scholarly journals Analysis of Business Processes and Performance of Manufacturing MSMES in Village Cileles Lebak Banten

2021 ◽  
Vol 2 (2) ◽  
pp. 121-132
Author(s):  
Alfatih Sikki Manggabarani ◽  
Munasiron Miftah ◽  
Alfida Alfida
Keyword(s):  
Rural Communities ◽  
Business Process ◽  
Business Performance ◽  
Business Processes ◽  
Swot Analysis ◽  
Process Analysis ◽  
Descriptive Analysis ◽  
Industrial Sector ◽  
Location Quotient ◽  
And Performance

Business process analysis is a term that has a broad enough meaning for a.structere of different tactics such as simulation and diagnosis, verification and performance analysis of business processes This study aims to 1)analyze the business processes of manufacturing MSMEs ranging from production processes to marketing 2)How problems and constraints on business performance conditions now and in the future 3) What factors cause fluctuating performance of MSMEs , knowing what problems and constraints arise in the business process of MSMEs , 4) Knowing the size of the performance of MSMEs, analyzing the data and concluding the right problem solutions to improve the business processes of MSMEs and.utilizing information technology more maximally for the business processes of MSMEs. So that in the end, it can increase its income more maximally by itself can contribute to increase the income of rural communities. Considering that the village is still classified as a lagging village. The methods used to answer the problems in this study are Location Quotient Analysis (LQ), Descriptive Analysis, and SWOT Analysis. The result of LQ is known that in Kec.Cileles there are 6 sectors that are the base sector, namely agriculture, mining and quarrying, building, trading, home industry and restaurant, finance rental and corporate services, as well as other services, Then the absorption of labor dominant sector is in the processing industry sector. While swot results are known that the strategy that can be done is to maximize the potential of the industrial sector of holticulture product processing, improve the quality of human resources, and provide specifications on the type of superior products.    

Business Process Analysis

2011 ◽  
pp. 78-82 ◽  
Author(s):  
Jesu´s Arias Fisteus ◽  
Carlos Delgado Kloos
Keyword(s):  
Business Process ◽  
Business Processes ◽  
Process Analysis ◽  
Process Models ◽  
Work Flow ◽  
Functional Verification ◽  
Flow Management ◽  
Business Process Analysis ◽  
And Performance ◽  
Work Flow Management

Business-process management (BPM) is nowadays a key technology for the automation and support of processes in medium-sized and large organizations. This technology has been successfully applied to business-to-consumer (B2C) and business-to-business (B2B) e-commerce since the ’90s, and it is now being applied also in e-government for the management of administrative procedures. As stated in Aalst, Hofstede, and Weske (2003), the origins of BPM technologies can be found in the ’70s with the research on office information systems. Research in this area was almost stopped in the ’80s, but it rose again in the ’90s under the name of work-flow management. Now it is evolving with a more integral approach and a new name: BPM. It is defined in Aalst, Hofstede, and Weske (2003, p. 4) as “supporting business processes using methods, techniques, and software to design, enact, control, and analyze operational processes involving humans, organizations, applications, documents and other sources of information.” The main functionalities provided by a BPM system are defining business processes, automatically enacting them, controlling their enactment, and analyzing them. This article is focused on the last functionality: business-process analysis (BPA). BPA can be defined as a set of technologies that provide support for obtaining relevant properties of business-process models in order to reason about them, detect functional errors, or improve their performance. BPA was a neglected area in the work-flow management systems developed in the ’90s. Will van der Aalst (1998) was one of the first researchers in this field. He proposed the use of petri nets for modeling business processes and the application of the analysis theory developed for this formalism to demonstrate the correctness of the developed processes, analyze performance, and so forth. Since then, other approaches, based on formal methods, were proposed. BPA is important for BPM because it provides the technology for improving the reliability and efficiency of the business process of organizations. Reliability considerably reduces expenses caused by errors in transactions. Efficiency reduces expenses caused by an inefficient use of resources and can improve the satisfaction of customers. The next section provides a background on the most important analysis technologies: functional verification and performance measuring. Then, the discussion is focused on functional verification. An overview on how different authors applied functional verification to business processes is presented. Then these works are analyzed and an open, modular, and extensible architecture for the functional verification of business processes is presented. Later, the future trends on this topic are outlined. Finally, the conclusion highlights the main concepts introduced in this article.

