Search results

Business process management (BPM) and lean management (LM) are both recognized for improving organizational performance through continuous improvement, yet their similarities and differences have been poorly discussed so far. This paper aims to find their main differences and similarities using a systematic method for literature review.

The paper uses a structured literature review known as SYSMAP (Scientometric and sYStematic yielding MApping Process). The method integrates bibliometrics and content analysis procedures to perform in-depth analysis of the literature at hand.

Both methodologies seek continuous improvement with focus on the customer and process standardization, but they are divergent mainly in relation to the flow they intend to improve. The impossibility of implementing both methodologies in an effective way was also observed, mainly due to the differences they present in relation to how to achieve the continuous improvement cycle.

As any other literature reviews, the major limitation is to have omitted relevant literature even though all available procedures have been used to avoid this situation.

This paper offers a novel perspective from the practitioner side. LM may be better used in human-intensive process improvement whereas BPM in technology-intensive ones. Such characteristics open up new opportunities for practitioners aiming at integrating both approaches.

This is the first paper that systematically analyses the body of literature of BPM and LM with the means to better understand their similarities and differences.

The paper concludes with showing that in the most optimistic scenario, end-of-life (EOL) batteries will account for 86% of energy storage for wind and 36% for solar PV in 2040.

With the growing demand for electric vehicles (EVs), the stock of discarded batteries will increase dramatically if no action is taken for their reuse or recycling. One potential avenue is to reuse them as energy storage systems (ESS) to mitigate the intermittent generation of renewable energy such as solar PV and wind. In a sense, the reliability for solar PV and wind energy can increase if energy storage systems become economically more attractive, making solar and wind systems more attractive through economies of scale.

The paper concludes with showing that in the most optimistic scenario, EOL batteries will account for 86% of energy storage for wind and 36% for solar PV in 2040.

The projection of scenarios can contribute to the information of policies, standards and identification of environmental promotion and promotion related to efficient management for EOL batteries.

The purpose of this paper is to present a proposal for process improvement at the Department of Social Responsibility of a Colombian process-based organization, called CAJASAN. The department has four main processes: Foniñez (children fund), Fosfec (unemployment fund), Project Management and International Cooperation and Network Management and Alliances. The objective of this paper is to suggest an improvement in these processes through BPM application.

The authors followed the BPM method proposed by Dumas et al. (2013) for process improvement composed by process identification; process discovery; process analysis; process redesign; process implementation and process monitoring and controlling. The authors modeled the processes by using the software Bizagi®.

The actual processes work in an independent way and with no communication. Moreover, the department experiences short-term problems solutions and process inefficiency. It was possible to suggest changes in three out of four processes.

Implementing BPM in non-profit organizations (NPO) addresses many of the current management challenges faced by such organizations. NPO’s researchers and practitioners should take BPM as a potential way to help in professionalizing them.

The authors bring an original case study about a Colombian NPO. As a process-oriented organization, the authors use BPM as a management tool to solve many challenges that the company faces nowadays.