos o entrar en nuevas líneas de negocio para continuar siendo competitivos (Paper & Chang, 2005); (Melan, 1989); (Sandhu & Gunasekaran, 2004); (McAdam & McCormack, 2001) Mejorar la efectividad organizacional (Jones, 1994) en (Palmberg, 2010); (Elzinga et al, 1995); (Armistead & Pritchard, 1999) Eliminar las barreras existentes entre los departamentos funcionales (Paper & Chang, 2005); (Jones, 1994) en (Palmberg, 2010); (Llewellyn & Armistead, 2000) Necesidad de mejorar la gestión de los recursos de IT (Paper & Chang, 2005); (Sandhu & Gunasekaran, 2004); (Hill & Collins, 1998); (Ongaro, 2004) Motivación interna de la propia empresa (Mittermaier & Braun, 2004) en (Kohlbacher, 2010); (Clemmer, 1994) Una crisis obligó a analizar las prácticas que se estaban llevando a cabo (GropengieBer, 1997) en (Kohlbacher, 2010) Conseguir reducciones de tiempo (Davenport & Short, 1990); (Ongaro, 2004) Para identificar oportunidades para subcontratar (Lindsay, Downs & Lunn 2003…”

Section: Razones O Motivos Autoresunclassified

Construct validity in Operations Management by using Rasch Measurement Theory. The case of the construct “motivation to implement continuous improvement"

Sánchez-Ruiz

Blanco

2016

Work. pap. oper. manag.

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Section: Razones O Motivos Autoresunclassified

Construct validity in Operations Management by using Rasch Measurement Theory. The case of the construct “motivation to implement continuous improvement"

Sánchez-Ruiz

Blanco

2016

Work. pap. oper. manag.

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“…Other authors have referred to it as: process innovation 10 (Davenport 1993); process redesign (Davenport and Short, 1990) and even a possible evolution of the concept as process reengineering (Hammer and Champy 1993) or business process management (Elzinga et al, 1995;Yu Yuang-Hun, 2006). Some authors have tried to order CPI into three main dimensions (Childe et al, 1992;MacDonald 1995): incremental or Kaizen CPI 11 , process redesign CPI and business process reengineering.…”

Section: Processes In Organisationsmentioning

confidence: 99%

An empirical study of continuous process improvement (CPI) regarding public management in Spanish municipalities

Barraza¹,

Ysa

2011

Adm. Desarro.

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An empirical study of how continuous process improvement has been used in public management by Spanish town councilsCertain Spanish city authorities updated and improved public management by adopting a continuous process improvement (CPI) approach during the late 1980s and early 1990s to enhance their public services and operating procedures. This qualitative research regarding Spanish town councils presents the findings of an exploratory study which tried to understand how CPI was applied to public management and ascertain the impact of implementing CPI on public management. It was found that CPI was being applied during evolutionary stages and improvement activities; its impact on public management in the Spanish town councils being studied here led to both positive and neutral results.Key words: Kaizen, process improvement, local government, Spain.resumen La lógica de la modernización y mejora de la gestión pública sustentada en la aplicación de la Mejora Continua de Procesos (MCP) fue adquirida por algunos ayuntamientos españoles desde finales de la década de los ochenta y principios de los noventa, todo ello, con el fin de mejorar los servicios públicos y los procesos operativos. En esta investigación cualitativa en ayuntamientos españoles se presentan los resultados encontrados de un estudio exploratorio que ha buscado comprender ¿cómo se aplica la Mejora Continua de Procesos (MCP) en la gestión pública?, y ¿cómo impacta la aplicación de la MCP en la gestión pública? Los hallazgos de la investigación nos indican, que la aplicación de la MCP se presenta en forma de etapas evolutivas y actividades de mejora, mientras que el impacto que tiene la misma en ciertas particularidades de la gestión pública de los ayuntamientos estudiados, presenta resultados positivos en algunas de ellas, y en otras, impactos neutros.Palabras clave: Kaizen, mejora de procesos, gobiernos locales, España. resumo Melhora contínua dos decursos da Administração Pública. Um estudo empírico nas Câmaras Municipais da EspanhaA lógica da modernização e melhora da Gestão Pública baseada na aplicação da Melhora Contínua de Processos (MCP), foi adquirida por algumas Câmaras Municipais espanholas desde o fim da década de 1980 e começo da década de 1990, a fim de melhorar os serviços públicos e os processos operativos. Nesta pesquisa qualitativa nas Câmaras Municipais espanholas, apresentam-se os resultados encontrados a partir de um estudo de busca cuja tentativa foi compreender as questões de como deve ser aplicada a Melhora Contínua de Processos (MPC) na Gestão Pública e como reage a Gestão Pública com a aplicação da MCP. As descobertas da pesquisa indicam que a aplicação da MCP se apresenta na forma de fases de evolução e atividades de melhora, no entanto que o impacto da mesma em certos assuntos da Gestão Pública desenvolvida pelas Câmaras Municipais estudadas, apresenta resultados positivos em algumas delas, e neutralidade em outras.

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“…In the modern context the redesign of processes relies on the use of information technology (IT (Kondareddy, 1998). A few identical concepts almost used as synonyms of BPR are: Business Process Redesign (Davenport & Short, 1990), Business Process Improvement (Hammer & Champy, 2001;Siha & Saad, 2008), and Business Process Management (BPM) (Elzinga et al, 1995). Hammer (2002) defines Process Improvement as "A structured approach to performance improvement that centers on the disciplined design and careful execution of a company's end-to-end business process."…”

Section: Problem Statementmentioning

confidence: 99%

Scope of Business Process Reengineering in Public Sector Undertakings

Mathew¹,

Sulphey²,

Rajasekar³

2015

ASS

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Business Process Reengineering (BPR) is a managerial tool used for bringing in drastic performance improvements in organizations. Towards this advanced techniques like Business Process Management (BPM) and Knowledge Management are employed the world over. In India, many Public Sector Undertakings (PSUs) were recently closed down and still more are on the verge of closure due to various reasons. Despite the utility of BPR in improving performance, Indian PSUs are yet to effectively use this tool. Data pertaining to 41 State PSUs (SPSUs) and two Central PSUs (CPSUs) in the State of Kerala were considered for the present study. The performance for the last 12 years and the factors responsible for poor performance were analyzed. The performance of most of the PSUs analyzed was found to be below satisfactory levels. This suggests the need for employing scientific tools like BPR to bring in drastic performance improvement. The study identified 12 factors that could contribute towards drastic performance improvement. An average improvement of 57.5 per cent was found to be possible in each of the 12 factors identified. The findings of the study have significant bearing on poorly performing PSUs in a developing country like India. The study also contributes substantially towards theory building, since it has identified certain additional factors of performance improvement.

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Business process management: survey and methodology

Cited by 212 publications

References 7 publications

Construct validity in Operations Management by using Rasch Measurement Theory. The case of the construct “motivation to implement continuous improvement"

Construct validity in Operations Management by using Rasch Measurement Theory. The case of the construct “motivation to implement continuous improvement"

An empirical study of continuous process improvement (CPI) regarding public management in Spanish municipalities

Scope of Business Process Reengineering in Public Sector Undertakings

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