Business Process Analysis

2011 ◽  
pp. 691-697
Author(s):  
Jesús Arias Fisteus ◽  
Carlos Delgado Kloos
Keyword(s):  
Business Process ◽  
Business Processes ◽  
Process Analysis ◽  
Process Models ◽  
Work Flow ◽  
Functional Verification ◽  
Flow Management ◽  
Business Process Analysis ◽  
And Performance ◽  
Work Flow Management

Business-process management (BPM) is nowadays a key technology for the automation and support of processes in medium-sized and large organizations. This technology has been successfully applied to business-to-consumer (B2C) and business-to-business (B2B) e-commerce since the ’90s, and it is now being applied also in e-government for the management of administrative procedures. As stated in Aalst, Hofstede, and Weske (2003), the origins of BPM technologies can be found in the ’70s with the research on office information systems. Research in this area was almost stopped in the ’80s, but it rose again in the ’90s under the name of work-flow management. Now it is evolving with a more integral approach and a new name: BPM. It is defined in Aalst, Hofstede, and Weske (2003, p. 4) as “supporting business processes using methods, techniques, and software to design, enact, control, and analyze operational processes involving humans, organizations, applications, documents and other sources of information.” The main functionalities provided by a BPM system are defining business processes, automatically enacting them, controlling their enactment, and analyzing them. This article is focused on the last functionality: business-process analysis (BPA). BPA can be defined as a set of technologies that provide support for obtaining relevant properties of business-process models in order to reason about them, detect functional errors, or improve their performance. BPA was a neglected area in the work-flow management systems developed in the ’90s. Will van der Aalst (1998) was one of the first researchers in this field. He proposed the use of petri nets for modeling business processes and the application of the analysis theory developed for this formalism to demonstrate the correctness of the developed processes, analyze performance, and so forth. Since then, other approaches, based on formal methods, were proposed. BPA is important for BPM because it provides the technology for improving the reliability and efficiency of the business process of organizations. Reliability considerably reduces expenses caused by errors in transactions. Efficiency reduces expenses caused by an inefficient use of resources and can improve the satisfaction of customers. The next section provides a background on the most important analysis technologies: functional verification and performance measuring. Then, the discussion is focused on functional verification. An overview on how different authors applied functional verification to business processes is presented. Then these works are analyzed and an open, modular, and extensible architecture for the functional verification of business processes is presented. Later, the future trends on this topic are outlined. Finally, the conclusion highlights the main concepts introduced in this article.

scholarly journals Relation between process and service logics

2013 ◽  
Vol 61 (2) ◽  
pp. 411-416
Author(s):  
Milan Mišovič ◽  
Jan Turčínek
Keyword(s):  
Information Systems ◽  
Business Process ◽  
Business Processes ◽  
Process Analysis ◽  
Information Modeling ◽  
General Context ◽  
Enterprise Information ◽  
Business Services ◽  
Enterprise Information Systems ◽  
Information Engineering

