Business Process Improvement Methodology Research Articles

Developing an enhanced business process improvement methodology (EBPIM)

PurposeThis research paper aims to develop and validate an enhanced business process improvement methodology (EBPIM) by integrating the DMAIC (define, measure, analyze, improve and control) and the comprehensive business process management (CBPM) methodologies.Design/methodology/approachA systematic literature review and analysis were conducted to prove the novelty of the research approach and identify the similarities, differences, strengths and weaknesses of the DMAIC and the CBPM methodologies. The EBPIM was proposed based on the analysis results. Then, a focus group approach was used to evaluate and validate the methodology.FindingsThe EBPIM consists of nine activities: preparation, selection, description, quantification, modeling, enactment, improvement opportunities selection, analysis and improvement and monitoring. The proposed methodology adopted the systematic and structured process of the DMAIC methodology by having one tollgate between every two activities to check the progress and authorize the team to go to the next activity. At the same time, it has the ability of the CBPM methodology to enhance the interaction between human activities and business process management systems (BPMS).Research limitations/implicationsThe EBPIM was evaluated and validated by a focus group of academic professors. However, the main limitation of the proposed methodology is that it is still theoretical and needs to be empirically tested. Therefore, future work will focus on testing the EBPIM in different industries and organization sizes.Practical implicationsFrom the theoretical perspective, the proposed methodology adds value to the knowledge in the scope of business processes improvement methodologies (BPIMs) by integrating the DMAIC and the CBPM methodologies. It takes advantage of and combines the strengths of the DMAIC and CBPM methodologies. From the practical perspective, the proposed methodology presents a valuable tool that can facilitate the organization’s mission to improve the areas that need improvement using a systematic improvement methodology that will effectively enhance organizational performance (OP).Originality/valueThe BPIMs literature analysis proved that most of the reviewed methodologies could not support all phases of the business process improvement (BPI) activities. It was concluded that integrating the DMAIC and the CBPM methodologies is a novel approach. The proposed methodology will enhance the efficiency of both methodologies, fill the gaps that may exist in both of them and lead to better results in terms of BPI.

Perbaikan Proses Bisnis Pembuatan Laporan Produksi Harian untuk Memperpendek Lead Time pada Perusahaan Manufaktur Mobil

<p class="abstrak">This research was conducted at a four-wheeled vehicle manufacturing company located in Jakarta. The average lead time for making the Plant 2 Daily Production Report is currently around 12 minutes. With the long reporting time, this process is considered less efficient. In this research, business process improvement will be carried out by identifying non value-added activities and using business process improvement methodology. In improving the reporting process, Excel Macros will be used. After the implementation of business process improvements, the average time for making Daily Production Reports is reduced to 4 minutes or there is a time saving of 67%.</p><p class="abstrak"><em> </em></p><p> </p>

Optimizing Project Success through Pragmatic Process Improvement Initiatives

A major challenge in the rich history of project management had been the lack of consensus on the nature and definition of project success that considered the disparate interests of all stakeholders, over time (Cleland & Ireland, 2007; Kloppenborg & Opfer, 2002; Moris, 1994; Sauer, Gemino, & Reich, 2007; Bannerman, 2008). In order to overcome this age-long hiccup, project success has been defined in this work in a holistic manner that appeals to the vested interest of stakeholders across the board, in a timeless way. This approach was based on Bannerman’s (2008) Multi-Level Framework for project success definition. The framework defines project success as one measured by five key success metrics, namely, project management, process management, product management, business management, and strategic management. The objective is to take care of the interests of the stakeholders across the board, including, project managers and their teams, end users of products or services delivered, the organization with its immediate investment goals, as well as, the society with its longer term developmental needs. Of all five levels listed above, process management underlies the rest, and forms a fulcrum around which they revolve and depend on. Hence, a successful process improvement initiative will likely impact positively on the rest four key result areas, all things being equal. Basically, both literature and research affirm that a significant positive relationship exists between project success optimization and process improvement (Bakotic & Kirnic, 2017). Given this scenario, a proper implementation of pragmatic process improvement methodologies, will most likely enhance the chances of optimizing project success. This is the key thesis of this seminar. Of which, the main objective is to expose project managers and their organizations to pragmatic Business Process Improvement (BPI) methodologies that can lead to optimized process project success (and hence, optimized project success) in the present industrial dispensation. This seminar became necessary given that the findings of research have shown that lack of knowledge about pragmatic tools (like Lean Six Sigma System) has been among the greatest obstacles to their adaptation and implementation, especially, among SMEs (Anthony & Kumar, 2014). Whereas, many BPI methodologies have existed over the years, most of them have faded away in the course of time. However, Lean Manufacturing and Six Sigma methodologies, due to their relevance to the present times, have been acknowledged among the pragmatic tools that have stood the test of time, in offering solutions to most process improvement issues in both production and service industries of all sizes and disciplines. Furthermore, an integration of both tools has been especially affirmed by empirical literature, to yield added advantages than derived from either of them separately (Anthony & Kumar, 2014). Therefore, Lean Six Sigma Systems is hereby recommended to project managers and organizations who are on a quest for pragmatic initiatives that optimize process success for an optimized project success, provided that factors enhancing process project success are maximized, and those that lead to process project failure are minimized (Rever, 2008).

