S. Limam Mansar and H.A. Reijers
This paper seeks to provide business process redesign (BPR) practitioners and academics with insight into the most popular heuristics to derive improved process designs.
Abstract
Purpose
This paper seeks to provide business process redesign (BPR) practitioners and academics with insight into the most popular heuristics to derive improved process designs.
Design/methodology/approach
An online survey was carried out in the years 2003‐2004 among a wide range of experienced BPR practitioners in the UK and The Netherlands.
Findings
The survey indicates that this “top ten” of best practices is indeed extensively used in practice. Moreover, indications for their business impact have been collected and classified.
Research limitations/implications
The authors' estimations of best practices effectiveness differed from feedback obtained from respondents, possibly caused by the design of the survey instrument. This is food for further research.
Practical implications
The presented framework can be used by practitioners to keep the various aspects of a redesign in perspective. The presented list of BPR best practices is directly applicable to derive new process designs.
Originality/value
This paper addresses the subject of process redesign, rather than the more popular subject of process reengineering. As such, it fills in part an existing gap in knowledge.
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Philipp Bergener, Patrick Delfmann, Burkhard Weiss and Axel Winkelmann
Automating the task of identifying process weaknesses using process models is promising, as many organizations have to manage a large amount of process models. The purpose of this…
Abstract
Purpose
Automating the task of identifying process weaknesses using process models is promising, as many organizations have to manage a large amount of process models. The purpose of this paper is to introduce a pattern-based approach for automatically detecting potential process weaknesses in semantic process models, thus supporting the task of business process improvement.
Design/methodology/approach
Based on design research, combined with a case study, the authors explore the design, application and evaluation of a pattern-based process weakness detection approach within the setting of a real-life case study in a German bank.
Findings
Business process weakness detection can be automated to a remarkable extent using pattern matching and a semantic business process modeling language. A case study provided evidence that such an approach highly supports business process analysts.
Research limitations/implications
The presented approach is limited by the fact that not every potential process weakness detected by pattern matching is really a weakness but just gives the impression to be one. Hence, after detecting a weakness, analysts still have to decide on its authenticity.
Practical implications
Applying weakness patterns to semantic process models via pattern matching allows organizations to automatically and efficiently identify process improvement potentials. Hence, this research helps to avoid time- and resource-consuming manual analysis of process model landscapes.
Originality/value
The approach is not restricted to a single modeling language. Furthermore, by applying the pattern matching approach to a semantic modeling language, the authors avoid ambiguous search results. A case study proves the usefulness of the approach.
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Marie-Sophie Baier, Jannik Lockl, Maximilian Röglinger and Robin Weidlich
In an exploratory approach, the authors conducted a structured literature review to extract candidate process digitalization project (PDP) success factors (SFs) from the…
Abstract
Purpose
In an exploratory approach, the authors conducted a structured literature review to extract candidate process digitalization project (PDP) success factors (SFs) from the literature on business process management (BPM), project management (PM) and digitalization. After that, the authors validated, refined and extended these intermediate results through interviews with 21 members of diverse PDP teams. Finally, the authors proposed the PDP success model by linking the candidate SFs with relevant success criteria.
Design/methodology/approach
Digitalization substantially impacts organizations, which increasingly use digital technologies (DTs) to improve and innovate their business processes. While there are methods and tools for identifying process digitalization ideas and related projects (PDPs), guidance on the successful implementation of PDPs is missing. Hence, the authors set out to explore PDP SFs.
Findings
The PDP success model covers 38 PDP success factor candidates, whereof 28 are already backed by the literature and ten have emerged during the interviews. Furthermore, the SFs are structured according to seven categories from the literature covering a broad range of sociotechnical topics (i.e. strategy, structure, culture, people, process, project and technology) as well as equipped with preliminary success rationales.
Originality/value
The work is the first to systematically explore PDP SFs. The PDP success model shows that PDPs require a unique set of SFs, which combine established and hitherto underrepresented knowledge. It extends the knowledge on BPM and serves as foundation for future (confirmatory) research on business process digitalization and the successful implementation of PDPs.
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The purpose of this paper is to advance a firm boundary perspective of operations strategy linking strategic management and business process management.
Abstract
Purpose
The purpose of this paper is to advance a firm boundary perspective of operations strategy linking strategic management and business process management.
Design/methodology/approach
Relevant operations strategy, business process management and boundary perspective literature is reviewed and critically assessed in order to advance a firm boundary-based approach to operations strategy. Within this perspective, a multi-disciplinary and cross-functional framework is provided with the objective of supporting the process of operations strategy formulation and implementation.
Findings
The boundary perspective has the potential to inform a wide range of operations strategies. Strategic management of operations should be increasingly based on boundary operations. The proposed framework clarifies that the adoption of a spanning boundary perspective should improve the operations strategy process and content.
