scholarly journals Combination of Process Mining and Simulation Techniques for Business Process Redesign: A Methodological Approach

2013 ◽  
pp. 24-43 ◽  
Author(s):  
Santiago Aguirre ◽  
Carlos Parra ◽  
Jorge Alvarado
Keyword(s):  
Business Process ◽  
Process Mining ◽  
Methodological Approach ◽  
Business Process Redesign ◽  
Process Redesign ◽  
Simulation Techniques

A Methodology for Integrating Business Process and Simulation for Business Process Redesign

2005 ◽  
Vol 6 (1) ◽  
pp. 74-97 ◽  
Author(s):  
Joong‐In Kim ◽  
Dong‐Soon Yim ◽  
Jung‐Sang Choi ◽  
Keun‐Chong Kim
Keyword(s):  
Business Process ◽  
Business Process Redesign ◽  
Process Redesign

Representation Type Preferences in Operational Business Process Redesign

2013 ◽  
pp. 126-149
Author(s):  
Ned Kock
Keyword(s):  
Business Process ◽  
Business Processes ◽  
The Other ◽  
Business Process Redesign ◽  
Process Redesign ◽  
Process Representation ◽  
New Business ◽  
Quasi Experimental ◽  
Communication Flow ◽  
Representation Types

This paper reports on a quasi-experimental field study in which business process redesign groups in four different US organizations used two different business process representation types. One of the representation types emphasized an activity flow (or workflow) view of business processes, which appears to currently be the most prevalent in actual operational-level business process redesign projects; the other emphasized a communication flow view. The study suggests that, contrary to assumptions likely underlying most of the current business process redesign practice, communication flow-oriented representations of business processes are perceived by those involved in their redesign as significantly more useful in the following aspects than activity flow-oriented representations: identification of opportunities for process improvement, application of process redesign guidelines, visualization of process changes, and development of generic information technology solutions to implement new business processes. Important implications for managers and researchers stemming from these results are discussed.

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