Implications of business process management for operations management

Armistead, Colin; Machin, Simon

doi:10.1108/01443579710171217

Cited by 114 publications

(99 citation statements)

References 14 publications

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“…(2) Interrelated activities. A majority of the authors describe the components of the process as interrelated activities (Harrington, 1991;Hammer and Champy, 1993;Talwar, 1993;Rentzhog, 1996;Armistead and Machin, 1997;Llewellyn and Armistead, 2000;Ljungberg, 2002;Isaksson, 2006). (3) Horizontal: intra-functional or cross-functional.…”

Section: Process Definitions Categorizations and Rolesmentioning

confidence: 99%

Exploring process management: are there any widespread models and definitions?

Palmberg

2009

The TQM Journal

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Purpose -Process management has been around for a long time, but unlike that of many other management trends, the interest in process management has remained high. The starting point for the study was the idea that the lack of well-established conceptual models and definitions of process management play a role in the challenge and difficulty facing organizations when trying to manage their processes on a strategic level. The purpose of the study was to explore whether there really are some existing widespread and common models and definitions for process management in the literature? The aim of this paper is to describe and explore the findings from the study. Design/methodology/approach -A structured literature review is used to identify contemporary models and definitions for process management. Findings -There are several descriptions and definitions of process management presented in the literature, but none that seems to be really widespread and well-established. However, the analysis indicate two different movements: process management for single process improvement; and process management for system management. The results from the literature review are summarized in an aggregated model of existing descriptions of process management. The varying purposes of working with process management demonstrate a diverse need for both movements. Still, the focus of a majority of the identified tools and approaches for process management is to contribute to the more mechanistic movement, the first, of systematically improving single processes. Originality/value -The paper provides a literature review, the identification of two different movements within process management and presents an aggregated model of existing descriptions of process management. Implications of the findings on process management in organizations are discussed and further research suggested.

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Section: Process Definitions Categorizations and Rolesmentioning

confidence: 99%

Exploring process management: are there any widespread models and definitions?

Palmberg

2009

The TQM Journal

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“…Para definir as contingências relacionadas ao conceito, alguns autores têm procurado estabelecer modelos de classificação para os processos organizacionais (AITKEN; STEPHENSON; BRINKWORTH, 2010; GARVIN, 1998; ARMISTEAD; MACHIN, 1997 A definição da categoria do processo ajuda a definir prioridades na implantação do BPM. Armistead e Machin (1997) observaram que as organizações que adotaram o BPM iniciaram a implantação pelos processos operacionais, seguindo com os processos de suporte e continuando com os processos de direcionamento, de modo que a melhoria em uma categoria pudesse servir de base para a melhoria na categoria seguinte.…”

Section: Gerenciamento De Processosunclassified

Análise E Redesenho De Processos No Setor Público: Identificação De Melhorias Em Um Processo De Compra

Borges

Walter²,

Santos

2016

HOLOS

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RESUMOO objetivo deste trabalho é identificar possíveis melhorias no processo de compra de bens na modalidade pregão presencial com registro de preço do Tribunal Regional Eleitoral do Estado da Paraíba (TRE-PB), a partir do seu mapeamento. Para tanto, utilizou como meio de investigação a pesquisa bibliográfica, a análise documental e o estudo de caso. Como técnicas de coleta de dados, utilizou-se a entrevista focalizada aplicada na seção de compras, na comissão permanente de licitação e na seção de programação orçamentária e financeira, e a observação simples através do acompanhamento do fluxo desse processo de compra pelo SADP, programa interno com dados relevantes sobre todos os processos da organização. Como resultado, conclui -se que o processo analisado é marcado por entraves burocráticos que dificultam o fluxo devido à excessiva e desnecessária concentração de atividades nas coordenadorias e secretarias superiores, provocando um gasto de tempo elevado que poderia ser evitado caso a organização adotasse sugestões de melhorias propostas neste trabalho.PALAVRAS-CHAVE: melhoria de processos, gestão de compras, setor público. PROCESS ANALYSIS AND REDESIGN IN THE PUBLIC SECTOR: IDENTIFICATION OF IMPROVEMENTS IN A PROCUREMENT PROCESS ABSTRACTThis study aims to identify potential improvements in a procurement process of the Tribunal Regional Eleitoral do Estado da Paraíba (TRE-PB), from its process mapping. In order to reach this goal, literature review, document analysis and case study were used, a s research approaches. As techniques of data collection, the focused interview was applied at the procurement section, the bidding permanent committee and the budget and financial programming section. Moreover, the simple observation by monitoring the flow of the procurement process from SADP, which is an internal system containing the relevant data about all organizational processes. The results showed that the analyzed process is marked by bureaucratic barriers that hinder the process flow due to excessive and unnecessary concentration of activities in the higher-level departments, causing a huge time expense that could be avoided if the organization adopt suggestions for improvements proposed in this paper

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“…Al-Mashari & Zairi (1999) Implications of business process management for operations management. Armistead & Machin (1997) Business process re-engineering and process management: a survey of current practice and future trends in integrated management. Zairi & Sinclair (1995) …”

Section: Albadvi Et Al (2007)mentioning

confidence: 99%

“…Business process capabilities provide significant strategic opportunities (Roth and Jackson, 1995) and the processes themselves may be viewed as strategic assets. Armistead and Machin (1997) provided some examples where companies have linked their long-term plans with annual plans for key business processes. Process management is more than a way to improve individual processes, it is a way to operate and manage a business (Hammer & Stanton, 1999).…”

Section: Processes Procedures and Bpr Performancementioning

confidence: 99%

The CSFs, Quality Governance, BPR Performance and Gaining Competitive Advantage

Smith¹,

Meade²,

Wolf³

et al. 2013

IJBM

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Business process reengineering (BPR) is a popular management approach, which enables organizations to conduct substantial business and technological improvements. Successful implementation of BPR can assist organizations to change their old-fashioned practices into innovative processes through reorganizing and eliminating some processes and/or finding innovative ways to conduct business activities. Studies have shown, successful BPR implementation can. 1) create higher customer satisfaction, 2) increase productivity, 3) build higher flexibility in business processes, 4) improve organizational integrity which shall lead to sustainable competitive advantage for the firm. However, findings by different researches illustrate that up to 70% of BPR's failures are at implementation stage due to lack of understanding of involved factors by different levels of management in an organization. This paper has exclusively developed the model, which can address the role of different factors in the implementation of Business Process Reengineering (BPR) performance and the ultimate outcome as competitive advantage. In addition, this research studies the influence of company size and business type as a moderator in the relationship between independent variables of study and BPR performance. The proposed model here aims to help planners in identifying a set of critical processes that are aligned with the firm's strategic performance and then become candidate processes for further implementation.

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Implications of business process management for operations management

Cited by 114 publications

References 14 publications

Exploring process management: are there any widespread models and definitions?

Exploring process management: are there any widespread models and definitions?

Análise E Redesenho De Processos No Setor Público: Identificação De Melhorias Em Um Processo De Compra

The CSFs, Quality Governance, BPR Performance and Gaining Competitive Advantage

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