Classification of the lean implementation procedures for improving the business processes

The management of processes and systems is a complex and time-consuming activity for organizations and also an ongoing Information Technology (IT) challenge. Among the different approaches for bringing flexibility to the business processes and systems are Service-Oriented Architecture (SOA) and Business Process Management (BPM). The SOA approach has become popular providing services and interfaces, enabling integration of heterogeneous and distributed platforms and BPM leverages the cycles of improvements, control and evaluation of business processes. BPM and SOA should work together aiming at improving business processes and evolving systems architecture. One main problem to apply BPM and SOA is the lack of established processes and this work proposes a software process line in order to simplify variability control and enable the instantiation of new development process applying BPM and SOA. It also aims at developing an environment to support the proposed software process line in order to automate the process, integrating industrial tools with one specifically developed to perform the transformation of UMA models into BPM notation. The main contribution of this work is the definition of the software process line for engineering service-oriented products. It is highly relevant to software industry since software process lines lacks experiments, practices and tools.

Nowadays, organisations use business process management (BPM) around the world to maintain a competitive advantage related to their business processes (BP). In this sense, business process improvement implies often a challenge in identifying specific improvement metrics according to the BP types, which from different scenarios. Thus, we present in this paper an integrated approach for defining improvement metrics according to the BP types. Our proposed approach is validated through a case study involving the enhancement of a BP. This BP is about requests for compensation within an airline company. Our approach consists of three main pillars: 1) management BP metrics; 2) operational BP metrics; 3) support BP metrics. In order to identify appropriate improvement interventions, modelling, analysis, simulation, monitoring and process mining techniques are used.

Business Process Management (BPM) is a topic that has received immense attention in information systems research and practice. While its adoption has been increasing rapidly, many companies struggle to find BPM professionals with the appropriate skills, hence BPM education has been an area of increasing interest as well. One big challenge for BPM education is the lack of teaching resources. Appropriately written BPM teaching cases derived from real-life case scenarios has been recognised as a valuable means to address this gap. Yet, teaching cases that are rich in context dedicated to BPM are still scarce. This teaching case, specifically developed for business process improvement education purposes, is designed as a rich resource to address this gap. Teaching notes with an extensive set of multimedia ancillary material are also available to instructors upon request. This case study is based on a real-life patient-care process of a national Ayurvedic hospital in Sri Lanka. With its position as the leading national institute for Ayurvedic research and teaching, the hospital has the potential to make striding impacts with Ayurvedic innovations both nationally and globally. This narrative describes the current patient-care process in detail, challenging students to analyse the current process and derive justifiable high-impact creative/innovative recommendations that are feasible to the case's context and improve business processes at the hospital.

PurposeThis paper aims to present research into the improvement of knowledge‐intensive business processes.Design/methodology/approachA literature review is conducted that indicates that a gap exists in the area of knowledge‐based business process improvement (KBPI). Sir Karl Popper's theory of objective knowledge is used as a conceptual basis for the design of a business process improvement (BPI) framework. Case studies are conducted to evaluate and further evolve the improvement framework in two different organisations.FindingsHighlights the gap in the literature. Draws attention to the merits of KBPI. Reports on the design of an improvement framework for knowledge‐intensive business processes, and on the lessons learned from the conducted case studies.Research limitations/implicationsPractical and time constraints limit the scope of the case studies. General applicability can be inferred, but not tested, due to the small number of case studies.Practical implicationsA new practical way to achieve performance improvement, that utilises structured tools on intangible organisational assets. The framework can be applied by organisations that run knowledge‐intensive business processes.Originality/valueThis paper addresses a gap in the area of KBPI. It combines concepts from business process management with a robust theory of knowledge to design a practical improvement framework. The paper also contains interesting argumentation supporting the use of Karl Popper's epistemology in BPI and knowledge management.

Organizations today seek to improve and adapt their business processes because of an increasingly competitive economy. The use and application of Artificial Intelligence (AI) for business process improvement and management is often discussed and put in place, regardless of its potentially negative impact if AI is implemented in the wrong way, especially around the processing and storing of personal data. We discuss the use of AI for the management and improvement of business processes, especially in the financial domain, and how to ensure responsible AI use in enterprises for this aim. We propose an information system design for responsible and trustworthy business processes, and we envision that businesses will need strong and well-defined control points in their information systems for managing processes and creating associated audits to enforce their principles. We define questions and challenges that companies will need to reflect upon and follow to achieve an application of responsible AI in an enterprise context. We also outline considerations for AI and data protection regulation for companies, while also considering the technical challenges that would need to be solved.

