Lessons Learned from Implemented Internal and External Digitisation Processes at the Croatian Agency for Medicinal Products and Medical Devices

2018 ◽  
Vol 1 (1) ◽  
pp. 197-212
Author(s):  
Arian Rajh ◽  
Keyword(s):  
Process Improvement ◽  
Medical Devices ◽  
Business Process Management ◽  
Process Management ◽  
Lessons Learned ◽  
Medicinal Products ◽  
Annual Cycles ◽  
Internal Process ◽  
Capability Maturity ◽  
Modelling Methods

The goal of this work is to present and explain the differences between internal and external digitisation process instances in the Croatian Agency for Medicinal Products and Medical Devices. The study is to share lessons learned from Agency's digitisation practice, discuss the applicability of these process instances, and demonstrate ways of evaluating digitisation and accompanying capabilities. The Agency started with digitisation in 2013, and the program ran for four annual cycles. The Agency also established its internal process in 2016. For establishing it, the authors have used business process management methods - interviews, analysis and modelling. For constant process improvement, the authors use capability/maturity modelling methods, focused on the quality component, particular issues and preservation of results.

Service Process Improvement Based on Business Process Management

2021 ◽  
Vol 22 (5) ◽  
pp. 1117-1128
Author(s):  
Jia-Xing Wang Jia-Xing Wang ◽  
Si-Bin Gao Jia-Xing Wang ◽  
Cong-Er Yuan Si-Bin Gao ◽  
Da-Peng Tan Cong-Er Yuan ◽  
Jing Fan Da-Peng Tan
Keyword(s):  
Process Improvement ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Service Process

scholarly journals Peningkatan Kinerja Operations Pada Perusahaan E-Commerce Enabler Indonesia PT XYZ

2021 ◽  
Vol 5 (3) ◽  
Author(s):  
Henu Akbar ◽  
Safitri Heny R ◽  
Ahmad Syamil
Keyword(s):  
Process Improvement ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Service Level Agreement ◽  
Service Level ◽  
Theory Analysis ◽  
Google Docs ◽  
Root Cause ◽  
Operational Management

This study aims to explain the increase in operating performance at the E-Commerce Enabler PT. XYZ. The current condition of PT. XYZ into several parts such as operationally. The business process carried out by PT XYZ is still manual, one of which is using google docs. The biggest problem with this company is the high number of canceled orders, this is because many processes are not going well. The consultation project aims to provide recommendations for business process improvement strategies from the operational management side of PT XYZ in order to increase client satisfaction. The analysis of this research is divided into two parts, the first theory analysis and validation analysis which includes data and interviews. The results showed 1) The main mistakes that occurred in the company PT. XYZ is the delivery of Service Level Agreement (SLA) that is not as expected. 2) Not achieving the Service Level Agreement (SLA) causes the canceled order value to increase. 3) To find out the root cause of the non-conformity of the Service Level Agreement (SLA) is to use the theory of Business Process Management (BPM).

Research on Business Process Management System Based on SOA

2013 ◽  
Vol 774-776 ◽  
pp. 1945-1950
Author(s):  
Jun Cheng Geng ◽  
Jian Wei Ma
Keyword(s):  
Process Improvement ◽  
Business Process ◽  
Management System ◽  
Business Process Management ◽  
Process Management ◽  
Service Oriented Architecture ◽  
Business Agility ◽  
System Solution ◽  
Service Oriented

Business process management (BPM) is considered to be an effective way to improve their business agility for the enterprises. But after analysis, it found that the existing BPM system has been difficult to meet the needs of enterprises development. It analyzed the theory and technology of Service-Oriented Architecture (SOA) and BPM, and presented the BPM system solution based on SOA. Finally, it took case with a process improvement, which described the process of implementing a BPM system based on SOA. Practice has proved that the combination of SOA and BPM can greatly improve the business agility.

scholarly journals Industry 4.0 and business process management

2019 ◽  
Vol 13 (4) ◽  
pp. 349-355
Author(s):  
Jiri Tupa ◽  
Frantisek Steiner
Keyword(s):  
Process Improvement ◽  
Business Process ◽  
Industry 4.0 ◽  
Business Process Management ◽  
Process Management ◽  
New Technologies ◽  
The Core ◽  
New Methods ◽  
Theoretical Paper ◽  
The Cost

