Using the view of Business Process Management (BPM) for process improvement in the shipping industry and offshore construction sector: a case study of the Rio Grande (RS) naval pole

Abstract

The current study describes the mapping and analysis processes of a company in the Brazilian shipbuilding and offshore construction sectors, according to Business Process Management assumptions. As for methodology, applied research using a case study, where semi-structured interviews were conducted as data collection tools. As for the interview scripts, six process parameters were established and used for data collection, which was of qualitative nature. Creation of the flowchart, resorted to the standard flowgram tool ANSI, this allowed for detailed viewing of the activities that compose the process as well as a general view of the process.

Developing organizational resilience from business process management maturity

“…If a manager intends to improve the level of management of his business processes, he must make efforts to mature his processes toward more innovative management practices. This would create business processes that are more flexible and continuously improving as the continuous reformulation of outdated routines and procedures unfolds in activities being performed more quickly and efficiently (Bogodistov et al ., 2022; Dijkman et al ., 2015; Forliano et al ., 2020; Ongena & Ravesteyn, 2020; Saravia-Vergara et al ., 2020; Silva et al ., 2019). BPMM can act as a medium and long-term performance booster, helping companies design and develop new capabilities in processes and improving, over time, competencies and competitiveness standards.…”

“…In this context, business process management “BPM” emerges as a powerful alternative to support the decision-making process and generate superior performance results. BPM is a strong alternative since the benefits deriving from its practice are evident in different business contexts, proving to be fundamental for the organization to obtain a competitive advantage in its markets (Baiyere, Salmela, & Tapanainen, 2020; Battisti, Shams, Sakka, & Miglietta, 2020; Bogodistov, Moormann, Sibbel, Krupskyi, & Hromtseva, 2022; Fosso Wamba & Mishra, 2017; Lizano-Mora, Palos-Sanchez, & Aguayo-Camacho, 2021; Saravia-Vergara, Sanchís-Pedregosa, & Albort-Morant, 2020; Silva, Longaray, Munhoz, & Castelli, 2019).…”

Failure-to-service may lead industrial business to bankruptcy: drivers and ways to mitigate them

“…Finally, the Framework points out that implementation problems can be mitigated by developing a culture of excellent performance to generate the value expected by the client (Huikkola et al, 2020;Story et al, 2017); by daily management of relationship interaction: communication, conflict resolution, integration and collaboration of activities (Rhodes et al, 2016); by improving total quality: teamwork, focus on innovative process, outcome orientation, attention to detail (Diógenes et al, 2019); by a closer relationship with the client to develop open service innovation (Lütjen et al, 2017b); by planning the management process to achieve strategic objectives through analysis, modelling and process optimization to ensure keep on track on performance (Silva et al, 2019).…”

Redução De Perdas De Energia Por Meio Da Gestão Organizacional: Abordando a Melhoria De Processos

“…O trabalho elaborado por Silva et al (2019) apresenta o mapeamento e análise de processos de uma empresa Offshore de construção naval no Rio Grande do Sul. Os autores apresentaram uma abordagem sobre as principais ferramentas e metodologias de análise de processo e mapearam os processos por meio de fluxograma.…”