Information System is one of the key domain in which lot of research has been done in the past few years. Applying Information systems to heterogeneous and distributed environments is one of the current research areas. Business Process Management Systems is the information systems which deal with the administration of tasks in the business processes, organizational structures, or in the related context. The Workflow Management system, the early idea of BPM, controls the workflow in an organization, data transfer, and integration of legacy information systems with existing programs and program modules, delegation of business tasks. Offering task management services especially modeling of business processes and underlying organizations, BPM serves it meaning and incorporates the WFM system. BPM supporting the use of knowledge concerning the awareness/unawareness of integrated software, and analysis of processes and organizational structure in terms of verification, modification, evaluation are key management in BPM system I.INTRODUCTION TO BPM: Combination of corporate restructuring and mergers urged the department and processes to be automated and linked together. Unfortunately it created largely disconnected spaghetti of systems and applications. Business Process Management (BPM) was born from a strong need to streamline internal processes and connections between both internal and external functions. It provides ability to model, monitor, manage and manipulate processes quickly in response to changes in strategy and market forces. BPM is an extension of classical Work Flow Management (WFM) systems and approaches. BPM delivers the maximum utility of legacy system. It is a method for revolutionizing the way the work moves throughout an organization. II.COMPONENTS OF BPM: The four key elements in Business Process Management are: Process modeling, Process rule, Process management, and Process performance analytics. Process modeling: Process modeling describes the flow of information (business process).It helps in building a model of process and mapping into an implementation frame work. Modeling requires a consistent analysis and representation of the processes. It forms the basis for the userspecific process environment. Process Rule: Process Rule is a heart of the BPM. It involves execution of discrete steps & integration of information. A process rules engine is used for this purpose. The engine is to monitor and manage the given steps by providing a flow control over the business process. If a process fails or delayed, a compensated action can be done to rectify. Process Management: Process Management is to correlate business/application events to fundamental business metrics .It enables the organization to monitor and optimize the business process. Once the process has been analyzed, modeled and the associated rules are formed. The next stage involves the visualization and management. Visualization means transaction data ranging from holistic to process-state or client state specific rules. Process Performance Analytics: Process Performance Analytics is a transition data source available for sophisticated management analytics .This data should be available on a retrospective or real-time basis. It should answer to one of the most difficult question like “how much does it cost to process a specific transaction?” By this way BPM mainly addresses four components. They are Work Flow Management, Content and records management Enterprise Application Integration (EAI) and Business Activity monitoring (BAM). III.RELEVENCE TO SYSTEM INTEGRATION: BPM can be fitted easily on the top of existing IT system. It is the Process rules that governs all the happenings and optimizes the process. BPM will not be able to work without the connectivity provided by the EAI layer. EAI layer provides BPM to gain and measure the value from the investment. On the other hand, BPM provides value to the EAI technology layer of Information technology. BPM layer offers business management the view of the message processing layer. It is used to unlock the value of the information held in the integration layer. It is also used to gather data of every transaction in the lifecycle. IV.APPLICATION OF BPM: BPM can be applied to any application which needs these advantages. BPM reduces unnecessary high losses in time critical transactions, helps to provide any critical information, practical application yield fast ROI ,better control over the information, identifying and maximizing the benefits faster, better analysis and tracking, provides enterprise-wide visibility of business processes, improve the effectiveness of the core operations, provides ability to coordinate interactions between information systems, business process and the people, flexible and easily changed by non-technical business people.

An Agile Business Process and Practice Meta-model

DT4BPM: A proposed approach for combining Digital Transformation and Business Process Management

This research is conducted in Locarvest. Established in 2015, Locarvest is an online platform company that selling agricultural products based in Bandung. They see the importance of agricultural products for humans and people who like to shop online as an opportunity for them to sell local agricultural products online. Currently, they have been developing a website to change their selling platform which will be launched soon in the late of July 2019. They assume that the website can create a simpler selling process. However, they do not have their written business process where many companies have become increasingly interested in business processes due to the need for effective and efficient activities (Dave, 2017). In here, the objectives of this research are to analyze and model the current business process of Locarvest and propose a new business process to solve Locarvest’s current problem using the concept of Business Process Management (BPM) and the design is modeled using Business Process Modelling Notation (BPMN). To model the current business process, interviews with the employees of Locarvest and observation in the office were conducted. The result of this paper is proposing some improvements within the business process by eliminating some activities and create some new activities for Locarvest. The design also has been approved by the employees of Locarvest.
 Keywords: Business process, Business Process Management, Business Process Modelling Notation, case study, agriculture

