End-to-end process management: implications for theory and practice

Maddern, Harry; Smart, Philip; Maull, Roger; Childe, Stephen J.

doi:10.1080/09537287.2013.832821

Cited by 49 publications

(94 citation statements)

References 43 publications

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“…The general systems theory (Von Bertalanffy 1972) and the derived systems perspective has had an effect on various disciplines and has partly been adapted to the needs of various disciplines like operations, information systems and also engineering (Maddern et al 2013). A System represents "a set of interacting components having well-defined (although possibly poorly understood) behavior or purpose; the concept is subjective in that what is a system to one person may not appear to be a system to another" (Magee and de Weck 2004).…”

Section: System View On Manufacturingmentioning

confidence: 99%

Identifying Product and Process State Drivers in Manufacturing Systems Using Supervised Machine Learning

Wuest¹

2015

Springer Theses

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Section: System View On Manufacturingmentioning

confidence: 99%

Identifying Product and Process State Drivers in Manufacturing Systems Using Supervised Machine Learning

Wuest¹

2015

Springer Theses

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“…Há diversos benefícios associados ao BPM. Além de melhorar a execução da estratégia (COSTA, ROZENFELD, 2007), BPM fornece aos gestores o suporte necessário para execução das mudanças com êxito (THIEMICH e PUHLMANN, 2013) por meio de uma visão ponta a ponta de processos que é transversal às funções da organização (MADDERN et al, 2013). Isso pode contribuir na alocação de recursos (NADARAJAH e KADIR, 2014) e evitar que organizações sejam vítimas de modismos de gestão (LEE e DALE, 1998), além de ajudar a transpor silos entre níveis hierárquicos e níveis funcionais que podem dificultar a comunicação e a consequente geração de valor ao cliente (GIBB, BUCHANAN, SHAH, 2006).…”

Section: Contexto E Motivaçãounclassified

“…Isso pode contribuir na alocação de recursos (NADARAJAH e KADIR, 2014) e evitar que organizações sejam vítimas de modismos de gestão (LEE e DALE, 1998), além de ajudar a transpor silos entre níveis hierárquicos e níveis funcionais que podem dificultar a comunicação e a consequente geração de valor ao cliente (GIBB, BUCHANAN, SHAH, 2006). BPM deve possibilitar às organizações maior rapidez e flexibilidade na adaptação ao ambiente (SEETHAMRAJU, MARJANOVIC, 2009), de modo a contribuir na adequação às velozes transformações do mercado (BITKOWSKA, 2015;MADDERN et al, 2013;KOHLBACHER, 2010;TRKMAN, 2010;LIU, LI, ZHAO, 2009;SEETHAMRAJU, MARJANOVIC, 2009).…”

Section: Contexto E Motivaçãounclassified

“…A agilidade é um elemento que engloba elementos como a rapidez, a simplicidade no preparo para respostas rápidas e a flexibilidade para mudanças (QUMER, HENDERSON-SELLERS, 2008). Com isso, destaca-se a agilidade como um elemento importante ao sucesso de BPM em determinados contextos (BITKOWSKA, 2015;MADDERN et al, 2013;CUMMINS, 2008;REID, 1998;DAVENPORT, 1994).…”

Section: Contexto E Motivaçãounclassified

“…O BPM possibilita às organizações um entendimento ponta a ponta de processos, o que fornece suporte à gestão organizacional necessária para execução das mudanças com êxito (MADDERN et al, 2013;THIEMICH, PUHLMANN, 2013;PAIM et al, 2009). Tal entendimento ponta a ponta é alcançado por meio de uma visão horizontal que perpassa as funções da organização, com extensão que abrange desde a solicitação do cliente até o total atendimento de suas necessidades (MADDERN et al, 2013). Essa visão confere eficácia à operação e conduz a resultados mais efetivos (NIEHAVES et al, 2014;KANG et al, 2012), gerando valor ao negócio (HERNAUS, VUKSIC, STEMBERGER, 2016;PAIM et al, 2009).…”

Section: Processos De Negóciosunclassified

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Práticas para o BPM Ágil

Bernardo¹

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Business Process Management (BPM) is a management approach increasingly used by organizations to operationalize the strategy because of their ability to generate benefits; however, there are increasing and high failure rates for BPM promotion initiatives. This has been mainly because BPM has been focusing on internal business processes and has not been able to adjust quickly and flexibly to deal with the dynamics of the business environment. Agility is an element that helps deal with these aspects; as occurred with manufacturing and project management (which evolved to agile manufacturing and agile project management, respectively). BPM has been in high demand for agility, and an Agile BPM is an evolution of BPM with a high power of contribution for the theme. Agile BPM brings the client to act in an active way in the process and imposes a flexibility to interact the operation with the environmental dynamics more assertively. A management is carried out through Practices (a group formed by techniques, tools and actions), so that the main purpose of this study is to propose Practices for the promotion of Agile BPM in organizations. For the achievement of new empirical initiatives and advances in theory, this study proposes to build a new concept of Agile BPM, a new definition and establish its practices. It is critical that business processes reach their goals by producing responses with speed and flexibility for change, so that Agile BPM must increase exploration and se'ize opportunities. The proposal of Practices for Agile BPM in this thesis is an initial contribution that should help to open up a new field of studies through a scientific approach. In order to do so, 7 different methodological approaches were used for the elaboration of this study: systematic literature review, inductive analysis, expert consultation, judges analysis, survey, panel of experts and two other case studies. As a main result there are 78 Practices, being 23 techniques, 13 tools and 42 actions for the promotion of Agile BPM.

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The process of outpatient care of children and adolescents in a tertiary‐level hospital specializing in pediatrics: A case study focused on identifying opportunities for improvement with the aid of modeling using BPMN

Vinci

Barbosa

Pádua

et al. 2018

Knowl Process Manag

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Introduction Business process management has gained importance in organizations for providing improved productivity and cost reduction, with process modeling being the central role. Usually, with reduced resources, the health area can benefit from good management of its processes. Objective To identify proposals for improvements in the process of outpatient care of children and adolescents in a tertiary‐level—the most specialized and complex—pediatric hospital. Methods A bibliographic survey on the subject and a case study with in loco observation of the processes with semistructured interviews with the professionals involved were carried out. Alpha Hospital was chosen for this study, and the modeling of the process was performed using Business Process Model and Notation. Results Twelve relevant articles were identified. The “AS‐IS” model of the process was obtained as a result and presents the existing 4 subprocesses (patient reception, preconsultation, consultation, and postconsultation). Specifically, the following improvement opportunities were identified: (a) process monitoring through indicators; (b) adequacy of the information system; (c) creation of service evaluation mechanisms; and (d) definition and application of training sessions for whenever a new professional begins working in a specific sector. The problem with the waiting time for patient care was also identified, but with no obvious solution; further studies should be carried to solve the problem. Conclusion The use of the business process modeling approach and process analysis allowed the hospital team awareness of the process and the identification of an improved set that can be helpful to Alpha Hospital or be used by other hospitals.

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End-to-end process management: implications for theory and practice

Cited by 49 publications

References 43 publications

Identifying Product and Process State Drivers in Manufacturing Systems Using Supervised Machine Learning

Identifying Product and Process State Drivers in Manufacturing Systems Using Supervised Machine Learning

Práticas para o BPM Ágil

The process of outpatient care of children and adolescents in a tertiary‐level hospital specializing in pediatrics: A case study focused on identifying opportunities for improvement with the aid of modeling using BPMN

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