Successful Business Process Improvement through E-Collaboration

2011 ◽  
pp. 132-160
Author(s):  
Ned Kock
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Process Improvement ◽  
Business Process ◽  
Total Quality ◽  
Business Process Improvement ◽  
Successful Business ◽  
The 1950S

The idea of business process-focused improvement has been with us for many years. Many speculate that it is as old as the total quality management movement, which began in Japan in the 1950s. Some think the idea is much older, dating back to the time of the Pharaohs of Egypt.

What is a Business Process?

2011 ◽  
pp. 32-50
Author(s):  
Ned Kock
Keyword(s):  
Total Quality Management ◽  
Organizational Performance ◽  
Process Improvement ◽  
Business Process ◽  
Business Process Reengineering ◽  
Process Reengineering ◽  
Total Quality ◽  
Business Process Improvement ◽  
Show Business ◽  
Management Approaches

Business process improvement can be defined as the analysis, redesign, and subsequent change of organizational processes to achieve performance and competitiveness gains. The idea that business process-focused improvement can be used as a tool to boost organizational performance and competitiveness is not new. In fact, business process improvement has been the basis of several widely adopted management approaches, such as total quality management, business process reengineering, and organizational learning. As the following sections briefly show, business process-focused improvement can be a unifying concept of these management approaches.

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.

scholarly journals Reengineering Business Processes as a Tool for Successful Business

2019 ◽  
Vol 5 (12) ◽  
pp. 281-291
Author(s):  
G. Korolev ◽  
V. Barinov
Keyword(s):  
Total Quality Management ◽  
Business Process ◽  
Six Sigma ◽  
Business Processes ◽  
Business Process Reengineering ◽  
Lean Six Sigma ◽  
Process Reengineering ◽  
Total Quality ◽  
Long Time ◽  
Successful Business

Currently, most companies can select a number of methodologies to improve their business processes, including Six Sigma, Lean Six Sigma, Total Quality Management, Kaizen and Business Process Reengineering (BPR). Obviously, the choice of an appropriate methodology should be guided by the goals of the organization. In this regard, BPR is one of the best methodologies that can help companies ensure the continuity of their business so that they remain relevant for a long time. More importantly, BPR can help members rethink their existing practices and make significant improvements to the existing business process. The authors conducted a study of the theory of BPR. The main definitions are considered in detail, the essence of reengineering is revealed, five stages of implementation are named, possible positive and negative points in the process of BPR implementation are noted, examples are given. Based on the foregoing, it was concluded that companies that need to make changes in their business processes can adopt BPR as the most suitable methodology that will help to make improvements in their workplace.

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.

scholarly journals Crossing the management fashion border: The adoption of business process reengineering services by management consultants offering total quality management services in the United States, 1992–2004

2016 ◽  
Vol 22 (5) ◽  
pp. 702-719 ◽  
Author(s):  
Dong-II Jung ◽  
Won-Hee Lee
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Business Process ◽  
Business Process Reengineering ◽  
The United States ◽  
Organizational Capabilities ◽  
Process Reengineering ◽  
Total Quality ◽  
Management Consultants ◽  
Management Fashion

AbstractBuilding on prior research on management fashion, this paper seeks to understand how management consultants respond to the boom-to-bust cycles of competing management fashion trends. Specifically, we examine how US management consulting firms offering total quality management (TQM) services responded to the rise and fall of the rival management practice, business process reengineering (BPR), with an empirical focus on the adoption of BPR services. We find that a consulting firm offering TQM services was more likely to adopt BPR services if the firm’s organizational capabilities and institutional environments were more connected to BPR’s principles than to TQM’s principles. This suggests that management fashions are not simply bandwagon phenomena, but involve resource- and identity-based decision making. We also find that the significance of organizational capabilities increased while that of network influences decreased as BPR’s boom turned to bust. The reversal of well-established institutional accounts of innovation diffusion is explained by reference to the characteristics of management fashion.

scholarly journals IMPLEMENTASI NILAI TOTAL QUALITY MANAGEMENT DALAM PENGELOLAAN WAKAF DI DOMPET DHUAFA DAN PONDOK PESANTREN TEBUIRENG

2012 ◽  
Vol 4 (2) ◽  
Author(s):  
Sudirman Sudirman
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Continuous Improvement ◽  
Process Improvement ◽  
Islamic Law ◽  
Management Theory ◽  
Economic Research ◽  
Total Quality

<p>This study raises the issue of the implementation of Total Quality Management’s values for waqf management. The research aims to investigate the efforts of Dompet Dhuafa and Pondok Pesantren Tebuireng in terms of focus on customers, continuous improvement, and total involvement.The study is a kind of economic research in Islamic law. The data are collected through interview, observation, and documentation. Waqf management carried out  by  Dompet  Dhuafa  and  Pondok  Pesantren  Tebuireng  are  described  and  analyzed comparatively using Total Quality Management theory as a tool for analysis. The findings of this study are as follows. 1) In the area of focus on customers, Dompet Dhuafa and PP Tebuireng provide sufficient services for customers. 2) In the point of process improvement, Dompet Dhuafa and PP Tebuireng make several efforts to improve their performance. 3) In total involvement, Dompet Dhuafa and PP Tebuireng engage the elements of organizations, including leaders, workers, and partners.</p> <p>Penelitian  ini  mengangkat  masalah  pelaksanaan  nilai-nilai Total  Quality  Management untuk  manajemen  wakaf.  Penelitian  ini  bertujuan  untuk  mengetahui  upaya  Dompet Dhuafa dan Pondok Pesantren Tebuireng dalam hal fokus pada pelanggan, perbaikan terusmenerus, dan keterlibatan total.Penelitian ini merupakan jenis penelitian ekonomi dalam hukum Islam. Data dikumpulkan melalui wawancara, observasi, dan dokumentasi. Waqf manajemen dilakukan oleh Dompet Dhuafa dan Pondok Pesantren Tebuireng diuraikan dan dianalisis relatif menggunakan teori Total Quality Management sebagai alat untuk analisis. Temuan dari penelitian ini adalah sebagai berikut. 1) Dalam bidang fokus pada pelanggan, Dompet Dhuafa dan PP Tebuireng menyediakan layanan yang memadai bagi pelanggan. 2) Dalam hal perbaikan proses, Dompet Dhuafa dan PP Tebuireng membuat beberapa upaya untuk meningkatkan kinerja mereka. 3) Dalam keterlibatan total, Dompet Dhuafa dan PP Tebuireng melibatkan unsur organisasi, termasuk pemimpin, pekerja, dan mitra.</p>

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