Similarities and differences between business process management and lean management

Maldonado, Maurício Uriona; Leusin, Matheus Eduardo; Bernardes, Thiago Carrano de Albuquerque; Vaz, Caroline Rodrigues

doi:10.1108/bpmj-09-2019-0368

Cited by 21 publications

(30 citation statements)

References 27 publications

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“…The results of the study allow us to conclude that the factors “Continuous improvement,” “Long-term thinking,” “Leadership support,” and “Focus on the final user” have a direct impact on the process effectiveness, according to the survey respondents. Therefore, this study goes beyond demonstrating how the process management approach and the Lean system overlap or differ (Maldonado et al, 2020), and shows that Lean practices and values influence and help improve the effectiveness of processes.…”

Section: Discussionmentioning

confidence: 99%

“…Based on that, as much an organization improves the tasks and procedures of its processes, more effective will them become. For that, Maldonado et al (2020) highlight essential elements such as a focus on customers, continuous improvement, standardization of processes and the search for lower costs. Navarro (2021) argues that process management combined with lean management has provided companies with effective solutions and results in terms of economic, time, and material resources.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…By applying Lean practices, organizations can improve processes and turn them more effective creating mechanisms to the accountability of political actors. The Lean management philosophy and the Business process management approach, despite their differences, are complementary for the purpose of improving organizational performance through continuous improvement (Maldonado et al, 2020). In the public scenario, the adoption and adaptation of practices based on the values of the Lean Management philosophy also gain space and visible in different cases and situations (Almeida et al, 2017; Caiado et al, 2020; Hussain & Malik, 2016; Juliani & de Oliveira, 2021; Piercy & Rich, 2015; Waterman & McCue, 2012).…”

Section: Introductionmentioning

confidence: 99%

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The Influence of Lean Management Practices on Process Effectiveness: A Quantitative Study in a Public Institution

et al. 2022

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The applicability of Lean practices has been growing in the most different types of organizations, including public ones. Considering the growing need for better and more effective management systems, the objective of this work is to evaluate the influence of Lean practices on process effectiveness. A literature review was carried out to find Lean practices applicable to the public sector organizations and to outline the hypotheses of the work. The method of work consists of a survey, whose data collection was conducted through a questionnaire. The population of the study was composed by all the administrative servants of a public institution in Brazil. A valid sample of 997 answers was obtained from the studied institution. The data analysis was carried out by means of descriptive statistics, exploratory and confirmatory factor analysis, and multiple regression. The results allow identifying a positive influence of four Lean practices on the effectiveness of processes, which are: “Continuous improvement,” “Long-term thinking,” “Leadership support,” and “Focus on the final user.” The results also showed the influence of some dummy variables, such as “time in the public service” and “being head of sector.” As a conclusion of this work, it can be stated that Lean practices act as a basis for the effectiveness of processes and may optimize operational and administrative activities in public organizations.

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Section: Discussionmentioning

confidence: 99%

Section: Theoretical Backgroundmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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The Influence of Lean Management Practices on Process Effectiveness: A Quantitative Study in a Public Institution

et al. 2022

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“…Selain itu BPM juga membantu suatu organisasi dalam mengontrol dan mengawasi semua elemen proses bisnis seperti customer, workflow dan karyawan. Tujuan BPM yaitu untuk meningkatkan kualitas kinerja, efisiensi serta efektivitas suatu proses bisnis, sebab beberapa proses bisnis yang ada di organisasi pastinya perlu perbaikan berkelanjutan [5]. Implementasi BPM akan membantu bisnis dalam organisasi menghadapi persaingan dan tantangan seperti saat ini.…”

