scholarly journals Business Process Maturity Level of MSMEs in East Java, Indonesia

2019 ◽  
Vol 161 ◽  
pp. 1098-1105 ◽  
Author(s):  
Fitriyana Dewi ◽  
Mahendrawathi ER
Keyword(s):  
Business Process ◽  
Maturity Level ◽  
Process Maturity ◽  
Business Process Maturity

Aligning business process maturity level with SMEs growth in Indonesian fashion industry

2018 ◽  
Vol 26 (4) ◽  
pp. 709-727 ◽  
Author(s):  
Made Andriani ◽  
T.M.A. Ari Samadhi ◽  
Joko Siswanto ◽  
Kadarsah Suryadi
Keyword(s):  
Process Improvement ◽  
Business Process ◽  
Growth Stage ◽  
Maturity Model ◽  
Maturity Level ◽  
Process Maturity ◽  
Business Process Improvement ◽  
Content Type ◽  
Proposed Model ◽  
Business Process Maturity

Purpose This study aims to develop a business process maturity model, especially on operation processes, based on the characteristics of each organisational growth stage, to increase small and medium enterprises (SMEs) growth. With this information, SMEs can identify their needs and priorities for business process improvement based on the characteristics that are inherent in the organisation. Design/methodology/approach The proposed model was developed by reviewing the literature on previous studies related to the organisational life cycle and its characteristics, as well as a business process maturity model. Furthermore, historical case studies were conducted to validate the proposed model. Case study objects in this research were fashion industry companies that have grown from an SME scale to national level. Findings The results of this research indicate that the characteristics of each growth stage are different, which led to increased complexity and maturity of business processes run. Therefore, SMEs should pay attention to their growth stages, as a basis to improve their business process maturity, especially on the critical processes, which are evaluate products performance, design products and services and monitor sales. Through this model, SMEs can determine the business’ current growth stage and use the proposed model as guidance for business process improvement to accelerate organisational growth. Research limitations/implications Validation of the proposed model was done by conducting a historical case study. To generalise the model, it is recommended to survey similar industry and test quantitatively using statistical methods. However, further research can be used in other industries that might yield different results. Besides, this research can also be developed in the supporting process categories. Practical implications This study provides a practical guide for SMEs to identify their current growth stage, and implement the measurement of business process maturity level. Maturity level standard at every growth stage can be used in determining the priority of business process improvement to drive organisational growth. Originality/value Through this research, the BPMM method was developed to enable SMEs to implement a self-evaluation process without seeking external assistance and assess their needs through a clear and understandable scale allowing for further development of the business. By using this method, SMEs can manage their business processes maturity level to encourage its growth.

scholarly journals BUSINESS PROCESS MATURITY LEVEL DETERMINATION: A METHODOLOGICAL OUTLINE

Ekonomika ◽  
2011 ◽  
Vol 90 (2) ◽  
pp. 114-127
Author(s):  
Darius Klimas
Keyword(s):  
Business Process ◽  
Process Management ◽  
Extensive Literature ◽  
Organization Performance ◽  
Maturity Model ◽  
Maturity Level ◽  
Process Maturity ◽  
Model Framework ◽  
Implementation Guidelines ◽  
Business Process Maturity

Extensive literature on business process management (BPM) suggests that organizations could enhance their overall performance by adopting a process view of business. Hammer (2007) states that, in virtually every industry, companies of all sizes have achieved extraordinary improvements in cost, quality, speed, profitability, and other key areas by focusing on, measuring and redesigning their customer-facing and internal processes. In reality, many things need to be changed to harness the power of processes, but how to ensure what exactly need to be changed, how much, and when? In the article, a methodologically extended Hammer’s business process maturity model framework and its methodological implementation guidelines are presented. The developed framework serves as a diagnostic tool for the identification of organization process maturity level and to do reasoned optimal improvements which lead to a better overall organization performance.

scholarly journals The development of a questionnaire to measure business process maturity

2017 ◽  
Vol 25 (3-4) ◽  
Author(s):  
David Aberle ◽  
Jan Henkel
Keyword(s):  
Business Process ◽  
Design Method ◽  
Academic Research ◽  
Future Research ◽  
Process Maturity ◽  
Confirmatory Factor ◽  
Business Process Maturity ◽  
Larger Sample ◽  
Weak Result ◽  
Method Approach

