Simulation based process design: Modeling and applications

One critical issue in process management is that managers can only rely on their experience when they make decisions in designing their business processes. To provide effective decision-making support, a simulation based approach (Process Management Tool, PMT) has been developed to quantitatively predict the performance of designed processes. In this paper, two types of automotive design processes, one product based and the other function based, were examined by applying the simulation based process design. The PMT analysis revealed the fragility of product based process and the tolerance of function based process to overload. In addition, effective human resource allocations were identified.

The issues of process approach implementation in enterprise financial flows management system have been highlighted. The stages of financial flows management within the framework of business processes model have been defined. The advantages of the balanced scorecard have been revealed. The approach to financial flows management based on business process models and their optimization methods has been proposed. The approach to enterprise process management is based on the Deming-Shewhart cycle. The strategic map has been considered as tools for process management and metrics control. The composition of balanced scorecard has been proposed, reflecting the dependence of profit, accounts receivable, and equity turnover rate on the key indicators of cost, fragmentation. and time of fulfilling tasks of the AS-IS and TO-BE business process models. The cause-and-effect relationships between the business processes tasks and a company’s financial performance have been considered. The paper presents the results of the analysis and visualization of the dynamics of change in indicators depending on business process model transformation. In order to reduce risks and increase the efficiency of implementing process optimization results, a number of simulation experiments have been conducted for a company actively developing online sales channels. Practical recommendations have been developed and changes in the key business process management system justified. The system effect from simulation modeling results implementation has been obtained.

Business process modeling has been developed for the single enterprise or more generally, for single actor environments. Furthermore, most process model management tools presume the usage within a closed community (e.g. a single enterprise), that is characterized by a central control unit (hierarchical management structure). Within collaborative businesses, there is a lack of centralized structures. Instead, the organizations are autonomously acting and they control only a partial area of the overall collaborative business process. In contrast to the intraorganizational case, cross-organizational model management imposes several organizational and technological challenges that results from the multiple- independent-actors-environment of collaborations. In such environments, 'conventional' process management tools mainly fail. This paper proposes a concept to handle cross-enterprise-spanning business process models using peer-to-peer technology. Furthermore, we investigate mechanisms to construct such processes based on the same technological base

Concepts and tools for process management have often been transferred to emergency management projects. The driving objective has been to bring assistance to planning procedures and quality assurance. This seems rather natural, since idea and concept of business processes and standard operating procedures appear like siblings. In this paper we discuss whether the concepts of process modelling are adequate for managing standard operating procedures and whether emergency management organisations can capitalize on off-the-shelf business process modelling tools to prepare for disasters more effectively. This paper presents ample evidence that prevailing business process means are inappropriate for emergency management in light of organisational as well as technology issues. In a nutshell, business process concepts are utilized as a golden hammer in many emergency management projects, a suitable tool for all purposes. Yet, the question rises whether emergency management issues are always fitting nails.

PurposeQuality management (QM) can support organisations in contributing to sustainable development. As a result of an expanding focus from customers towards stakeholders within QM, the perspectives to consider multiply. Understanding how practices and tools for process management are specifically affected by this increase in perspectives is key to creating the right conditions for improvement initiatives that support sustainable development.Design/methodology/approachThis paper constructs a typology wherein the use of process management practices and tools is described in nine distinguished system contexts. Inductive discrimination is used to differentiate the system contexts and different use cases for process practices and tools.FindingsUsing the system of systems grid (SOSG), mainstream business process management (BPM) practices are positioned in a simple unitary context, whilst sustainability challenges also involve more complex contexts. Addressing these challenges requires integrating new tools and methods from paradigms outside of traditional functionalist business process management practices.Research limitations/implicationsThis paper highlights the necessity to consider system contexts when developing feasible practices and tools for effective process management.Practical implicationsPractical implications are that quality practitioners aiming to exploit the potential in process management to support sustainability get support for planning and conducting process improvement initiatives aiming to consider several stakeholder perspectives.Originality/valueThis paper presents a new typology for understanding the context of QM process initiatives and BPM in light of a contemporary sustainability focus.