Practical implications
This paper offers implications of interest to managers, noting that the adoption of a new perspective in operations strategy should contribute to innovation in operations strategy development and implementation. Specifically, the framework suggests models and tools useful to support the spanning boundary perspective.
Originality/value
This paper allows operations and process management scholars to focus on key phenomena, such as boundary management. At the same time, the framework responds to the needs of managers who are engaged in operations management for a new perspective that can assist in the strategic management of operations.
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Ravi Seethamraju and Olivera Marjanovic
The purpose of this paper is to analyse the importance and role of process knowledge in the business process (BP) improvement methodology with the help of a case study.
Abstract
Purpose
The purpose of this paper is to analyse the importance and role of process knowledge in the business process (BP) improvement methodology with the help of a case study.
Design/methodology/approach
The approach takes the form of a literature review that highlights the challenges and issues in the existing BP improvement methodologies. An in‐depth case study that has embarked on a major BP improvement initiative that emphasizes individual and collective process knowledge in a real‐life complex organization is presented.
Findings
The paper confirms that BP improvement is, in fact, a complex, knowledge‐intensive, collaborative process that consists of a set of coordinated, contextualized knowledge management processes. The design of the “to‐be” process in this study is a knowledge co‐creation process that uses collaborative exploration of different scenarios and contexts. Compared with the traditional BP improvement methodologies where the main emphasis is on the design of a new process model, the focus of the methodology employed in this case study is on the process of knowledge co‐creation and transfer.
Research limitations/implications
The paper leads to increased recognition of the knowledge and experience people develop, use and share while modeling, executing, and improving their BPs. It offers anecdotal evidence and general case study research limitations apply.
Practical implications
Practitioners should focus more on key knowledge processes rather than BP models that often obscure the role of individual and collective process knowledge. Rather than investing limited resources in the mapping and modeling of existing processes, practitioners will be able to better serve their organizations if they concentrate on the improvement of the process by tapping the contextualized process knowledge possessed by the individual actors.
Originality/value
In the expanding field of BP management, the study explores the increasing importance of individual and collective process knowledge in process improvement methodologies and provides guidance to user organizations on ways to exploit the value of process knowledge in designing new processes as well as collaborative knowledge sharing and creation process.
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Shye-Nee Low, Shahrul Kamaruddin and Ishak Abdul Azid
The purpose of this paper is to investigate multiple criteria decision-making (MCDM) processes within a flow-line production-improvement activity. Investigation can lead to…
Abstract
Purpose
The purpose of this paper is to investigate multiple criteria decision-making (MCDM) processes within a flow-line production-improvement activity. Investigation can lead to understanding of how a process improvement framework influences the decision and fulfillment of the potential to successfully change the operation process.
Design/methodology/approach
The improvement process selection (IPS) framework is built systematically by incorporating all related decision criteria with suitable tools required to select improvement alternatives. The process consists of three phases: identification, prediction, and selection. The IPS framework is validated through a case study of a company that was carrying out a flow-line production-improvement project.
Findings
The developed framework is used to prioritize the problem scope and select the solutions from various options. The case study illustrates the process through which the developed framework provided a systematic approach in identifying the solutions and achieving the desired performance improvement. Prediction result analysis shows the framework achieved sustainable process improvement changes and prevents management levels from higher risks in failure improvement. The feedback of the case study has verified the robustness of the framework.
Practical implications
Quantitative improvement tools, such as MCDM employed in the IPS framework are vital for better understanding of the improvement impact of changes. Thus, the improvement solution alternatives can be analyzed in more comprehensive ways by considering numerous performance metrics in order to select the best improvement alternatives.
Originality/value
The IPS framework can assist the company in determining optimal decisions in relation to selection of improvement alternatives. As a result, production performance can be affected positively.
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Sandra G. Leggat, Richard Gough, Timothy Bartram, Pauline Stanton, Greg J. Bamber, Ruth Ballardie and Amrik Sohal
Hospitals have used process redesign to increase the efficiency of the emergency department (ED) to cope with increasing demand. While there are published studies suggesting a…
Abstract
Purpose
Hospitals have used process redesign to increase the efficiency of the emergency department (ED) to cope with increasing demand. While there are published studies suggesting a positive outcome, recent reviews have reported that it is difficult to conclude that these approaches are effective as a result of substandard research methodology. The purpose of this paper is to explore the perceptions of hospital staff on the impact of a process redesign initiative on quality of care.
Design/methodology/approach
A retrospective qualitative case study examining a Lean Six Sigma (LSS) initiative in a large metropolitan hospital from 2009 to 2010. Non-probability sampling identified interview subjects who, through their participation in the redesign initiative, had a detailed understanding of the implementation and outcomes of the initiative. Between April 2012 and January 2013 26 in-depth semi-structured interviews were conducted and analysed with thematic content analysis.