Purpose: the creation of a questionnaire for business process maturity measurement. Design/Method/Approach. The authors developed a set of items and applied confirmatory factor analysis in order to demonstrate questionnaire validation and reliability. Findings. The model supports prior research to the extent that business process maturity can be explained by strategic alignment, governance and culture. Surprisingly, methodology showed weak result and IT & Technology as well as people did not seem to be part of the model. Theoretical implications. This research not only confirmed prior research but also showed that there is wiggle room regarding the underlying factors of business process maturity and how to apply them. Practical implications. This research provides a questionnaire for practitioners to assess business process maturity. Originality/Value. The authors created a questionnaire that can be used in practice and is based on factors backed up by academic research and findings. Research limitations/Future research. The authors suggests applying the questionnaire to a larger sample size as well as expanding the statistical methods used.   Paper type – empirical.

scholarly journals Choosing the right business process maturity model

2013 ◽  
Vol 50 (7) ◽  
pp. 466-488 ◽  
Author(s):  
Amy Van Looy ◽  
Manu De Backer ◽  
Geert Poels ◽  
Monique Snoeck
Keyword(s):  
Business Process ◽  
Maturity Model ◽  
Process Maturity ◽  
The Right ◽  
Business Process Maturity

Business analytics in supply chains – The contingent effect of business process maturity

2012 ◽  
Vol 39 (5) ◽  
pp. 5488-5498 ◽  
Author(s):  
Marcos Paulo Valadares de Oliveira ◽  
Kevin McCormack ◽  
Peter Trkman
Keyword(s):  
Supply Chains ◽  
Business Process ◽  
Business Analytics ◽  
Process Maturity ◽  
Business Process Maturity

scholarly journals Bedeutung des Prozessreifegrads für die Patientenorientierung im Gesundheitswesen

2019 ◽  
Vol 25 (01) ◽  
pp. 37-42
Author(s):  
Yevgen Bogodistov ◽  
Jürgen Moormann ◽  
Rainer Sibbel ◽  
Oleksandr Krupskyi ◽  
Moritz von Hanstein ◽  
...  
Keyword(s):  
Business Process ◽  
Maturity Model ◽  
Process Maturity ◽  
Business Process Maturity

Zusammenfassung Zielsetzung Eine gute Organisation der internen Prozesse ist für ein funktionierendes Gesundheitswesen essenziell. Von besonderer Bedeutung ist der Prozess der Behandlung und Interaktion mit den Patienten, da die Wahrnehmung von Behandlung und Interaktion in einem direkten Zusammenhang mit der Patientenzufriedenheit steht. Letztere hat einen großen Einfluss auf die Gesundung der Patienten. Welche Auswirkungen der Reifegrad des Behandlungs- und Interaktionsprozesses auf die Patientenorientierung hat, wird am Beispiel einer umfangreichen Befragung von Krankenhausmanagern in der Ukraine untersucht. Methodik Die Analyse basiert auf einer empirischen Erhebung, die bei Chefärzten und deren Stellvertretern in einer ukrainischen Großstadt, die als Modell-Stadt einer umfassenden Gesundheitsreform fungiert, durchgeführt wurde. Anhand des Business Process Maturity Model (BPMM) haben wir unsere Hypothese, dass ein hoher Prozessreifegrad zu einem hohen Maß an Patientenorientierung führt, getestet. Dazu haben wir eine Methode zur Messung des Prozessreifegrads entwickelt und diese auf Validität und Reliabilität geprüft. An der Befragung haben 79 Chefärzte und Stellvertreter teilgenommen, die alle öffentlichen Gesundheitseinrichtungen der Stadt (Krankenhäuser, Familienärztehäuser etc.) repräsentieren. Ergebnisse Die Untersuchung zeigt einen klaren Zusammenhang zwischen der Reife des Behandlungs- und Interaktionsprozesses und dem Grad der Patientenorientierung der jeweiligen Gesundheitseinrichtung. Die Varianz, die durch die unabhängige Variable Prozessreifegrad erklärt wird, liegt bei 16,3 %. Alle formativen Dimensionen zeigen einen stark signifikanten Einfluss auf das Konstrukt „Patientenorientierung”. Der Reifegrad des Behandlungs- und Interaktionsprozesses weist ebenfalls einen stark signifikanten Einfluss auf die Patientenorientierung auf. Schlussfolgerung Für Gesundheitseinrichtungen ist es von großer Bedeutung, einen hohen Reifegrad des Behandlungs- und Interaktionsprozesses zu erreichen, um damit dem Anspruch von Patientenorientierung gerecht werden zu können. Die Reife des Prozesses kann mit dem im Rahmen dieser Studie entwickelten Fragebogen getestet werden.

A global investigation of key turning points in business process maturity

2009 ◽  
Vol 15 (5) ◽  
pp. 792-815 ◽  
Author(s):  
Kevin McCormack ◽  
Jurgen Willems ◽  
Joachim van den Bergh ◽  
Dirk Deschoolmeester ◽  
Peter Willaert ◽  
...  
Keyword(s):  
Business Process ◽  
Turning Points ◽  
Process Maturity ◽  
Business Process Maturity
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