Facilitating Business Process Improvement through Personalized Recommendation

Setiawan, Mukhammad Andri; Sadiq, Shazia; Kirkman, Ryan

doi:10.1007/978-3-642-21863-7_12

Cited by 9 publications

(5 citation statements)

References 25 publications

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“…Employees are considered to be domain experts in their field of activity within a company. As such, employees pose a valuable source for improvement ideas (Setiawan et al 2011;Fairbank and Williams 2001). Nevertheless, employees are often not involved in the innovation process (Setiawan et al 2011;Fairbank and Williams 2001).…”

Section: The Vital Role Of Humans In Production Industriesmentioning

confidence: 99%

Industrial Challenges

Stary

Neubauer

2016

S-BPM in the Production Industry

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Recently, the German "Industry 4.0" initiative gained momentum, and sketches a vision for future production industries. This chapter reviews industrial challenges in the area of "Industry 4.0". The findings are structured along the fundamental understanding of production companies as socio-technical systems. Socio-technical systems consist of three important aspects-(i) human, (ii) organizational structures and technology-and, most importantly their mutual relations, and thus, the interdependencies of these aspects. The review reveals that humans need to remain a vital element of future production and need to drive organizational development efforts and continuous workplace improvement. Organizational structures are challenged by changing business models of production companies. Enabling organizational change requires an open organizational culture (e.g., in terms of digital readiness), learning support and digital literacy of all involved stakeholders. In order to create value from Industry 4.0 developments, still technical challenges, in particular vertical and horizontal process integration need be resolved. IntroductionToday's industry needs to survive in a volatile environment. Changing customer demands, high degree of product individualization, increasing digitalization and system integration, effective and efficient manufacturing operations to meet high quality at low cost, well-being of employees, etc., are just some factors that challenge daily work in industry. In general, an industry refers to the production of certain goods or services within an economy (e.g., automotive industry in Germany). Different Industry classification systems like the ISIC (2008), NAICS (2012) or NACE exist that organize companies with respect to production processes or similar products. (cf. https://en.wikipedia.org/wiki/Industry_classification). According to the NAICS (2012) Manufacturing "comprises establishments primarily engaged in the chemical, mechanical or physical transformation of materials or substances into new products. These products may be finished, in the sense that they are ready to be used or consumed, or semi-finished, in the sense of becoming a raw material for an establishment to use in further manufacturing. Related activities, such as the assembly of the component parts of manufactured goods; the blending of materials; and the finishing of manufactured products by dyeing, heat-treating, plating and similar operations are also treated as manufacturing activities. Manufacturing establishments are known by a variety of trade designations, such as plants, factories or mills". Compared to the definition of manufacturing, the understanding of "Production" is more generic in terms of any conversion from input to output. This also includes intangible products like the delivery of services in areas as government and health care or even knowledge production.In this book, production companies are understood as complex, socio-technical systems of people, processes and machines that flexibly interact within ...

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Section: The Vital Role Of Humans In Production Industriesmentioning

confidence: 99%

Industrial Challenges

Stary

Neubauer

2016

S-BPM in the Production Industry

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“…For the purpose of suggestion and idea collection, people in a company pose a valuable source of information as they can be considered domain experts in their field of activity (cf. Fairbank and Williams 2001;Setiawan et al 2011). Research in the fields of employee involvement and empowerment suggests that the involvement of people in organizational innovation processes has the potential to lead to substantial improvements and financial benefits (cf.…”

Section: Designing Industrial Workplaces In a Subject-oriented Waymentioning

confidence: 99%

S-BPM’s Industrial Capabilities

Neubauer

Stary

Kannengiesser³

et al. 2016

S-BPM in the Production Industry

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S-BPM targets Business Process Management and has been applied in various business domains to model business processes and implement workflow support. This chapter investigates S-BPM's capabilities to support workplace and process design as well as process execution in production companies. Thereby, industrial capabilities of S-BPM are structured along the three dimensions of socio-technical systems which need to be considered for Industry 4.0 developments. Technological capabilities address the ability to integrate processes on different automation levels (planning, monitoring, real-time execution, etc.). Organizational capabilities discuss the potential of subject orientation for organizational development, and human capability development investigates how humans in production companies could be supported when involving them in workplace (re)design.

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“…As a result of all these new changes, organizations nowadays find that the traditional BPM systems present several limitations [6]. In the literature, different approaches have bean proposed to improve business process by applying diverse techniques and technologies such as recommended systems [7] [8], Ontologies [9], data analysis, data mining and process mining [10] [11], complex event processing [1] [12], Ubiquitous Computing [13], Internet of things -IoT [14] [15], just to name few.…”

Section: Introductionmentioning

confidence: 99%

IoDEP: Towards an IoT-Data Analysis and Event Processing Architecture for Business Process Incident Management

Ismaili-Alaoui

Bäına

Benali

2022

IJACSA

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IoT is becoming a hot spot area of technological innovations and economic development promises for many industries and services. This new paradigm shift affects all the enterprise architecture layers from infrastructure to business. Business Process Management (BPM) is a field among others that is affected by this new technology. To assist data and events explosion resulting, among others, from IoT, data analytic processes combined with event processing techniques, examine large data sets to uncover hidden patterns, unknown correlations between collected events, either at a very technical level (incident/anomaly detection, predictive maintenance) or at business level (customer preferences, market trends, revenue opportunities) to provide improved operational efficiency, better customer service and competitive advantages over rival organizations. In order to capitalize the business value of data and events generated by IoT sensors, IoT, Data Analytics and BPM need to meet in the middle. In this paper, we propose an end-to-end IoT-BPM integration architecture (IoDEP: IoT-Data-Event-Process) for a proactive business process incident management. A case study is presented and the obtained results from our experimentations demonstrate the benefit of our approach and allowed us to confirm the efficiency of our assumptions.

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Facilitating Business Process Improvement through Personalized Recommendation

Cited by 9 publications

References 25 publications

Industrial Challenges

Industrial Challenges

S-BPM’s Industrial Capabilities

IoDEP: Towards an IoT-Data Analysis and Event Processing Architecture for Business Process Incident Management

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