Findings
There were four important findings. First, when asked to comment on the impact of the LSS implementation, without prompting the staff spoke of quality of care. Second, there was little agreement among the participants as to whether the project had been successful. Third, despite the recognition of the need for a coordinated effort across the hospital to improve ED access, the redesign process was not successful in reducing existing divides among clinicians and among managers and clinicians. Finally, staff expressed tension between production processes to move patients more quickly and their duty of care to their patients as individuals.
Originality/value
One of the first studies to explore the impact of process redesign through in-depth interviews with participating staff, this study adds further evidence that organisations implementing process redesign must ensure the supporting management practices are in place.
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Nizar Abdelkafi and Margherita Pero
The purpose of this paper is to explore case studies of business models (BMs) driven by supply chain innovations (SCIs) in order to investigate how SCIs can lead companies to…
Abstract
Purpose
The purpose of this paper is to explore case studies of business models (BMs) driven by supply chain innovations (SCIs) in order to investigate how SCIs can lead companies to discover new BMs.
Design/methodology/approach
This research is based on an in-depth literature analysis. Literature supports that SCIs drive new BMs. An exploratory interview-based study with practitioners from German and Italian companies shed more light on the ways SCIs can contribute to the discovery of new BMs.
Findings
So-called operators can establish close links between SCIs and BM innovation. Because in general, supply chains are designed to improve operational performance, most BM improvements are incremental. Large companies, however, can leverage SCIs to generate new BMs that are complementary to their current BMs.
Research limitations/implications
This research is exploratory in nature. Further (quantitative) research studies can link SCIs types to specific BM patterns and examine contingency factors such as size and industry sector that influence the relationship between SCIs and BMs.
Practical implications
This research draws the attention of practitioners to SCIs as a valuable opportunity to discover new BMs. The operators enable companies to estimate the effects of specific SCIs on their BMs and to identify the SCIs required for achieving a targeted BM.
Originality/value
This paper elaborates propositions about the relationships between SCIs and BMs. It identifies supply chain and process management as important streams of literature that can support the advancement of BM research.
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Steven Gross, Katharina Stelzl, Thomas Grisold, Jan Mendling, Maximilian Röglinger and Jan vom Brocke
Process redesign refers to the intentional change of business processes. While process redesign methods provide structure to redesign projects, they provide limited support during…
Abstract
Purpose
Process redesign refers to the intentional change of business processes. While process redesign methods provide structure to redesign projects, they provide limited support during the actual creation of to-be processes. More specifically, existing approaches hardly develop an ontological perspective on what can be changed from a process design point of view, and they provide limited procedural guidance on how to derive possible process design alternatives. This paper aims to provide structured guidance during the to-be process creation.
Design/methodology/approach
Using design space exploration as a theoretical lens, the authors develop a conceptual model of the design space for business processes, which facilitates the systematic exploration of design alternatives along different dimensions. The authors utilized an established method for taxonomy development for constructing the conceptual model. First, the authors derived design dimensions for business processes and underlying characteristics through a literature review. Second, the authors conducted semi-structured interviews with professional process experts. Third, the authors evaluated their artifact through three real-world applications.
Findings
The authors identified 19 business process design dimensions that are grouped into different layers and specified by underlying characteristics. Guiding questions and illustrative real-world examples help to deploy these design dimensions in practice. Taken together, the design dimensions form the “Business Process Design Space” (BPD-Space).
Research limitations/implications
Practitioners can use the BPD-Space to explore, question and rethink business processes in various respects.
Originality/value
The BPD-Space complements existing approaches by explicating process design dimensions. It abstracts from specific process flows and representations of processes and supports an unconstrained exploration of various alternative process designs.
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Jamison V. Kovach, Teresa Cardoso-Grilo, Madalena Cardoso, Sofia Kalakou and Ana Lúcia Martins
This research proposes how Design for Six Sigma (DFSS) provides a complementary approach for business process management (BPM) lifecycle implementation in order to address gaps…
Abstract
Purpose
This research proposes how Design for Six Sigma (DFSS) provides a complementary approach for business process management (BPM) lifecycle implementation in order to address gaps identified in the current literature.
Design/methodology/approach
The mandatory elements of a method (MEM) framework is used to illustrate DFSS's maturity as a process redesign method. The use of DFSS in a BPM context is described through several action research case examples.
Findings
This research specifies the procedure model (order of development activities), techniques, results, roles and information/meta model (conceptual data model of results) associated with using DFSS to address BPM-related challenges. The action research case examples provided discuss the details of implementing BPM using DFSS to design, implement and test redesigned processes to ensure they fulfill the needs of process participants.
Research limitations/implications
While the case examples discussed were performed in only a few settings, which limits the generalizability of their results, they provide evidence regarding the wide range of domains in which the proposed DFSS-BPM approach can be applied and how the tools are used in different contexts.
Practical implications
This research offers a road map for addressing the challenges practitioners often face with BPM lifecycle implementation.
Originality/value
This research provides the first attempt to integrate DFSS as a complementary method for BPM lifecycle implementation.