Seven-waste framework of waste identification and elimination for computer-based administrative work

PurposeThis paper tries to generalize business process improvement (BPI) methodology. It utilizes the seven-waste framework as an essential step in the methodology. While the seven-waste concept is usually applied for manufacturing activities, this paper tries to explore the applicability of it to office-work activities. Also, this paper demonstrates that information technology can be used as a tool for reducing waste in the office-work.Design/methodology/approachA comprehensive literature review of BPI methodology studies was conducted in order to propose systematic flowcharts to represent the sequence of processes involved in each step of BPI methodology. The proposed flowcharts are applied to a case study in supply chain planning and allocation planning at a manufacturing company. The seven-waste framework is designed as part of the step, in which equivalency between the definition of waste found on the production floor and waste found in office work is presented.FindingsThe BPI methodology generally follows five steps: initialization, selection, design, implementation and evaluation. The seven-waste framework is effectively applied in the selection step. The case study shows that information technology can be used as a tool in business process improvement to reduce waste in the business process.Practical implicationsThe case study indicates that the proposed framework and methodology are proven able to reduce the three key performance indicators. They are the number of steps from 54 to 24 (55% reduction), processing time from 890 min to 313.5 min (64% reduction) and the number of the manual process from 41 to 17 (59% reduction).Originality/valueThis paper proposes a generalization of BPI methodology, the seven-waste framework in the selection step of the BPI methodology, the seven-waste concept in office-work activity and the use of information technology for BPI by reducing waste in office-work activity.

Evaluation of Lean Business Process Improvement Methodology

AbstractIndustry trends such as lean manufacturing have proven to work effectively in removing waste and improving the efficiency and effectiveness of production processes in manufacturing companies. The business processes within some manufacturing companies tend to lack the same attention as the production processes, however. This research explored the value of using the GKN lean business process improvement (BPI) methodology for improving business processes at GKN Aerospace Norway (GAN), an aerospace manufacturing company located in Norway. The method aims to identify and reduce waste by mapping the current state of a selected process, suggest a future state with less waste, generate an action list for changes, and a plan for implementation of the proposals made. During this study, the method showed to be successful at improving the efficiency in 7 out of 8 of the processes adopted. The research also found that employees at GAN respond favorably to BPI initiatives but that better preparation prior to each BPI workshop could further improve the effectiveness of the method.

The prevalence of service excellence and the use of business process improvement methodologies in Australian universities

ABSTRACTService transformation is an increasingly common pursuit in the higher education sector, with university strategic plans frequently featuring a service excellence objective and the adoption of leaner and more sustainable service models. Previous studies agree that service excellence is intentional not incidental, and systematic not ad-hoc in nature, requiring a planned and structured approach with consistent and repeatable experiences. This study analysed public documents to discover the universities engaged in service excellence and efficiency endeavours and the prevalence of business process improvement (BPI) methodologies as a tool for this purpose. It is concluded that universities are increasingly focused on service excellence, institutional sustainability and BPI methodologies to enable institutional strategic objectives. The study suggests that future studies could focus on investigating and gaining primary evidence on the progress and success of universities in the service excellence and BPI space.

