scholarly journals Methodology for determining the need to integrate digital technologies into the business processes of a construction organization

2021 ◽  
Vol 18 (4) ◽  
pp. 149-156
Author(s):  
A. O. Berezin ◽  
◽  
R. R. Kozakov ◽  
Keyword(s):  
Performance Indicators ◽  
Business Processes ◽  
Digital Technologies ◽  
Key Performance Indicators ◽  
Digital Marketing ◽  
Market Conditions ◽  
Construction Organization ◽  
Expert Commission

The article discusses the methodology for assessing the need to integrate digital technologies in the business processes of a construction organization. The actual costs from the introduction of digital technologies are shown, and the methods for analyzing the dependence of profit on the effect of the introduction of digital technologies are considered. Methods for assessing the effectiveness of decisions made by the expert commission on the necessary sets of key performance indicators for the introducing and implementing of digital technologies are discussed. Evaluation of digital marketing in the context of market conditions has been carried out.

Alignment and Identification of the Relationships between Key Performance Indicators in a Multilevel Tree Structure to Support Transportation Agency Decisions

2021 ◽  
pp. 036119812110190
Author(s):  
Hector Donaldo Mata ◽  
Mohammed Hadi ◽  
David Hale
Keyword(s):  
Machine Learning ◽  
Performance Indicators ◽  
Business Processes ◽  
Key Performance Indicators ◽  
Ordinary Least Squares ◽  
Learning Tools ◽  
Least Squares Regression ◽  
Upper Level ◽  
Selection Operator ◽  
Transportation Agencies

Transportation agencies utilize key performance indicators (KPIs) to measure the performance of their traffic networks and business processes. To make effective decisions based on these KPIs, there is a need to align the KPIs at the strategic, tactical, and operational decision levels and to set targets for these KPIs. However, there has been no known effort to develop methods to ensure this alignment producing a correlative model to explore the relationships to support the derivation of the KPI targets. Such development will lead to more realistic target setting and effective decisions based on these targets, ensuring that agency goals are met subject to the available resources. This paper presents a methodology in which the KPIs are represented in a tree-like structure that can be used to depict the association between metrics at the strategic, tactical, and operational levels. Utilizing a combination of business intelligence and machine learning tools, this paper demonstrates that it is possible not only to identify such relationships but also to quantify them. The proposed methodology compares the effectiveness and accuracy of multiple machine learning models including ordinary least squares regression (OLS), least absolute shrinkage and selection operator (LASSO), and ridge regression, for the identification and quantification of interlevel relationships. The output of the model allows the identification of which metrics have more influence on the upper-level KPI targets. The analysis can be performed at the system, facility, and segment levels, providing important insights on what investments are needed to improve system performance.

scholarly journals IT Effect Assessment for Non-profit Organization

2019 ◽  
Vol 8 (4) ◽  
pp. 8854-8858
Keyword(s):  
Performance Management ◽  
Performance Indicators ◽  
Business Processes ◽  
Key Performance Indicators ◽  
Federal State ◽  
Non Profit ◽  
Core Business ◽  
The Core ◽  
Commercial Activities ◽  
Non Profit Organizations

The article is devoted to assessing the effect of the implementation of information technologies in non-profit organizations. The purpose of the assessment is to evaluate the effect of IT implementation and its impact on key performance indicators of an organization. The indicators characterizing the results of the organization’s activities in accordance with the State Assignment and the results of commercial activities were used as the key performance indicators. For federal state budget NPOs, it has been shown that a positive IT effect for auxiliary business processes does not directly ensure positive performance indicators for the core business processes. Hidden effects of the use of IT were assessed by changes of the indicators of the core business processes. Performance indicators characterizing the results of commercial activities may demonstrate a negative effect. Understanding the specifics of non-profit organizations, as well as metrics and performance parameters characterizing the effectiveness of such organizations, is important to ensure a correct approach to the digitalization of business processes and their performance management.

scholarly journals Review of Key Performance Indicators for Process Monitoring in the Mining Industry

Energies ◽  
2020 ◽  
Vol 13 (19) ◽  
pp. 5169 ◽  
Author(s):  
Paulina Gackowiec ◽  
Marta Podobińska-Staniec ◽  
Edyta Brzychczy ◽  
Christopher Kühlbach ◽  
Toyga Özver
Keyword(s):  
Process Monitoring ◽  
Performance Indicators ◽  
Business Strategy ◽  
Lean Manufacturing ◽  
Process Management ◽  
Business Processes ◽  
Mining Industry ◽  
Key Performance Indicators ◽  
Sensor Data ◽  
Monitoring And Control

