A Close Look at Twelve Business Process Improvement Groups

2011 ◽  
pp. 213-243
Author(s):  
Ned Kock
Keyword(s):  
New Zealand ◽  
Quality Management ◽  
Process Improvement ◽  
Business Process ◽  
Business Process Improvement ◽  
Related Information

In this chapter, I provide a structured description of 12 business process improvement groups conducted at MAF Quality Management and Waikato University, both in New Zealand. I facilitated these groups based on the MetaProi methodology described earlier in this book, and the majority of the communication in these groups took place through an e-collaboration system. The group descriptions provided in this chapter and other group-related information have been used in several analyses discussed in previous chapters. Each group description comprises the following elements:

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.

scholarly journals Business process improvement using Object‐Process Methodology

2019 ◽  
Vol 23 (1) ◽  
pp. 36-48
Author(s):  
Jason M. Casebolt ◽  
Ahmad Jbara ◽  
Dov Dori
Keyword(s):  
Process Improvement ◽  
Business Process ◽  
Business Process Improvement ◽  
Process Methodology

Estimating performance from capabilities in business process improvement

2016 ◽  
Vol 22 (6) ◽  
pp. 1099-1117 ◽  
Author(s):  
Boyd A. Nicholds ◽  
John P.T. Mo
Keyword(s):  
Process Improvement ◽  
Business Process ◽  
Expected Improvement ◽  
Management Decision ◽  
Published Data ◽  
Performance Gain ◽  
Data Set ◽  
Business Process Improvement ◽  
Improvement Project ◽  
Content Type

Purpose The research indicates there is a positive link between the improvement capability of an organisation and the intensity of effort applied to a business process improvement (BPI) project or initiative. While a degree of stochastic variation in applied effort to any particular improvement project may be expected there is a clear need to quantify the causal relationship, to assist management decision, and to enhance the chance of achieving and sustaining the expected improvement targets. The paper aims to discuss these issues. Design/methodology/approach The paper presents a method to obtain the function that estimates the range of applicable effort an organisation can expect to be able to apply based on their current improvement capability. The method used analysed published data as well as regression analysis of new data points obtained from completed process improvement projects. Findings The level of effort available to be applied to a process improvement project can be expressed as a regression function expressing the possible range of achievable BPI performance within 90 per cent confidence limits. Research limitations/implications The data set applied by this research is limited due to constraints during the research project. A more accurate function can be obtained with more industry data. Practical implications When the described function is combined with a separate non-linear function of performance gain vs effort a model of performance gain for a process improvement project as a function of organisational improvement capability is obtained. The probability of success in achieving performance targets may be estimated for a process improvement project. Originality/value The method developed in this research is novel and unique and has the potential to be applied to assessing an organisation’s capability to manage change.

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