Section: Pendahuluanunclassified

Implementasi Business Process Improvement Menggunakan Pendekatan Lean Management

2021

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Proses bisnis adalah suatu kumpulan aktivitas atau pekerjaan terstruktur yang saling terkait dalam sebuah organisasi untuk menghasilkan produk atau layanan. Untuk kualitas produk dan layanan, tentu diperlukan proses bisnis yang efektif dan efisien. Selama ini proses bisnis masih banyak digambarkan dalam bentuk gambar mati berupa flowchart, karena belum mengenal notasi bernama BPMN (Business Process Model and Notation) yang bisa membuat gambar proses bisnis sekaligus memodelkannya dalam sebuah simulasi. Dengan menggunakan BPMN dapat disimulasikan proses bisnis yang paling efektif dan efisienuntuk menghasilkan produk atau layanan organisasi. Penelitian ini mengimplementasikan BPI (Business Process Improvement) dengan metode lean management, dan framework DMAIC (Define, Measure, Analysis, Improve, Control). DMAIC digunakan untuk perbaikan proses bisnis secara bertahap. Tools yang digunakan dalam membantu DMAIC pada penelitian ini diantaranya yaitu diagram SIPOC (Supplier, Input, Process, Output, Customer), identifikasi CTQ (Critical to Quality), mengukur kapabilitas proses menggunakan DPMO (Defects Per Million Opportunities), root cause analysis, kemudian disimulasikanmenggunakan toolBizagi Modeler. Dari penelitian pada proses bisnis STAI Attanwir diperoleh hasil bahwa ada dari 46 proses bisnis ada 15 yang mengalami waste. Dari 7 jenis waste, di STAI Attanwir ada 2 waste yang terjadi yaitu waste waiting dan waste movement. Dari 15 proses bisnis As-Is dan To-Be yang mengalami waste tersebut setelah dilakukan simulasi menggunakan BPI diperoleh hasil 12 proses bisnis mengalami perubahan yang signifikan dari segi waktu dan sumber daya. Namun ada 3 proses bisnis yang tingkat utilizationnya tetap tidak normal meskipun sudah dilakukan improvement.

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“…The present approach arises from the need for organisations to generate increasingly incisive results in a scarce resources environment (Boylan et al, 2013). Constantly, organisations are seeking for productivity and quality improvements while reducing costs to survive in an often tough market (Uriona Maldonado et al, 2020).…”

Section: Introductionmentioning

confidence: 99%

Decision-making approach for complex problems management in a scarce human resources environment

Andrade

Carinhana

2021

JM2

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Purpose This purpose of this study is to structure complex problems to be solved with greater efficiency, optimising the relationship between root causes (RC) relevance of the problem and utilisation of human resources to treat them, minimising the use of manpower in problem-solving activity and thus contributing to greater productivity within organisations. Design/methodology/approach The authors built an approach under the concepts of theory of constraints and multiattribute and multiobjective decision-making methods that were applied in a real complex problem of the low development of Brazilian space industry, by theoretical perspective. Also, the authors submitted it in a simulation environment to assess in which situations it is successful considering number of problem’s RC, system complexity and number of people in the system. Findings The approach was successful on the real case, finding the optimal relationship between the RC relevance and the number of people involved to treat them. For certain complex problem inputs configurations, simulation results reveal that the approach is reliable obtaining more than 95% chance of success in finding the optimal relationship, when comparing with traditional prioritising methods. Originality/value This approach introduces an unprecedented way to locate and evaluate non-physical constraints within a system, which is used to determine RC relevance, as well as an unprecedented way of defining a single optimal solution for structuring a problem, considering the relevance of RC and the use of human resources. The approach is useful for organisations in general which often need managing complex problems with few resources.

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Similarities and differences between business process management and lean management

Cited by 21 publications

References 27 publications

The Influence of Lean Management Practices on Process Effectiveness: A Quantitative Study in a Public Institution

The Influence of Lean Management Practices on Process Effectiveness: A Quantitative Study in a Public Institution

Implementasi Business Process Improvement Menggunakan Pendekatan Lean Management

Decision-making approach for complex problems management in a scarce human resources environment

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