The Role of Controlling in Process Management

2020 ◽  
pp. 429-437
Author(s):  
Igor Fiodorov ◽  
Alexander Sotnikov
Keyword(s):  
Process Management

scholarly journals The Role of Industry 4.0 and BPMN in the Arise of Condition-Based and Predictive Maintenance: A Case Study in the Automotive Industry

2021 ◽  
Vol 11 (8) ◽  
pp. 3438
Author(s):  
Jorge Fernandes ◽  
João Reis ◽  
Nuno Melão ◽  
Leonor Teixeira ◽  
Marlene Amorim
Keyword(s):  
Business Process ◽  
Automotive Industry ◽  
Industry 4.0 ◽  
Process Model ◽  
Business Process Management ◽  
Process Management ◽  
Predictive Maintenance ◽  
The Evolution Of Industry

This article addresses the evolution of Industry 4.0 (I4.0) in the automotive industry, exploring its contribution to a shift in the maintenance paradigm. To this end, we firstly present the concepts of predictive maintenance (PdM), condition-based maintenance (CBM), and their applications to increase awareness of why and how these concepts are revolutionizing the automotive industry. Then, we introduce the business process management (BPM) and business process model and notation (BPMN) methodologies, as well as their relationship with maintenance. Finally, we present the case study of the Renault Cacia, which is developing and implementing the concepts mentioned above.

The moderating role of competitive strategy in relating firm performance to quality management and government support

2010 ◽  
Vol 10 (1) ◽  
pp. 59-76 ◽  
Author(s):  
Jiqin Han ◽  
S.W.F. (Onno) Omta ◽  
Jacques Trienekens ◽  
Ron Kemp
Keyword(s):  
Firm Performance ◽  
Quality Management ◽  
Competitive Strategy ◽  
Process Management ◽  
Management Practices ◽  
Business Environment ◽  
Government Support ◽  
Supplier Quality Management ◽  
Quality Design

One of the main concerns in companies is quality management and its relationship to firm performance. Recently a growing interest in research is the important role of the business environment in the competitive strategy choices of companies. By proposing a conceptual framework for a general model that explains the quality management practices-firm performance link and the business environment-firm performance link, we test the moderating role of competitive strategy in the two links empirically. A survey was conducted of 229 pork-processing firms in the emerging economy of China. We find that specific quality management practices contributing to higher performance include in-company quality management, supplier quality management, employee involvement in quality management and process management, while quality design and customer quality management are not included. Findings also indicate that the business environment (government support in our research) has a positive relationship to firm performance. Competitive strategy only strengthens the relationship between firm performance and quality design, process management, supplier quality management and customer quality management.

Driving organisational ambidexterity through process management. The key role of cultural change

2013 ◽  
Vol 25 (9-10) ◽  
pp. 1026-1038 ◽  
Author(s):  
María D. Moreno-Luzon ◽  
María Gil-Marques ◽  
Francisco Arteaga
Keyword(s):  
Cultural Change ◽  
Process Management

scholarly journals MANAGING SERVICE RECOVERY PROCESSES: THE ROLE OF CUSTOMER'S AGE / VARTOTOJŲ AMŽIAUS ĮTAKA PASLAUGŲ VERTINIMUI

2011 ◽  
Vol 12 (3) ◽  
pp. 503-528 ◽  
Author(s):  
Jesús Cambra-Fierro ◽  
Juan M. Berbel-Pineda ◽  
Rocío Ruiz-Benítez ◽  
Rosario Vazquez-Carrasco
Keyword(s):  
Process Management ◽  
Service Providers ◽  
Service Recovery ◽  
Recovery Process ◽  
Effective Management ◽  
Research And Practice ◽  
Recovery Processes ◽  
Front End ◽  
Effective Service

Research and practice show that effective management of service recovery processes boosts customer satisfaction. Under this assumption, the purpose of this paper is to analyze a set of factors which may determine satisfaction with recovery processes and loyalty. We also analyze the role of age as potential moderating. Segmenting customers' samples by age may potentially contribute to more effective service recovery process management. Older customers seem to be more loyal when dealing with service providers than younger customers, while younger customers are more demanding in terms of companies' efforts. Implications for both literature and practice are included at the front-end of the paper. Santrauka Tiek moksliniai tyrimai, tiek ir praktika rodo, kad grąžinimo procesų valdymo veiksmingumas skatina klientų pasitenkinimą. Remiantis šia prielaida, straipsnio tikslas yra išanalizuoti veiksnius, turinčius įtakos klientų pasitenkinimo lygiui ir lojalumui. Taip pat analizuojamas ir vartotojų amžiaus rodiklis, jo potencialo kaita. Atsižvelgiant į tai, klientai buvo sugrupuoti pagal amžių ir buvo analizuojama, kaip vieni ar kiti procesai juos veikia. Atliktas tyrimas parodė, kad vyresnio amžiaus klientai yra labiau ištikimi nei jaunesni, o jaunesni klientai yra reiklesni įmonių teikiamoms paslaugoms.