The article explores trends and key directions for improving business process management taking into account current tendences in the socio-economic environment development and evolution. These key directions include hyperautomation, customization, and ESG-orientation. The essence of hyperautomation is determined and the distinctive features of hyperautomation and automation are identified with an emphasis on their distinctive features and practical possibilities of their application. It is substantiated that hyperautomation significantly expands traditional automation, using a set of advanced technologies, such as artificial intelligence, machine learning, etc. An example of the architecture of an automated time accounting complex is given. Customization in the context of business process management is implemented through the priority of the end user's point of view when modeling business processes compared to the point of view of the executor, the owner of the process. It is considered that the business process model from the end user's point of view is built on the basis of customer journey mapping and provides a unique customer perspective on the business process; the key metric for assessing the effectiveness of the business process – customer journey is the characteristic of the customer experience, namely the CSAT satisfaction index. The article explores the essence and practical aspects of implementing ESG (Environmental, Social, and Governance) principles in organizing and improving business processes: the environmental component can be reflected in resource management, ensuring energy efficiency of production processes, the social aspect covers issues of personnel management and interaction with society, while the govermental component is focused on ensuring the principles of compliance, transparency and ethics of business. It is demonstrated that improving business process management is closely related to the integration of digital and intelligent technologies, customer-focused design in the context of increasing the importance of ESG principles.

This article discusses the problems of introducing an effective business, as well as optimizing business processes. Various approaches to managing and optimizing business processes are analyzed. The reasons for which it is necessary to improve the process and each component of this process are identified and described. Two main approaches to improving business processes are considered: functional and approach, the main differences between them, as well as the advantages and disadvantages of each of them are demonstrated. Any process has a life cycle, thanks to which it follows the article considers the life cycle of six sigma. Based on the material studied, methods for improving business processes are proposed, and the role of the leader is examined, and concepts such as creative management and a creative manager are examined and what their role is in modern business. Any life cycle needs modeling, timely improvement, so that the company can get good results, so managers and chief managers must follow the simple rules discussed in the article in order to simulate the business process as is and as it should be , you can use the Business Process Management Notation and special software designed for this. The general conclusion of the article is that each company should choose its own approach and method of optimizing business processes based on general principles. Key words: business processes, processes, process management, optimization.

Business process management (BPM) is a well-established discipline comprising a set of principles, methods, techniques, and tools to continuously improve the performance of business processes. Traditionally, most BPM decisions and activities are undertaken by business stakeholders based on manual data collection and analysis techniques. This is time-consuming and potentially leads to suboptimal decisions, as only a restricted subset of data and options are considered. Over the past decades, a rich set of data-driven techniques has emerged to support and automate various activities and decisions across the BPM lifecycle, particularly within the process mining field. More recently, the uptake of artificial intelligence (AI) methods for BPM has led to a range of approaches for proactive business process monitoring. Given their common data requirements and overlapping goals, process mining and AI-driven approaches to business process optimization are converging. This convergence is leading to a promising emerging concept, which we call (AI-)augmented process execution: a collection of data analytics and artificial intelligence methods for continuous and automated improvement and adaptation of business processes. This article gives an outline of research at the intersection between process mining and AI-driven process optimization, classifies the researched techniques based on their scope and objectives, and positions augmented process execution as an additional layer on top of this stack.

KPI-Based Approach for Business Process Improvement

Business process management is increasingly present in organisations, and process improvement is one of its focuses. Patterns for process redesign provide solutions for recurring problems in business process improvement initiatives. However, choosing which patterns to apply in a process is not an easy task, especially in large and complex processes scenarios. This paper proposes heuristics to automate the process redesign pattern selection. The heuristics indicates specific process parts to apply improvement patterns, considering the business process model elements. A case study was performed to evaluate the proposal. The results highlight the applicability and reliability of heuristics to identify improvement opportunities in business processes models.

Nowadays, the problem in business process management (BPM) is that BPM systems should both be easy to use for business process developers and be based on a sound formal method. Business process management systems are often based on semiformal modeling techniques such as event-driven process chains (EPC) or UML. Unlike semiformal modeling techniques, the process calculus CSP comes with mature verification sup- port. Surprisingly little work has been done on using CSP for business process modeling and management. In this paper, we present our approach to business process management, which is based on the observation that CSP is well suited not only for specifying business processes and verifying work???ows but also for executing work???ows using our CSP4J framework. We report on a work???ow server, which is specified in CSP and implemented using our CSP4J framework. The server accepts work???ows that are modeled in CSP and also implemented using CSP4J. This allows us to integrate the mature verification support of CSP into both the management system itself and the development process of the end users’ business process definitions.