The sustainable development of an organisation requires a holistic approach to the evaluation of an enterprise’s goals and activities. The essential means enabling an organisation to achieve goals are business processes. Properly managed, business processes are a source of revenue and become an implementation of business strategy. The critical elements in process management in an enterprise are process monitoring and control. It is therefore essential to identify the Key Performance Indicators (KPIs) that are relevant to the analysed processes. Process monitoring can be performed at various levels of management, as well as from different perspectives: operational, financial, security, or maintenance. Some of the indicators known from other fields (such as personnel management, finance, or lean manufacturing) can be used in mining. However, the operational mining processes require a definition of specific indicators, especially in the context of increasing the productivity of mining machines and the possibility of using sensor data from machines and devices. The article presents a list of efficiency indicators adjusted to the specifics and particular needs of the mining industry resulting from the Industry 4.0 concept, as well as sustainable business performance. Using the conducted research and analysis, a list of indicators has been developed concerning person groups, which may serve as a benchmark for mining industry entities. The presented proposal is a result of work conducted in the SmartHUB project, which aims to create an Industrial Internet of Things (IIoT) platform that will support process management in the mining industry.

THE FACTORS INFLUENCING THE SUCCESS OF INTRODUCTION OF DIGITAL TECHNOLOGIES INTO THE ACTIVITIES OF RUSSIAN ENTERPRISES

2021 ◽  
pp. 93-110
Author(s):  
Tatiana V. Gudkova ◽  
Alisa S. Kasparyan
Keyword(s):  
Regression Analysis ◽  
Business Processes ◽  
Digital Technologies ◽  
Digital Economy ◽  
Digital Transformation ◽  
Market Conditions ◽  
Industrial Enterprises ◽  
Factors Influencing ◽  
Modern Technologies ◽  
The Way

Currently, increased competition in all industries encourages enterprises to look for new ways to improve their competitiveness. Today, in the conditions of the digital economy, digital transformation, implying the introduction of modern technologies into all business processes, can become a key tool that allows you to quickly adapt to changes in market conditions. In this study, on the basis of regression analysis, the factors contributing to the success of the introduction of digital technologies at industrial enterprises in Russia, as well as the barriers that arise in the way of their digital transformation, are identified.

Fuzzy set theory-based model for identifying the potential of improving process KPIs in production logistics area

2018 ◽  
Vol 4 (10) ◽  
pp. 327-336
Author(s):  
Denisa Hrusecka
Keyword(s):  
Set Theory ◽  
Fuzzy Set ◽  
Fuzzy Set Theory ◽  
Performance Indicators ◽  
Business Processes ◽  
Fuzzy Model ◽  
Real Data ◽  
Key Performance Indicators ◽  
Production Logistics ◽  
Low Performance

The high complexity of today’s manufacturing environment brings many problems with planning and managing, especially production, logistic and other key business processes. In many cases, it is quite complicating to identify the real causes of problems that enterprises face or to decide which one of them should be solved first. Especially, in the case of large enterprises, it is complicating to access expertise among all departments and employed professionals in order to solve the problems most efficiently. Our fuzzy model provides a simple tool for easy identification of the most significant problems of observed processes that cause their low performance according to the measured values of their key performance indicators. The model is based on data gained through interviews with production managers, industry experts and other professionals, and verified by real data from a model company. The results are presented in the form of case studies in this contribution. Keywords: Production logistics, key performance indicators, KPI, productivity, problem identification, fuzzy set theory, process.

scholarly journals EVALUATION OF SERVICE STANDARDS IN THE INFORMATION AND COMPLIANCE SERVICE TAX OFFICE

2019 ◽  
Vol 1 (1) ◽  
pp. 55-66
Author(s):  
Agus Bandiyono ◽  
Shanti Dwi Aryani
Keyword(s):  
Internal Control ◽  
Performance Indicators ◽  
Business Processes ◽  
Key Performance Indicators ◽  
Standard Operating Procedures ◽  
Service Guarantees ◽  
Standard Operating ◽  
Directorate General ◽  
Ministry Of Finance ◽  
Security Guarantees

This study aims to evaluate the service component standard of the Directorate General of Tax Information and Complaints Service Office and to identify the factors supporting the success of services at the Information and Information Services Office Complaints from the Directorate General of Tax. This study uses qualitative methods through interviews. The results show that there are several service standard components not included in the Information and Complaints Service Office's Standard Standards, namely cost/tariff requirements, infrastructure and/or facilities, implementing competencies, internal control, complaint handling, service guarantees, security guarantees, and performance evaluation executor. However, the Ministry of Finance has further stipulated which components must be included in the Standard Operating Procedures in the Regulation of the Minister of Finance of the Republic of Indonesia Number 131 / PMK.01 / 2015 concerning Guidelines for the Preparation of Business Processes, Decision Making Framework and Standard Operating Procedures in Ministry of Finance environment. Even though it does not meet the components in the Public Service Act it is not considered a problem as long as it fulfills the components in the PMK. Supporting factors for service success begins with determining Strategic Targets and Key Performance Indicators, then supported by activities needed to achieve the targets of each of the Key Performance Indicators.

