scholarly journals Análise sobre os conceitos e práticas de Gestão por Processos: revisão sistemática e bibliometria

2015 ◽  
Vol 22 (1) ◽  
pp. 164-180 ◽  
Author(s):  
Diego Rodrigues Iritani ◽  
Sandra Naomi Morioka ◽  
Marly Monteiro de Carvalho ◽  
Aldo Roberto Ometto
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Total Quality ◽  
Business Excellence

Este artigo tem como objetivo analisar a teoria sobre Gestão por Processos de Negócio (BPM - Business Process Management). Para isso foi realizada uma revisão bibliográfica sistemática e foram utilizadas técnicas de análise de publicações, citações e de bibliometria. Os resultados mostram a multidisciplinaridade de BPM, como as diferentes áreas de pesquisa compreendem o tema e como praticam essa abordagem. Dentre os periódicos relevantes para o tema, destacaram-se o Business Process Managament Journal, Knowlegde and Process Managemente Total Quality Management & Business Excellence. Dentre as abordagens de aplicação foi possível verificar que existem três tipos adotados pelo estudo e ao todo foram identificadas oito práticas de BPM. As redes de bibliometria mostraram a existência de agrupamentos bibliométricos que pouco interagem, e a relação de BPM com as abordagens de gestão da qualidade e reengenharia. Apesar do aumento de publicações na área, o que mostra a relevância do tema, as publicações tendem a seguir escolas distintas e que ainda atuam de forma isolada na área de BPM.

Business process management - integracja reinżynierii procesów gospodarczych z kompleksowym zarządzaniem jakością

2007 ◽  
pp. 38-41
Author(s):  
Piotr Grudowski
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Business Process Reengineering ◽  
Process Reengineering ◽  
Total Quality

W artykule dokonano przeglądu literatury fachowej pod kątem opinii związanych z kluczowymi nurtami procesowego podejścia do zarządzania organizacjami. Przyjęto tezę, że zasadniczym rezultatem ewolucji orientacji procesowej jest koncepcja zarządzania procesami gospodarczymi (business process management - BPM) integrująca w sobie cechy BPR (business process reengineering) i TQM (total quality management). Przedstawiono ogólną charakterystykę BPR, a następnie na bazie krytyki tego podejścia zaprezentowano najważniejsze cechy BPM, uwypuklając nawiązania do zasad zarządzania jakością.

Essentials of total quality management: a meta-analysis

2014 ◽  
Vol 27 (6) ◽  
pp. 544-558 ◽  
Author(s):  
Ali Mohammad Mosadeghrad
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
English Language ◽  
Process Management ◽  
Meta Analysis ◽  
Point Of View ◽  
Total Quality ◽  
Content Type ◽  
Effective Strategies ◽  
Business Excellence

Purpose – The purpose of this paper is to identify critical successful factors for Total Quality Management (TQM) implementation. Design/methodology/approach – A literature review was conducted to explore the critical successful factors for TQM implementation between 1980 and 2010. Findings – A successful TQM implementation need sufficient education and training, supportive leadership, consistent support of top management, customer focus, employee involvement, process management and continuous improvement of processes. Research limitations/implications – The review was limited to articles written in English language during the past 30 years. Practical implications – From a practical point of view, the findings of this paper provide managers with a practical understanding of the factors that are likely to facilitate TQM implementation in organisations. Originality/value – Understanding the factors that are likely to promote TQM implementation would enable managers to develop more effective strategies that will enhance the chances of achieving business excellence.

Paradigms in business process management specifications: a critical overview

2019 ◽  
Vol 25 (5) ◽  
pp. 1040-1069 ◽  
Author(s):  
Panos T. Chountalas ◽  
Athanasios G. Lagodimos
Keyword(s):  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Management Tool ◽  
Total Quality ◽  
Content Type ◽  
Scholarly Publications ◽  
Common Framework ◽  
Management Paradigms ◽  
Critical Overview