It is generally accepted that the process control of a small and medium-sized manufacturing business enterprise is the foundation of high quality care of firm’s business processes. Any business process is seen as an indivisible sequence of activity steps designed to perform complex business activities. In its statutory documents the company should have concise descriptions of at least the main processes, along with their contexts in a given department of the company and the employee position.The main business processes, of course many others, are not immutable, on the contrary, they are very often changing. Many processes occur, others are modified others disappear as antiquated and useless to support strategic business objectives. All this is a consequence of the firms’ effort needed to maintain competitiveness in the harsh and dynamic consumer market.Business processes are not isolated, many of them are part of a relatively large process chains, so-called enterprise services, see (Erl, 2005). The discipline of Software Engineering responded to the possibility of consolidating enterprise functionality with enterprise services with the method SOA (Service Oriented Architecture) leading to new applications for enterprise information systems.In contrast to business processes, business services are still not sufficiently recognized in the statutory documents of enterprises. Informaticians, producing software applications for enterprise information systems, must draw on company management knowledge relating to the general context and processes together with management to prepare business services. There are therefore more relevant questions based on the emergence of corporate services and information modeling in the discipline of Information Engineering. Acceptable responses are not included in a lot of publications or in publications of the doyen of SOA Thomas Erl, see (Erl, 2006) and thus the proposed SOA paradigm suffers from the same problem.The present article tries to give an answer to those questions and show the relevant theoretical basis for finding service solutions of business process logic. Furthermore, this article wants to show possible conversions of known methods of process analysis of Information Engineering disciplines, such as the method Eriksson – Penker Business Extensions, or the method ARIS by prof. Scheer, into the platform of enterprise services.

scholarly journals Business Process Improvement of Production Systems Using Coloured Petri Nets

2018 ◽  
Vol 7 (1) ◽  
pp. 102-112 ◽  
Author(s):  
Imam Mukhlash ◽  
Widya Nilam Rumana ◽  
Dieky Adzkiya ◽  
Riyanarto Sarno
Keyword(s):  
Petri Nets ◽  
Business Process ◽  
Business Performance ◽  
Business Processes ◽  
Production Systems ◽  
Coloured Petri Nets ◽  
Manufacturing Companies ◽  
Fundamental Factor ◽  
Bottleneck Analysis

The quality of information systems affects the company's business performance. Therefore, it is necessary to analyze business processes to determine any discrepancies between the planned business processes and the actual ones. Based on the results of this analysis, the business process can be improved. The fundamental factor of manufacturing companies is production process. In reality, there are many discrepancies between the actual business processes with the pre-planned, so that there should be analyzed. The analysis can be performed by modeling the business process using Coloured Petri Nets (CPN). In this study, the objectives are to determine the level of conformance checking of business processes, reachability graph and the bottleneck analysis. The results of the analysis are used to construct a recommended model. Based on the analysis of the case study, e.g. a steel industry in Indonesia, the recommended model has a better value than initial model.

Leveraging big-data for business process analytics

2015 ◽  
Vol 22 (4) ◽  
pp. 215-228 ◽  
Author(s):  
Alejandro Vera-Baquero ◽  
Ricardo Colomo Palacios ◽  
Vladimir Stantchev ◽  
Owen Molloy
Keyword(s):  
Big Data ◽  
Process Improvement ◽  
Business Process ◽  
Business Performance ◽  
Business Processes ◽  
Heterogeneous Systems ◽  
Map Reduce ◽  
Heterogeneous Environments ◽  
Business Process Improvement ◽  
Content Type

Purpose – This paper aims to present a solution that enables organizations to monitor and analyse the performance of their business processes by means of Big Data technology. Business process improvement can drastically influence in the profit of corporations and helps them to remain viable. However, the use of traditional Business Intelligence systems is not sufficient to meet today ' s business needs. They normally are business domain-specific and have not been sufficiently process-aware to support the needs of process improvement-type activities, especially on large and complex supply chains, where it entails integrating, monitoring and analysing a vast amount of dispersed event logs, with no structure, and produced on a variety of heterogeneous environments. This paper tackles this variability by devising different Big-Data-based approaches that aim to gain visibility into process performance. Design/methodology/approach – Authors present a cloud-based solution that leverages (BD) technology to provide essential insights into business process improvement. The proposed solution is aimed at measuring and improving overall business performance, especially in very large and complex cross-organisational business processes, where this type of visibility is hard to achieve across heterogeneous systems. Findings – Three different (BD) approaches have been undertaken based on Hadoop and HBase. We introduced first, a map-reduce approach that it is suitable for batch processing and presents a very high scalability. Secondly, we have described an alternative solution by integrating the proposed system with Impala. This approach has significant improvements in respect with map reduce as it is focused on performing real-time queries over HBase. Finally, the use of secondary indexes has been also proposed with the aim of enabling immediate access to event instances for correlation in detriment of high duplication storage and synchronization issues. This approach has produced remarkable results in two real functional environments presented in the paper. Originality/value – The value of the contribution relies on the comparison and integration of software packages towards an integrated solution that is aimed to be adopted by industry. Apart from that, in this paper, authors illustrate the deployment of the architecture in two different settings.