scholarly journals THE MANAGEMENT SYSTEM OF BUSINESS PROCESS EFFICIENCY

2017 ◽  
pp. 66-74 ◽  
Author(s):  
Alina Igorevna Lykova
Keyword(s):  
Performance Management ◽  
Business Process ◽  
Balanced Scorecard ◽  
Performance Indicators ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Key Performance Indicators ◽  
Process Efficiency ◽  
Process Performance

Business process management and performance management merge with each other as business process management evolves. Efficiency is a characteristic of the system in terms of the ratio of costs and results of its functioning, ability to lead to given results. Efficiency in the concept of process management is the measurement of predefined operational characteristics of the process: qualitative and / or quantitative indicators that characterize the process. The main indicators of process efficiency are the process efficiency indices. In addition, in the theory of performance management key performance indicators are emitted. Although they have much in common (relatively constant, measurable, assess progress, etc.), the main difference between these indicators is that process performance indicators measure operational efficiency, while key performance indicators represent the business objectives that the company wants to achieve at a strategic level. There are different types of the process performance indicators: productivity and effectiveness, temporary, costly, high-quality; early and late. Process performance indicators are assigned to each process to monitor its effectiveness and to correlate the achievement of the process goal and the costs to achieve this goal. The establishment of key performance indicators depends on the organization's strategy and is implemented using methodologies developed and tested in practice, the most popular of which is the Balanced Scorecard. With the purpose of forming a control loop for the efficiency of business processes, the principles of managing the efficiency of processes are singled out: the level of development of performance management directly depends on the level of process maturity of the organization; when analyzing the process, performance indicators are primary, and then productivity; understanding customer motivation when evaluating the process; evolutionary measurement of effectiveness. The performance management framework of business processes consists of planning, execution (which also consists of performance monitoring processes for each selected process), verification and updating.

scholarly journals Marketing Tools for the Development and Enhance the Efficiency of E-Commerce in the Context of Digitalization

2021 ◽  
Vol 39 (5) ◽  
Author(s):  
Mariia Dykha ◽  
Tetiana Ustik ◽  
Olena Krasovska ◽  
Dmytro Pilevych ◽  
Zorina Shatska ◽  
...  
Keyword(s):  
Performance Indicators ◽  
Digital Technologies ◽  
Digital Marketing ◽  
Electronic Market ◽  
Digital Devices ◽  
Event Marketing ◽  
Business Goals ◽  
Banner Advertisements ◽  
Online Business ◽  
Successful Business

The global electronic market has become so large that a successful business can no longer exist and develop outside the Internet. The article notes how digital technologies have penetrated into online business. They are being incorporated into marketing plans and daily life, and people are using digital devices instead of physical stores; digital marketing campaigns are becoming more prevalent and effective.The article discusses the main marketing tools for the development and efficiency of e-commerce in the context of global digitalization: SMM marketing, SEO, contextual and banner advertisements, communication marketing, video marketing, event marketing, remarketing.The main trends and the most influential tools of the digital age are also highlighted.The main Key Performance Indicators are given. They reflect how the actions that are taken as part of an online promotion help the company move towards achieving its e-commerce business goals.

Fuzzy set theory–based model for identifying the potential for improving process KPI in production logistics area

2018 ◽  
Vol 4 (10) ◽  
pp. 154-163
Author(s):  
Denisa Hrusecka
Keyword(s):  
Set Theory ◽  
Fuzzy Set ◽  
Fuzzy Set Theory ◽  
Performance Indicators ◽  
Business Processes ◽  
Fuzzy Model ◽  
Real Data ◽  
Key Performance Indicators ◽  
Production Logistics ◽  
Low Performance

The high complexity of today´s manufacturing environment brings many problems with planning and managing, especially production, logistic and other key business processes. In many cases, it is quite complicated to identify the real causes of problems that enterprise faces or to decide which one of them should be solved as a first. Especially, in the case of large enterprises, it is quite complicated to access expertise among all departments and employed professionals in order to solve the problems in the most efficient way. The purpose of our fuzzy model is to provide a simple tool for easy identification of the most significant problems of observed processes that causes their low performance according to the measured values of their key performance indicators (KPIs). The model is based on data gained through the interviews with production managers, industry experts and other professionals, and it was verified by real data from one model company. The results are presented in the form of case study in this contribution. Keywords: Production logistics, key performance indicators (KPI), productivity, problem identification, fuzzy set theory, process.

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