Abstract
This study examined the potential of adapting the software Capability Maturity Model as a process improvement paradigm within the context of industrial process improvement. Traditional methods of process improvement incorporate some facets of Total Quality Management (TQM), business process improvement (BPI), business process reengineering (BPR), business process management (BPM), benchmarking, regulation, legislation, Six Sigma, and standards. Hypothesis testing showed two statistically significant outcomes regarding the first and the fifth maturity levels reflecting ad hoc processes and optimized processes, respectively.
Highlights
Organizational processes generate some form of value and effectiveness
13% of the respondents reported that no current method existed within the workplace, about 23% reported the use of Total Quality Management, approximately 13% reported the use of business process reengineering, about 19% reported the use of business process improvement, approximately 28% reported benchmarking, approximately 29.7% reported the use of Six Sigma, about 20% reported regulation, and the remaining 20% reported some form of ISO
Because two null hypotheses were rejected, the full portability of the maturity framework across domains was not shown via this research study
Summary
Organizational processes generate some form of value and effectiveness. Their value may be examined from a variety of perspectives: mapping, quantification, accountability, certification, integration, intelligence, and compliance [28]. Regardless of perspective, the optimizing of processes contributes toward enhancing both effectiveness and efficiency organizationally [1]. Process optimization may affect the long-term, strategic competitiveness of organizations over periods encompassing an average of five or more years [2]
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