The aim of the article is to present a framework enabling the quick and practical assessment of the nature of business processes, necessary to select business process management (BPM) tools and methodologies in accordance with the actual nature of BPs in the organization. The lack of such compliance reduces or delays the results, or it can even cause the failure of BPM implementations. To avoid this risk, organizations should be aware of the nature of their processes prior to planning and implementing BPM. The article summarizes extensive literature studies and experiences resulting from the practical implementation of business process management in organizations with diverse types of business processes. Developed in accordance with the Design Science Research (DSR) methodology, the Business Process Nature Assessment Framework (BPNAF) uses an approach that combines business process management with the management of the knowledge used and created in the course of the process execution. The article presents the concept of the business process space and the Business Process Nature Assessment Framework (BPNAF) based thereon, which enables the quick and efficient assessment of the nature of business processes in an organization in terms of their unpredictability and knowledge intensity. The presentation of the results enables the objective recommendation of the selection of implementation methodologies, HRM policies, or IT systems supporting BPM in line with the real nature of business processes implemented in the organization, in a way that is understandable to both specialists and non-specialists. The article is dedicated to researchers, but above all to practitioners using BPM. The application of the presented BPNAF allows managers to choose the methodology and tools supporting the management of business processes, but also human resources or knowledge, in accordance with the objective nature of the processes and the needs of the organization. The simplicity and speed of analysis, as well as the ability to directly use its results in the initial implementation of business process management, mean that the benefits of using the BPNAF are much greater than the effort or preparation costs involved. An important limitation of the work is the fact that the analysis of the business process space and, consequently, the BPNAF are limited to only two dimensions: unpredictability and knowledge-intensity. The article presents the original concept of the business process space and the author's model of the BPNAF framework based on its two-dimensional version. The supplement of BPM implementation methodologies with the use of the results of this work is of key importance for the success or failure of implementations.

New tools are needed to speed up the automotive design and development process. Physics-based modelling -or physical modelling -and simulation have become an essential part of the automotive design process. In this paper automotive control design is discussed.

The current environment demands the application of modern approaches to address the implementation of internal control a priority, to contribute to the continuous improvement of the organizations.It is a necessity in the institutions of higher education the improvement of risk management, as an essential component of internal control and the implementation of process management.In this context at the Universidad Laica Eloy Alfaro Manabi, although they have applied innovative tools of control, there is evidence that the risk assessment is not carried out on a regular basis and it is not structured by processes; therefore, the research aims to: develop tools for process management and risk management in the Universidad Laica Eloy Alfaro of Manabi.To comply with the proposed objective, it starts with the diagnosis of the current situation, through the implementation and analysis of a list of checks that assesses the ability of the organization's strategic prevention, which was adapted to the context of the universities.As the main diagnostic results, an analysis of the gaps and opportunities for improvement in the different variables that make up the dimensions of the design of the strategic orientation and preparation of the university for the management of risks, risk management in an integrated manner, and implementation and control; and then propose tools for process management and risk management.The study used empirical methods and statistical methods, such as the descriptive statistics and Cronbach's Alpha coefficient to measure the reliability of the instrument applied.

In conducting field studies of human exposure, we have encountered significant methodological challenges. The management strategy our group developed to conduct two recent studies of environmental health utilizes a collaborative study design process and innovative protocol management tools, and emphasizes community outreach. We present here the phases of planning, development and realization of two studies—one conducted in an environmentally contaminated area, and another in an occupational setting. We show how the use of this management strategy increases the efficiency of field operations and improves variability assessment. © 1997 John Wiley & Sons, Ltd.

