scholarly journals HEALTHCARE BUSINESS PROCESSES RISKS IDENTIFICATION AND MANAGEMENT - Approach for Medication Administration Processes Re-engineering

2012 ◽  
Keyword(s):  
Business Processes ◽  
Medication Administration ◽  
Management Approach

Lessons learned in intellectual capital management in Germany between 2000 and 2020 – History, applications, outlook

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Manfred Bornemann ◽  
Kay Alwert ◽  
Markus Will
Keyword(s):  
Development Strategy ◽  
Intellectual Capital ◽  
Business Models ◽  
Business Processes ◽  
Lessons Learned ◽  
Strategy Development ◽  
Management Approach ◽  
Content Type ◽  
Over Time ◽  
Made In

PurposeThis article reports on the background, the conceptual ideas and the lessons learned from over more than 20 years of IC Statements and Management with a country focus on Germany and some international developments. It calls for an integrated management approach for IC and offers case study evidence on how to accomplish this quest.Design/methodology/approachReport on the German initiative “Intellectual Capital Statement made in Germany” (ICS m.i.G.). A brief review of the literature describes the background and theoretical foundation of the German IC method. A short description of the method is followed by four detailed case studies to illustrate long-term impact of IC management in very different organizations. A discussion of Lessons Learned from more than 200 implementations and an outlook on current and future developments finalizes the article.FindingsIC Statements made in Germany (ICS m.i.G.) was successful in providing a framework to systematically identify IC, evaluate the status quo of IC relative to the strategic requirements, visualize interdependencies of IC, business processes and business results as well as to connect IC reporting with internal management routines and external communication. However, ICS is not an insulated method but delivers the maximum benefit when integrated with strategy development, strategy implementation, business process optimization accompanied by change management routines. Strong ties to human resource management, information technology departments, quality management, research and development teams as well as business operations as the core of an organization help to yield the most for ICS m.i.G. Over time, the focus of managing IC changes and maturity leads to deutero learning.Practical implicationsICS m.i.G. proved easy to apply, cost efficient for SMEs, larger corporations and networks. It helps to better accomplish their objectives and to adjust their business models. The guidelines in German and English as well as a software application released were downloaded more than 100,000 times. A certification process based on a three-tier training module is available and was successfully completed by more than 400 practitioners. ICS m.i.G. is supporting current standards of knowledge management, such as ISO 9001, ISO 30401 or DIN SPEC PAS 91443 and therefore will most likely have a continuing impact on knowledge-based value creation.Originality/valueThis paper reports lessons learned from the country-wide IC initiative in Germany over the last 20 years initiated and supported by the authors. Several elements of the method have been published over time, but so far no comprehensive view on Lessons Learned had been published.

Management accounting in forest processing: market research and forecast of planned actions

2021 ◽  
pp. 28-41
Author(s):  
Gamlet Yakovlevich Ostaev ◽  
Grigory Rolanovich Alborov ◽  
Konstantin Akakievich Dzhikiya
Keyword(s):  
Business Processes ◽  
High Efficiency ◽  
Consumer Preferences ◽  
Management Accounting ◽  
Objective Assessment ◽  
Management Approach ◽  
Main Task ◽  
Market Conditions ◽  
Industrial Enterprises ◽  
Management Actions

The article reveals the key points of accounting and management actions in terms of studying market conditions, PR and forecasting planned actions. The main accounting and management tools in management accounting are: planning, management, accounting, organization, analysis and monitoring of business processes. Determination of the incurred costs of the business and its further sustainable development is the conceptual basis of management accounting. The aim of the study is to develop criteria for management accounting in the study of the sawn timber market and to study consumer demand for this product, identify consumer preferences, assess the frequency of purchasing products and factors affecting demand. The subject of the research is management accounting as a complex mechanism in terms of research (monitoring) market conditions, PR and forecast of planned actions. In accordance with this goal, the main task was determined: to predict the development of the market, adequately (in a timely manner, taking into account all factors) to respond to them, thereby ensuring high efficiency of economic activity, and strengthening its competitiveness in the Udmurt Republic. It is concluded that, despite the complexity and specifics of this type of activity, with a competent management approach, industrial enterprises in order to gain competitive advantages must constantly collect and process accounting and management information, including marketing information for an objective assessment of the external environment, analyze their own activities in order to reduce financial risks.

