Case Study and Maturity Model for Business Process Management Implementation

2009 ◽  
pp. 128-142 ◽  
Author(s):  
Michael Rohloff
Keyword(s):  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Maturity Model

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.

scholarly journals Proposal for an approach to evaluate continuity in service supply chains: Case of the Moroccan electricity supply chain

2019 ◽  
Vol 9 (6) ◽  
pp. 5552 ◽  
Author(s):  
Houda Mezouar ◽  
Abdellatif El Afia
Keyword(s):  
Supply Chain ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Residential Buildings ◽  
Suggested Approach ◽  
Root Cause ◽  
Process Behavior ◽  
Service Supply Chains

The purpose of this paper is to develop an approach to analyse and evaluate continuity in Service Supply Chain (SSC), through a case study. This approach is based on the data-driven quality strategy "Define, Measure, Analyze, Improve, Control" (DMAIC) which is used to drive Six Sigma projects, and on the characteristics of Smart Supply Chain. It combines Business process management (BPM), Supply Chain Operations Reference (SCOR), and the Root cause analysis tree diagram. The chosen case study is the electricity SCC, especially the business process 'management of electricity for residential buildings' of the Moroccan electricity SSC. The paper shows that the suggested approach identifies the discontinuity causes for the studied SSC, improves the business process behavior and manages its control by providing a dashboard that encompasses KPIs for periodically controlling of the SSC "to-be" state.

scholarly journals Determining the Level of Maturity of the Business Process Management System on the Example of an Agro-Industrial Enterprise

2020 ◽  
Vol 12 (515) ◽  
pp. 446-454
Author(s):  
Dongcheng Wang ◽  
Keyword(s):  
Business Process ◽  
Management System ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Current Level ◽  
Industrial Enterprise ◽  
Maturity Model ◽  
Characteristic Features ◽  
Four Levels

The article is aimed at determining the level of maturity of the business process management system of an agro-industrial enterprise. The existing common approaches to assessing the maturity of the business process management system are identified, their defining features are determined. A definition of maturity of the business process management system of the enterprise is made. The features of the process and enterprise maturity model (PEMM) developed by M. Hammer are described in detail. Four levels of business processes that form the system according to the Hammer model are characterized. The aspects and directions of research of maturity of the business process management system of enterprise according to the PEMM model by M. Hammer are specified. The scale of assessment of the level of maturity of the business process management system of enterprise according to certain criteria is provided. The procedure for assessing the maturity level of the business process management system of the enterprise under research is described and a scale is provided that helps to determine the current level of maturity of the system from the very low to the very high (five such levels are defined in general). Descriptions of the levels of business processes according to the PEMM model are specified in terms of the aspects of Projecting, Contractors, Process Owner, Infrastructure and Indicators. For each aspect, an assessment of the business process management system of the enterprise under research was carried out. The results are presented both by a separate direction and by each aspect of the assessment of the maturity of the business process management system of enterprise. For each aspect of the assessment of the system maturity, the characteristic features are determined, the main disadvantages and achievements are indicated. On the basis of the determined estimates of the business process management system of the enterprise under research, an assessment of the maturity of the business process management system of this enterprise in view of certain aspects is computed, as well as its current level is defined. To identify the most problematic areas in the business process management system, the existing level of maturity of the system is depicted using a petal chart. The main directions of further improvement of the existing system are defined.

Onto-VP2M

2017 ◽  
Vol 13 (3) ◽  
pp. 39-62 ◽  
Author(s):  
Fatma Ellouze ◽  
Mohamed Amine Chaâbane ◽  
Eric Andonoff ◽  
Rafik Bouaziz
Keyword(s):  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Research Area ◽  
Collaborative Process ◽  
Subsea Pipeline ◽  
Context Reasoning ◽  
Active Research ◽  
Active Research Area

Collaborative process (CP) flexibility is an active research area in the field of business process management (BPM). It deals with both foreseen and unforeseen changes in the environment where CPs operate. In the literature, the version-based approach is largely used to cope with CP flexibility. However, BPM practitioners from various organizations can encounter some difficulties in a multi-version setting, of which when they must select the most appropriate CP version to be executed. Therefore, the aim of this article is to offer a solution to help them in this delicate task by proposing an ontology-based approach to model and query the context of versions of CP. More precisely, the authors recommend a new ontology, entitled BPM-Context-Onto, and a framework, entitled Onto-VP2M-Framework, providing support for (1) context version modeling in the BPM area, and (2) context-based querying exploiting reasoning mechanisms of the proposed ontology. The evaluation of the recommended framework shows that combining ontology with context reasoning is a promising idea in the BPM area. This novel framework has been examined within a real case study, namely the Subsea Pipeline CP.