scholarly journals Theoretical model of business process reengineering taking into account common service centers in the company structure

2020 ◽  
Vol 7 (4) ◽  
pp. 1-5
Author(s):  
M. Oborin ◽  
Mikhail Gorodilov ◽  
Timofei Mikriukov
Keyword(s):  
Theoretical Model ◽  
Business Process ◽  
Business Processes ◽  
Basic Research ◽  
Third Party ◽  
Economic Activities ◽  
Economic Agents ◽  
Managerial Decisions ◽  
And Performance ◽  
Analytical Services

The article is devoted to the study of the current state of business processes related to accounting and analytical services to companies, assessment of their impact on financial and economic activities and the appropriateness of delegating some functions to third-party enterprises or internal separate structures. The aim of the article is the formation of a theoretical model of the business process of a manufacturing company based on the accounting and analytical functions of service centers in order to identify their impact on improving the efficiency and performance of economic agents. The basic research methods were statistical methods, modeling of economic and production processes. The study was based on the results of the authors’ study of the indicators of the accounting (financial) statements of common service centers (CSC) in Russia, for these purposes a sample of organizations was formed according to the criteria corresponding to the CSC of large holdings. As a result, the authors revealed that the specifics of the CSC activities is that they perform secondary, servicing functions and are one of the company's cost centers. The effect of the СSC activities is to optimize the model of business processes and save technological, time and financial resources. The complexity of evaluating the centers’ activities lies in the indirect effect, which is carried out on the basis of the scientific substantiation of managerial decisions and rationalization of the powers of managerial personnel and decision-makers at each stage of the business model.

scholarly journals Design of Decision Service Using Cause-and-Effect Business Process Analysis

2011 ◽  
Vol 43 (1) ◽  
pp. 19-26
Author(s):  
Olga Levina
Keyword(s):  
Business Process ◽  
Process Model ◽  
Business Processes ◽  
Process Analysis ◽  
Process Variations ◽  
Business Rules ◽  
Cause And Effect ◽  
Business Process Analysis ◽  
Service Oriented ◽  
Knowledge Intensive

Design of Decision Service Using Cause-and-Effect Business Process AnalysisBusiness processes are executed according to a specific business logic that can be formulated as business rules. Often decisions are taken during the course of the process to fulfill conditions or exceptions leading to process variations. These decisions are meant to support business process operations and are composed of a set of business rules, additionally being based on a solid process relevant knowledge and know-how. These processes are here referred to as decision knowledge intensive processes. In this paper the question of how business rules and consequently operational decisions can be derived from the business process model is addressed. The therefore necessary business process analysis and decision identification are performed using the cause-and-effect approach. Service-oriented implementation of the found decisions is suggested and outlined.

scholarly journals No Longer Out of Sight, No Longer Out of Mind? How Organizations Engage with Process Mining-Induced Transparency to Achieve Increased Process Awareness

2021 ◽  
Author(s):  
Julia Eggers ◽  
Andreas Hein ◽  
Markus Böhm ◽  
Helmut Krcmar
Keyword(s):  
Business Process ◽  
Process Management ◽  
Business Processes ◽  
Process Mining ◽  
Process Analysis ◽  
Structured Interviews ◽  
Business Process Analysis ◽  
Starting Point ◽  
Shared Awareness ◽  
Induced Transparency