Business Process Management in the Computer Games Industry

2011 ◽  
pp. 383-400
Author(s):  
Fernando Belfo
Keyword(s):  
Organizational Performance ◽  
Business Process ◽  
User Interfaces ◽  
Computer Games ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Computer Game ◽  
Management Approach ◽  
Definition Of

Computer games conceptualization and development are processes that have particular features with significant complexity. The life cycle at computer games development should attend the dynamism, the challenge and the opportunities of the game market. Business process management (BPM) pretends to give an alternative perspective of management to the departmental and hierarchical one. Game firm’s business should be seen with an integrated attitude, incentivising employees from different departments to work together in the same process with a common mission and persecuting same objectives. The importance of integrating the strategic level plans and the task level deployment is crucial for increased alignment and so, organizational performance. This can be better done if there is a process strategy definition, which links strategic initiatives with all needs of a process infrastructure. The processes´ standardizing tendency opens the chance to outsource parts of them bringing possible benefits to game firm and customers. The definition of a clear framework at the strategic level allows lower processes description and global business process architecture specification. Other important aspects of business process management approach at computer games industry should include ownership clarification, performance measurement mechanisms and obviously the identification and activation of improvement opportunities. Author elects business processes customization, integration of flows between firm and its supply chain partners and superior user interfaces using specialized workflow tools as being three improvement opportunities at games industry. In addition to those components, three additional extra concepts are considered critical to have a complete understanding of BPM. They are the conscious process management, the macro process management and the centrality of process. This chapter is going to follow these vectors in order to understand possible opportunities powered by BPM to gain competitive advantages in computer game industry.

An integrated process-based approach to intellectual capital management

2020 ◽  
Vol 26 (7) ◽  
pp. 1833-1850
Author(s):  
Oksana Lentjušenkova ◽  
Inga Lapiņa
Keyword(s):  
Development Strategy ◽  
Intellectual Capital ◽  
Management System ◽  
Business Processes ◽  
Integrated Management ◽  
The Other ◽  
Management Approach ◽  
Content Type ◽  
Stakeholder Interests ◽  
The Impact

PurposeNowadays, the aspects of the intellectual capital (IC) management have become important, valuing it as an integral part of the organisation. Researchers emphasise the strategic importance of IC management, particularly in the context of satisfying the stakeholders' interests and value creation. However, the existing studies reflect individual elements of IC management, not analysing them as a system which is a part of the organisational management system, and hence it is impossible to draw valid conclusions on the impact of IC on the organisation's performance. The aim of the paper is to describe an approach to the elaboration of the IC management strategy and its integration into the organisation's management system.Design/methodology/approachThe developed approach is based on a holistic and systemic view of the organisation, where IC management is integrated into the organisation's management . This approach is based on the structure of IC developed by Lentjušenkova and Lapina (2016). In this structure, business processes are the IC component that unites the other three ones – human capital, technologies and intangible assets. The study has used induction and deduction, as well as analytical and synthetic qualitative research methods, including logical constructive and conceptual (concept) analysis.FindingsElaborating the organisational strategy by taking into account the stakeholder interests, the organisation is able to ensure sustainable development. Using the integrated management approach, IC management is integrated into the organisation's activities and joint operational strategy. In this case, IC management becomes an integral part of the organisation's activities functioning in conjunction with the other organisation's systems, and it is integrated into all ongoing business processes.Research limitations/implicationsThe approach the authors have proposed to IC management could be adapted by small and medium-sized companies. Using it, companies do not need to create special functional units or division, because IC becomes an integral part of organisation's processes.Originality/valueIn previous studies, business processes were considered as one of the components of IC. In the study’s approach, business processes imply integration of IC into the overall organisation management system. As a framework for the proposed approach, the authors have used the Deming cycle “Plan-Do-Check-Act” that envisages dividing the development and implementation of the IC management and development strategy into four phases, with a clear allocation of tasks and a defined outcome for each individual phase. To use this approach, it is enough for organisations to conduct an analysis of processes and, depending on the strategic goals of the organisation, make additions related to managing IC.

scholarly journals Airline revenue planning and the COVID-19 pandemic

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ben Vinod
Keyword(s):  
Revenue Management ◽  
Cash Flow ◽  
Airline Industry ◽  
Business Processes ◽  
Planning Process ◽  
Task Force ◽  
Management Approach ◽  
Content Type ◽  
Demand Patterns ◽  
Pricing And Revenue Management