Production companies are adopting new methods for the improvement of their managing production processes. The cost, quality and time are still key important attributes for process improvement. This is reason why the Business Process Management (BPM) is the core of management in different areas, e.g., quality management, sustainability management. The new technologies based on Internet of Things and Services, SMART solutions, and the concept Industry 4.0 are opening new possibilities of BPM implementation. This theoretical paper deals with a review of new trends in BPM and a presentation of the possibilities of core technologies for Industry 4.0 in phases of BPM applications.

scholarly journals Business process management: Conceptual framework and application

2020 ◽  
Author(s):  
◽  
Nicole Neufeld
Keyword(s):  
Conceptual Framework ◽  
Process Improvement ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Recent Literature ◽  
Extensive Literature ◽  
Total Quality ◽  
Research And Practice

Recent literature published by some practitioners, consultants, and researchers in the area of Business Process Management (BPM) identified that BPM is a new and emerging field of research and practice. The objective of this paper is to identify the conceptual framework of BPM, identify if connections exist with prior process improvement concepts such as Business Process Re-engineering (BPR), Total Quality Management (TQM) and Business Process Improvement (BPI), and apply BPM in a case study to determine the effectiveness of the current methodology. An extensive literature review was conducted, identifying multiple similarities between BPM and prior process improvement concepts, suggesting an evolving nature of the concept. The BPM methodology was then applied in a controlled case study, identifying a major inefficiency in the methodology. The findings of this paper are useful to researchers, educators, students, and managers to understand the evolution of BPM, and determine how it can be applied.

scholarly journals How to improve the assessment of BPM maturity in the era of digital transformation

2021 ◽  
Author(s):  
Marek Szelągowski ◽  
Justyna Berniak-Woźny
Keyword(s):  
Business Process ◽  
Business Process Management ◽  
Success Factors ◽  
Process Management ◽  
Business Environment ◽  
Maturity Model ◽  
Process Maturity ◽  
Capability Maturity ◽  
Maturity Assessment ◽  
The Impact

AbstractFor almost 30 years, the way of building business process management maturity models (BPM MMs), the importance assigned to individual maturity levels, and the criteria and critical success factors chosen for BPM maturity assessment have not changed significantly, despite the fact that during those three decades, the business environment and organizations themselves have changed enormously. The impact of hyperautomation and the increasing pace of change require the integration of maturity assessment with the BPM implementation methodology, including the repetition of maturity assessment for selected groups of processes. This causes an urgent need to adapt both process maturity assessment methods and BPM MMs to changing working conditions and business requirements. This conceptual paper is based on a model approach. The framework presented in the article continues and at the same time clearly deviates from the tradition of building BPM MMs on the basis of the Capability Maturity Model (CMM). It proposes a two-stage comprehensive process of organizational process maturity assessment, fully integrated into the process of BPM implementation and further business process management. The presented framework makes it possible to assess the process maturity of Industry 4.0 organizations in which dynamic knowledge-intensive business processes (kiBPs) play a key role in creating value.

Measuring Business Process Management using business process orientation and process improvement initiatives

2016 ◽  
Vol 22 (6) ◽  
pp. 1069-1078 ◽  
Author(s):  
Devika Nadarajah ◽  
Sharifah Latifah Syed A. Kadir
Keyword(s):  
Process Improvement ◽  
Business Process ◽  
Quantitative Research ◽  
Business Process Management ◽  
Process Management ◽  
Past Research ◽  
Process Orientation ◽  
Content Type ◽  
Process Improvements ◽  
Process Alignment

Purpose Past research examining Business Process Management (BPM) mainly focussed on either process alignment, business process orientation (BPO) or process improvement initiative (PII) constructs. However, based on the definition of BPM by Zairi (1997) and Lee and Dale (1998), BPM comprises all the elements of process alignment, BPO and PII. Hence, the purpose of this paper is to present a total view of measuring BPM through combining BPO and PIIs. Design/methodology/approach Quantitative research technique was applied for this study. The study was carried out in Malaysia. Close-ended survey instrument was administered to a large number of organisations. Findings The findings revealed that the elements of BPM cover both process management as well as process improvements. Originality/value The findings from this study is important for practitioners to regard continuous improvement as a component of BPM practice.

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