From business process management to customer process management

2015 ◽  
Vol 21 (2) ◽  
pp. 250-266 ◽  
Author(s):  
Peter Trkman ◽  
Willem Mertens ◽  
Stijn Viaene ◽  
Paul Gemmel
Keyword(s):  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Customer Orientation ◽  
Long Term Effects ◽  
Content Type ◽  
Case Study Analysis ◽  
Customer Centricity

Purpose – The purpose of this paper is to argue that in order to achieve customer centricity through business process management (BPM), companies have to obtain the profound understanding of customers’ processes and when necessary change not only the interactions with but also the processes of their customers. A method is presented that allows doing this in a systematic manner. Design/methodology/approach – A case study of a large multinational company was conducted. Several different sources and methods were used, including document analysis, interviews and a qualitative analysis of responses to open-ended questions. Data were gathered at three points in time: before, during and after the implementation of the presented approach. Findings – The method that was successfully employed by the case organisation consisted of combining BPM with service blueprinting, and of extending these efforts by integrating the customers’ internal processes into the scope of improvement. Research limitations/implications – The paper does not thoroughly evaluate the long-term effects of the proposed approach. Some results of the case study analysis had to be excluded from this paper due to reasons of confidentiality. Practical implications – The paper presents an approach for organisations to not only understand the needs of their customers but also the way in which their product is used in customers’ processes. In this way BPM can be implemented in a truly customer-oriented way. Originality/value – This paper extends previous work by presenting one way in which BPM can follow up on its promise of increasing an organisations customer orientation. While servitisation has received a lot of attention in various disciplines, its application within BPM research and practice has been scarce.

scholarly journals Business process management maturity model: Serbian enterprises' maturity level

2012 ◽  
Vol 60 (3-4) ◽  
pp. 190-198
Author(s):  
Marija Andjelkovic-Pesic ◽  
Vesna Jankovic-Milic ◽  
Aleksandra Andjelkovic
Keyword(s):  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Maturity Model ◽  
Maturity Level

scholarly journals Service value stream management (SVSM) - a case study

2021 ◽  
Vol 12 (4) ◽  
pp. 832-855
Author(s):  
Delmo Alves de Moura ◽  
Victor Carneiro Bonadio
Keyword(s):  
Business Process ◽  
Customer Value ◽  
Business Process Management ◽  
Process Management ◽  
The United States ◽  
Air Transport ◽  
Value Stream ◽  
Stream Management ◽  
Air Transport Industry

Air transport accounts for a significant portion of all wealth production in the world. In the case of Brazil, although the air transport industry is undergoing profound changes because of the economic crisis, there is enormous potential for this market to resume growth, especially when compared to the number of passengers/inhabitant of already consolidated markets, such as the United States. However, to grow in this market, airlines need to be prepared to adapt to new dynamics and overcome the effects of the economy on the industry. This paper presents a case study of an airline that in the crisis period lost its market leadership and chose to restructure the business-to-business (B2B) sales department to achieve better results in its Business Process Management (BPM). It seeks to identify which factors led the company to lose this leadership from the perspective of its customers and propose a way to review internal processes, eliminating waste, so that the company can resume its position in the market. It has been applied lean service-focused concepts to raise possible causes, identifying and optimized internal sales department flows to create a more appropriate customer value proposition, and correcting for each type of waste mapped. The objective of this case study was to apply the concepts related to the Value Stream Map tool to reduce activities that do not add value, in a service area, of a large airline. The objective was to improve the company's Business Process Management, aiming at a lean, effective and efficient process, improving the organization's performance and competitiveness.

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