PurposeThe static world of flight scheduling where schedules rarely change once published is becoming more responsive with schedule change updates leading up to the departure date due to demand volatility and unpredictable demand patterns. Innovation in cash flow generation will take center stage to operate the business in these uncertain times. Forecasting demand for future flights is a challenge since historical demand patterns are not meaningful which requires a new adaptive robust revenue management approach that monitors key metrics, detects anomalies and quickly takes corrective action when performance targets cannot be achieved.Design/methodology/approachThe novel COVID-19 pandemic decimated the travel industry in 2020 and continues to plague us with no end in sight. With the steep drop in revenues, airlines need to adapt to a new marketing planning process of scheduling, pricing and revenue management that is more nimble to adapt quickly to changing market conditions. This new approach will continue to be relevant in a post-COVID-19 world during and after economic recovery.FindingsA methodology for airline revenue planning: scheduling, airline pricing and revenue management, has been proposed that will also work in a post-COVID-19 era.Research limitations/implicationsThe limitation of the proposed model is that it needs to be applied in practice to determine the true benefits of this novel approach to airline revenue planning.Practical implicationsFlight scheduling will rely more on clean sheet scheduling, schedule revisions and close in refleeting to better match demand to supply. The office of the chief financial officer will have a permanent task force to monitor cash flow and come up with innovative solutions to generate cash flow for liquidity. Adaptive robust revenue management workflows will be integrated into traditional revenue management workflows in the future for competitive advantage.Social implicationsIn a post-COVID-19 world it is anticipated that airline business processes will transform to be nimbler and more proactive in making timely decisions at a greater velocity.Originality/valueThe approach to airline revenue planning for scheduling, pricing and revenue management is a new business process that does not exist today at scale in the airline industry.

scholarly journals ANALISIS SUPPLY CHAIN MANAGEMENT DI UMKM DESA SAMBIREJO

Bina Ekonomi ◽  
2020 ◽  
Vol 22 (2) ◽  
pp. 125-144
Author(s):  
Ferrynela Purbo Laksono ◽  
Stephanus Eri Kusuma
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Qualitative Method ◽  
Business Processes ◽  
Raw Materials ◽  
Raw Material ◽  
Management Approach ◽  
Chain Management ◽  
Dual Channel ◽  
Observation Results

ABSTRACTThis study aims to examine the business processes through the MSME supply chain, specifically in the chain of raw material access, production processes to marketing processes. The objects of this research focusing on five most developed MSME in Sambirejo Village, Ngawen, Gunung Kidul namely food, processed zinc, woven cloth, tile and local gabion. The business processes analyzed by using supply chain management approach. This study conducted a qualitative method based on interview and observation. Results of the study show that the pattern of MSME supply chains in Sambirejo Village is still relatively simple. In their processes, these MSME supply raw materials from suppliers or distributors of raw materials then process them. Afterwards, they distribute them to consumers using two different distribution methods (dual channel) there are distribute it directly and through an intermediary.Keywords: business process; UMKM; supply chain management

scholarly journals ORGANIZATIONAL ASPECTS OF IMPLEMENTATION OF CRM-SYSTEMS IN THE ACTIVITY OF THE ENTERPRISE

2018 ◽  
pp. 81-85 ◽  
Author(s):  
Oleksandra Martsinkovska ◽  
Oleh Lehkyi
Keyword(s):  
Project Management ◽  
Personnel Management ◽  
Business Processes ◽  
Sales Management ◽  
Marketing Communications ◽  
Management Approach ◽  
Sources Of Information ◽  
Work Process ◽  
Management Decisions

The article covers the main features of CRM–systems as well as the functionality of common platforms in the main scopes – sales management, marketing, communications with related inner departments; the feasibility of applying CRM–systems alongside with the usage of the project management approach in the context of the Kanban-processes and the methodology "AGILE" has been proved; the stages of implementation of CRM–systems at the enterprise from the position of personnel management and use of digital sources of information for making management decisions are outlined; the main advantages of using CRM–systems for business processes in general, as well as for marketing and organization of the work process in particular, are outlined.

scholarly journals Six Sigma application for quality improvement of the hot press in process

2021 ◽  
Vol 353 ◽  
pp. 01005
Author(s):  
Xin Li
Keyword(s):  
Six Sigma ◽  
Cell Phone ◽  
Business Processes ◽  
Management Approach ◽  
Quality Level ◽  
Hot Press ◽  
Improvement Measures ◽  
A Cell ◽  
Improvement Method ◽  
Six Sigma Approach