One of the most highly cited papers in management is Eisenhardt’s (Acad Manag Rev 14(4):532–550, 1989) piece on the importance of case study research, in particular multiple cases (versus single cases), for theory building. We focus on this distinction between multiple versus single cases in the context of rigor and impact of management case studies (N = 173) published during the period 1996–2006 in Academy of Management Journal, Administrative Science Quarterly, Organization Science, and Strategic Management Journal. We find that this distinction of multiple versus single only crudely captures the reality of case study designs in published article. For this we propose an alternative empirical classification of case study design that is replication and non-replication, in which case studies using a replication logic either in single cases (e.g. comparing teams within an organization, where the case is the organization) or, indeed, multiple cases (e.g. comparing teams across multiple organizations) are more rigorous and also more impactful than cases who do not use replication logic. However, unlike in quantitative research, rigor is not a driver of article citations in qualitative studies. In this regard, our finding makes important contributions to scientrometric research by discussing criteria under which different case study designs can be rigorous and impactful.

How to develop the software process models that satisfy the organization's standards and the characteristics of software projects, and improve it continuously, is difficulty for software organizations. A process management tool named JBPM (Jade Bird Process Management) proposes a good solution for this issue. JBPM supports component based process development and hierarchical management mechanism which is illuminated by CMM. In order to provide a unified framework for all processes in different projects across the organization, JBPM employs the software lifecycle process framework in ISO/IEC std. 12207 and IEEE std. 1517. and use it as a general requirement specification for those processes.

The article considers the methodology of business process development in the digital business transformation. The aim of the study was to determine the dependence of sustainable enterprise development on the organisation of stakeholder engagement in the context of the digital ecosystem and the organisation of effective digital asset management.Taking into account the aim of the study, the main objectives are to study international experience of managing business development in digital transformation, determine the impact of ecosystems on business organisation and management of business processes and sustainability, and develop recommendations for business model formation and its alignment with the ecosystem market needs.The study resulted in the development of a sustainability framework in the digital ecosystem and proposals for digital ecosystem configurations that focus on giving and generating “value” when applying new ways and methods of “platform” interaction in the digital economy. Sustainability in digital transformation and ecosystematic business organisation depends on how digital assets are managed and approaches used to resource management. This process requires consideration of the methodology for business process development and research into changes in the external environment, identifying the possibility of integrating actors into the digital ecosystem development processes and defining tools for business process management.

In the past 40 years, negotiation studies have become increasingly available and sought after across college campuses. While there is widespread agreement on the prominent role negotiation plays in education, in the workplace, in public policy, and in other fields, there remains a lack of consensus on pedagogies and teaching models that effectively train students and practitioners in the various aspects of negotiation, ranging from pre‐intervention assessment, to effective bargaining, dialogue, and facilitation, to evaluating procedural and distributive outcomes. In order to synthesize distinct disciplinary approaches and skill/content areas into an integrated pedagogical model, this article describes a negotiation simulation designed to incorporate skill building, process management, conflict analysis, and conflict management tools. The model incorporates equal emphasis on theoretical frameworks and understanding, self‐awareness training for facilitators, social network and stakeholder analysis for negotiation preparation, participatory analytical and discursive process management, and developing metrics for monitoring, evaluation and impact assessment.

Over the last 25 years the process management revolution has transformed American business, but it is only now making inroads into the American public sector. The authors suggest that process management practices and tools could transform American government, giving America a new competitive edge in the twenty-first century. The Florida Department of Revenue—where private-sector productivity tools have produced startling cost reductions, productivity increases, and improved services—provides a glimpse of the benefits a private-sector process management revolution could bring. © 2005 Wiley Periodicals, Inc.

The foundation of the Internet of Things (IoT) consists of ubiquitous smart devices, equipped with sensors, actuators and tags, that are connected to the Internet and able to communicate with one another. It is seen as a great opportunity for organizations to improve, innovate, and reinvent their business processes. However, existing Business Process Management (BPM) tools and systems are not fully capable of integrating and utilizing smart devices as business process resources and, thus, are unable to unlock the high joint potential of BPM and the IoT. In this paper, we propose a concept for a service-oriented BPM system architecture which aims at the modeling, implementation, and execution of IoT-aware business processes. Furthermore, we introduce a first software prototype of the architecture as a proof of concept.