Purpose Despite its popularity, business process management (BPM) is not unequivocally defined, but obtains different forms with varying specifications. This paper presents a critical overview of BPM, as it appears within four dominant management paradigms: total quality management, standardized management systems, business process reengineering and Six Sigma. The purpose of this paper is to explore BPM specifications and compare the BPM implementation potential under each paradigm. Design/methodology/approach This is based on the analysis of a large number of highly cited scholarly publications. In order to identify the nature of BPM within each paradigm, a common framework for comparison is first established and then, for each paradigm, BPM is analyzed according to the main parameters of this framework. Findings Many differences among various BPM forms are paradigm driven. So, the approach adopted by each paradigm (i.e. individual-process or systemic approach) affects the scope and role of BPM. The principles of each paradigm directly affect the attributes assigned to BPM. Despite of important differences, the structure of BPM within all paradigms conforms to the stages of the classical BPM lifecycle. However, each paradigm assigns different weights to each stage and also displays different levels of BPM implementability. Originality/value The paper presents a first systematic comparison of BPM specifications for the dominant management paradigms primarily deployed. It thus explains why many attributes originating from the paradigms have crept into the general BPM specifications. This work can be considered as a step toward defining the core attributes of a paradigm-independent BPM model, thus enhancing its application scope as an invaluable management tool.

Why Are There So Many Different Continuous Improvement Models?

2019 ◽  
Vol 9 (1) ◽  
pp. 73-91 ◽  
Author(s):  
Brian J. Galli
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Continuous Improvement ◽  
Business Process ◽  
Six Sigma ◽  
Lean Manufacturing ◽  
Profit Maximization ◽  
Customer Retention ◽  
Total Quality ◽  
Maximum Profit

This article examines the implementation of continuous improvement patterns and the various continuous improvement (CI) models used in an organization. Despite the size of an organization, the goal is to achieve the maximum profit by pursuing continuous improvement. There are certain models and theories used in organizations for this reason, which include total quality management, business process re-engineering, Six Sigma, and Lean manufacturing methodology. These models are not only concerned with customer retention and profit maximization, but they are also equally effective for the employee's wellbeing. Different methodologies used in continuous improvement processes will help industrial engineers simplify complex tasks by applying CI tools to different situations. However, the key is to understand what tools and models are appropriate for each application.

Formal strategic planning

2002 ◽  
Vol 8 (5) ◽  
pp. 416-429 ◽  
Author(s):  
Nicholas O’Regan ◽  
Abby Ghobadian
Keyword(s):  
Quality Management ◽  
Strategic Planning ◽  
Total Quality Management ◽  
Business Process ◽  
Business Planning ◽  
Total Quality ◽  
Implementation Barriers ◽  
Major Drawback ◽  
Implementation Stage

The literature contends that the lack of strategic business planning is a major drawback in the implementation of business process initiatives such as total quality management. In addition, it is evident that strategic planning firms achieve better performance than other firms. However, strategic planning often fails due to problems or barriers encountered at the implementation stage. It is unclear from the limited research carried out to date what actions, if any, firms can take to minimise or eliminate these barriers. This paper examines the concept of strategic planning and identifies the barriers to its implementation. It considers the suitability of formal strategic planning as the key to eliminating or reducing implementation barriers by comparing the extent to which the barriers are experienced in formal and non‐formal planning firms. The paper also examines the extent to which the barriers are experienced by high and low performing firms.

A review of the importance of business process management in achieving sustainable competitive advantage

2014 ◽  
Vol 26 (5) ◽  
pp. 522-531 ◽  
Author(s):  
Devika Nadarajah ◽  
Sharifah Latifah Syed Abdul Kadir
Keyword(s):  
Competitive Advantage ◽  
Business Process ◽  
Business Process Management ◽  
Best Practice ◽  
Process Management ◽  
Theory Building ◽  
Dynamic Capability ◽  
Sustainable Competitive Advantage ◽  
Total Quality ◽  
Content Type

Purpose – In today's height of competition, business process management (BPM) is regarded as best practice management principle that can assist companies in sustaining competitive advantage. The purpose of this paper is to strengthen theory building of BPM in fostering sustainable competitive advantage based on dynamic capability theory. Design/methodology/approach – BPM owes its existence to total quality management (TQM) and business process reengineering and has gained importance as an enabler to coordinate the intricacies of the organisations. Past researches on BPM have been largely conceptual using case studies with scarce evidence for theory building. Findings – Based on the review of literature, the study of BPM can be studied based on dynamic capability theory. Originality/value – The outcome of this paper would add value to theory building for BPM.

Sign in / Sign up

Export Citation Format

Share Document