AbstractIn recent years, process mining has emerged as the leading big data technology for business process analysis. By extracting knowledge from event logs in information systems, process mining provides unprecedented transparency of business processes while being independent of the source system. However, despite its practical relevance, there is still a limited understanding of how organizations act upon the pervasive transparency created by process mining and how they leverage it to benefit from increased process awareness. Addressing this gap, this study conducts a multiple case study to explore how four organizations achieved increased process awareness by using process mining. Drawing on data from 24 semi-structured interviews and archival sources, this study reveals seven sociotechnical mechanisms based on process mining that enable organizations to create either standardized or shared awareness of sub-processes, end-to-end processes, and the firm’s process landscape. Thereby, this study contributes to research on business process management by revealing how process mining facilitates mechanisms that serve as a new, data-driven way of creating process awareness. In addition, the findings indicate that these mechanisms are influenced by the governance approach chosen to conduct process mining, i.e., a top-down or bottom-up driven implementation approach. Last, this study also points to the importance of balancing the social complications of increased process transparency and awareness. These results serve as a valuable starting point for practitioners to reflect on measures to increase organizational process awareness through process mining.

Riverfest: Managing Risk and Measuring Performance at Little Rock's Annual Music and Arts Festival

2000 ◽  
Vol 15 (3) ◽  
pp. 483-512
Author(s):  
Brian Ballou ◽  
Norman H. Godwin ◽  
Van Tilbury
Keyword(s):  
Risk Management ◽  
Business Process ◽  
Business Performance ◽  
Value Added ◽  
Little Rock ◽  
Process Measurement ◽  
A Value ◽  
Arts Festival ◽  
And Performance ◽  
Managing Risk

This case is based on the experience of one of the authors as executive director of Riverfest, Arkansas' largest annual music and arts festival, held in Little Rock on Memorial Day weekend. The case provides an opportunity to identify business process risks, evaluate and consider improvements to controls for those risks, and develop ways to measure elements of Riverfest's operations that can help improve or monitor the organization's performance. This case demonstrates how managing business risks and measuring business performance are critical for all types of organizations, including those not driven by profitability objectives. The case centers on Merle Flowers, a CPA who specializes in business process measurement and risk management for major events. Merle has been hired to provide Riverfest with suggestions on how to improve risk management and performance measurement for its key processes, including entertainment, cash management and security, sponsorship arrangements, vendor and beverage arrangements, physical security, and budgeting and reporting. This engagement is a value-added service that Merle is providing Riverfest, which has been successful in the past but is looking for continuous improvement opportunities in the future.

A Model Driven Methodology for Business Process Engineering

1995 ◽  
Author(s):  
Bipin Chadha
Keyword(s):  
Business Process ◽  
Information Technologies ◽  
Business Processes ◽  
Cost Benefit Analysis ◽  
Process Analysis ◽  
Essential Elements ◽  
Process Engineering ◽  
Process Models ◽  
Improvement Program ◽  
Model Driven

Abstract Having competitive processes has become as important (if not more) as having competitive products. Simply designing good products is not enough to gain competitive edge. Business processes have grown complex and fragmented in an ad-hoc manner. They span several departments and are very inefficient. Often the work being performed conflicts with the organizations’ goals and strategic objectives. Traditional practices and policies tend to encourage this, resulting in being part of the problem instead of being part of the solution. This paper presents a model driven methodology for Business Process Engineering (BPE) to support an organization’s migration to effective, agile and efficient processes. The essential elements of the methodology are process modeling, process analysis, and process execution by utilizing an array of information technologies. The methodology steps depend on process models for understanding, analyzing, simulating, improving, innovating, and implementing the business processes. The methodology starts by defining the goals and objectives of the BPE project. Candidate business processes are identified. The selected strategic “As-Is” business processes are analyzed to find where problems exist. Several techniques are employed to engineer the “To-Be” process. The new process may be a radical departure from the old process. The alternatives are evaluated using cost/benefit analysis. The selected processes are then implemented using a phased approach that relies on information technology solutions alongwith the implementation of recommended organizational and cultural changes. A continuous improvement program is put into place to ensure long term success.

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