Six Sigma is a systematic improvement method, a management approach designed to continuously improve corporate business processes and achieve customer requirement. This paper presents a case study conducted at a cell phone manufacturing company that intended to use the DMAIC method to carry out a structured approach to Six Sigma projects with fewer defective units generated by the cell phone hot press in process. In this process, Boss cracking and torque force failure led to high scrap costs and line downtime, which ultimately affected the supply of the assembly line. To this end, the Six Sigma approach was applied starting with the problem being defined, measured, and exhaustively analyzed to determine the root cause: poor injection molding structure, metal insert not perpendicular to the hole, improperly set molding machine parameters, and core/cavity dimension variation. A series of improvement measures addressing these factors increased the quality level of the process by improving the mold design to increase venting, optimizing the product structure to add the guide chamfer, and developing a standardized molding parameter setup procedure. Methods to maintain process control were also identified and implemented. The use of several quality tools and the use of Six Sigma methods also made the process more consistent.

Creating a resilient management system delivering a flexible foundation for growth in an energy organisation

2017 ◽  
Vol 57 (2) ◽  
pp. 393
Author(s):  
Sunny Barlow
Keyword(s):  
Management System ◽  
Business Processes ◽  
Oil And Gas ◽  
Integrated Management ◽  
Integrated Control ◽  
Management Systems ◽  
Management Approach ◽  
Strategic Objectives ◽  
Integrated Management System ◽  
Industry Standards

Many organisations find it challenging to effectively integrate separate internal management systems and processes into one cohesive framework that supports organisational strategy. A management system is a framework of policies, processes and procedures developed to ensure an organisation can complete the tasks necessary to achieve its strategic objectives. International and industry standards typically take a functional view of management systems, often resulting in silos of information. In addition, inefficient and isolated safety, environmental, process safety, risk, compliance and quality management systems cost time and money, and can increase the likelihood of safety incidents in critical development and production environments. To support Woodside’s vision to be a global leader in upstream oil and gas, Woodside needed to establish a common approach to how it operates, wherever the location, and develop a strong foundation to support its strategic objectives. Woodside recently undertook an internally led company-wide project to renew its Woodside Management System (WMS) to improve integration between disparate functionally based management systems and capture the way we work more effectively. As part of the project, Woodside took the opportunity to redesign its WMS framework and streamline its processes and procedures by simplifying and removing duplicate or redundant existing information. Through the project, Woodside developed a single integrated management system that is independent of organisational structure and closely linked to our vision. The integrated control framework created within the WMS supports conformance to process and forms the foundation of assurance activities across the entire company. The WMS integrates a hierarchy of business processes, focused upon value stream activities, and clearly defines operational processes and activities. This paper discusses the objectives and outcomes of the project, some challenges during implementation and the change management approach to develop the culture and behaviours to drive continuous improvement and unlock the benefits of an integrated management system.

Business Process Management in the Computer Games Industry

2012 ◽  
pp. 1267-1285
Author(s):  
Fernando Belfo
Keyword(s):  
Organizational Performance ◽  
Business Process ◽  
User Interfaces ◽  
Computer Games ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Computer Game ◽  
Management Approach ◽  
Definition Of

Computer games conceptualization and development are processes that have particular features with significant complexity. The life cycle at computer games development should attend the dynamism, the challenge and the opportunities of the game market. Business process management (BPM) pretends to give an alternative perspective of management to the departmental and hierarchical one. Game firm’s business should be seen with an integrated attitude, incentivising employees from different departments to work together in the same process with a common mission and persecuting same objectives. The importance of integrating the strategic level plans and the task level deployment is crucial for increased alignment and so, organizational performance. This can be better done if there is a process strategy definition, which links strategic initiatives with all needs of a process infrastructure. The processes´ standardizing tendency opens the chance to outsource parts of them bringing possible benefits to game firm and customers. The definition of a clear framework at the strategic level allows lower processes description and global business process architecture specification. Other important aspects of business process management approach at computer games industry should include ownership clarification, performance measurement mechanisms and obviously the identification and activation of improvement opportunities. Author elects business processes customization, integration of flows between firm and its supply chain partners and superior user interfaces using specialized workflow tools as being three improvement opportunities at games industry. In addition to those components, three additional extra concepts are considered critical to have a complete understanding of BPM. They are the conscious process management, the macro process management and the centrality of process. This chapter is going to follow these vectors in order to understand possible opportunities powered by BPM to gain competitive advantages in computer game industry.

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