The role of the chief process officer in organizations

2019 ◽  
Vol 25 (4) ◽  
pp. 688-706 ◽  
Author(s):  
Simon Kratzer ◽  
Patrick Lohmann ◽  
Maximilian Roeglinger ◽  
Lea Rupprecht ◽  
Michael zur Muehlen
Keyword(s):  
Content Analysis ◽  
Organizational Performance ◽  
Cultural Change ◽  
Process Management ◽  
Business Processes ◽  
Chief Information Officer ◽  
Content Type ◽  
Chief Operating Officer ◽  
Part Time

Purpose The design and execution of business processes are important drivers of organizational performance. Organizations design their operations around cross-functional processes adopting business process management (BPM) methods, tools and systems. This often involves assigning BPM accountability to senior executives such as the chief operating officer (COO), chief information officer (CIO), or chief technology officer (CTO). Some organizations appoint a chief process officer (CPO), a phenomenon raising important questions about the skills and responsibilities of this position within the top management team. The purpose of this paper is to conduct an empirical study to explore the skills and responsibilities of CPOs and differences to other executives. Design/methodology/approach The authors conducted an exploratory content analysis of job resumes from LinkedIn.com to investigate the skills and careers of individuals appointed as COO, CIO, CTO and CPO in organizations from different industries and sizes. The content analysis was complemented with expert interviews of CPOs to obtain rich insights into their perception of the responsibilities of this position. Findings CPOs possess a unique skill set to serve as change agents. Their skills enable them to serve as integrators and influencers across managerial ranks and corporate functions. COOs, CIOs and CTOs possess more specialized skills related to their corporate function, whereas CPOs are more generalists who facilitate process-oriented strategy and execution, driving cultural change throughout the organization. These findings are consistent across industry and size. Originality/value This is the first paper to examine the CPO position in relation to other senior executive positions. Hence, it addresses an important gap in the BPM literature which can help organizations to make informed decisions whether they need a CPO position or have it become a part-time role of one of their existing C-level positions.

MANAGEMENT OF INNOVATIVE DEVELOPMENT OF THE ENTERPRISE WITH THE APPLICATION OF THE TECHNOPOLIS CONCEPT

2020 ◽  
pp. 19-23
Author(s):  
К. Horiacheva ◽  
О. Zvonenko
Keyword(s):  
Process Management ◽  
Raw Materials ◽  
Innovation Process ◽  
Developed Countries ◽  
Production Volume ◽  
Innovation Development ◽  
Policy Model ◽  
New Knowledge ◽  
Innovation Cycle

The article provides a research survey in the area of innovation development and innovation process management. It offerstechno-policy model of information maintenance of innovation development. А соnсеpt is given related to industrial andadministrative-territorial information flows synthesis to form а common base of knowledge in the field of management andinnovation development. The growing use of new knowledge in a developed system of innovation processes has become thebasis for sustainable socio-economic development of countries that are entering the late industrial and post-industrial phases ofdevelopment. The analysis of current trends and the role of this new sector of the world economy, conducted by the authors,gives grounds for the following conclusions: – the results of scientific and technical (innovative) activities are one of the mainresources that determines the rate of economic growth of developed countries; – the role of the new sector in the distribution ofspheres of influence on the international markets of tangible assets (production volume and profit from their sale) is growing; –the role of the market of innovative products in the redistribution of price policy factors between industrialized countries andcountries exporting raw materials (through a system of world prices for raw materials and prices for products made usingknowledge-intensive and high technology). It is fundamentally important that the effectiveness of development in modern societyis achieved not only through the development of science and industry, but also by ensuring the entire innovation cycle, from theprocess of acquiring new knowledge, transferring it to productive sectors of the economy and ending with their use andimplementation. Since the use of new knowledge is usually carried out in order to obtain economically significant competitiveadvantages in the final product market, all stages of the innovation cycle are under the informational, organizational and financialinfluence of market factors.

Object-Aware Business Processes

2011 ◽  
Vol 2 (2) ◽  
pp. 19-46 ◽  
Author(s):  
Vera Künzle ◽  
Barbara Weber ◽  
Manfred Reichert
Keyword(s):  
Process Modeling ◽  
Process Management ◽  
Business Processes ◽  
Data Driven ◽  
Process Support ◽  
Management Technology ◽  
It Support ◽  
Business Objects ◽  
Knowledge Intensive

Despite the increasing maturity of process management technology not all business processes are adequately supported by it. Support for unstructured and knowledge-intensive processes is missing, especially since they cannot be straight-jacketed into predefined activities. A common characteristic of these processes is the role of business objects and data as drivers for process modeling and enactment. This paper elicits fundamental requirements for effectively supporting such object-aware processes; i.e., their modeling, execution, and monitoring. Imperative, declarative, and data-driven process support approaches are evaluated and how well they support object-aware processes are investigated. A tight integration of process and data as major steps towards further maturation of process management technology is considered.

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