Customizing practices based on the frequency of problems in new product development process

The study of new product development best practices aimed at helping new product development process managers improve the process has been the subject of many publications in recent years. These practices have been analyzed, categorized, and disseminated based on numerous research methods, such as benchmarking, success factors analysis, surveys of practices used by successful companies, practitioner panels, and practice frameworks. However, the adoption of such practices depends on many factors, such as product characteristics, market, cultural aspects, and the ecosystem of the country or region where a company operates. This research proposes an alternative to identify and recommend new product development process practices with a greater potential to solve the most common difficulties encountered in new product development process. This approach can be used to complement the previously mentioned ones. The inspiration for this work came from the observation of business process improvement methodologies such as Lean Thinking and Six Sigma, in which the first step is to identify and analyze problems prior to defining actions to eliminate them. To achieve this goal, a survey involving 346 companies operating in Brazil was conducted to identify common new product development process practices and problems. Multivariate contingency tables with Chi-square significance tests and odds ratio were applied to analyze the data. The hypothesis tested was that the absence of a new product development process practice heightens the risk of the new product development process problem. This suggests that the successful application of a practice eliminates or prevents the corresponding problem. The result of this research is an alternative way to propose practices that can potentially eliminate specific new product development process problems.

Application of Six Sigma Methodology in Glazing and Printing Processes: The Case of Lanka Wall Tiles PLC

Six Sigma is a data-driven process of thinking to create new knowledge and skills for business process improvement. It is a buzz word in the business community today as Six Sigma thinking has gained widespread popularity as a part of business process improvement methodology. This paper presents the results of applying Six Sigma methodology at Lanka Wall Tiles PLC in the areas of glazing and printing operations. The company in its process re-engineering project identified glazing and printing operations as the main processes in which defects occur regularly. In order to address the issue of production defects a five-step DMAIC framework, viz. Define, Measure, Analyze, Improve and Control, was applied. In the define stage, the size of the problem was gauged after mapping the process by means of the SIPOC (Supplier, Input, Process, Outputs, Customer) model. In the measurement and data analysis stages, a set of carefully chosen statistical methods and problem solving techniques of Six Sigma system were applied to uncover the sources of variations (SOV). Data was collected from both the past records of production and by observation of the process for a period of 21 days. Data analysis was done using tools and techniques such as quality function deployment (QFD), control charts, cross tabulation, cause and effect diagrams and Pareto charts. A detailed analysis of the data revealed the major sources of variations for which homegrown solutions were found and implemented by the project team at the improvement stage. A cautious application of DMAIC over a period of two months resulted in a gradual and steady reduction of defects by a significant 3.3 percent giving rise to savings of approximately LKR 3.36 million per month for the company. It further revealed that the methodical and systematic application of the Six Sigma system using the thinking process of DMAIC enabled the team to identify sources of variations that had been undetected for a long period of time. The success of the experiment paves the way for further studies as well as the application of Six Sigma methodology in the manufacturing environments of all production units of the company.

Lean Six Sigma and Innovation – an exploratory study among UK organisations

Although research has been carried out linking Total Quality Management and Innovation, it was found that there is a dearth of literature exploring the relationship between Lean Six Sigma (LSS) and Innovation. The purpose of this paper is to explore the link between LSS and Process/Product/Service Innovation. A number of interviews were carried out with 10 UK-based companies to explore how LSS and Process/Product/Service Innovation are linked. The interviewees (Six Sigma Black Belts and Master Black Belts) were carefully chosen to ensure that sound and valid conclusions could be derived from the investigation. Due to constraints of limited time, the number of people who participated in the study was relatively small. However, the authors argue that this study can provide a good foundation to various researchers and practitioners to further explore the nature of the relationship between one of the most popular business process improvement methodologies (LSS) and Process/Product/Service Innovation. Based on the interviews of 10 companies in the UK engaging with LSS initiatives, the authors found that LSS is commonly viewed as fostering Process/Product/Service Innovation, Incremental Innovation, or Innovation Capability. The authors also identify seven features specific to LSS that are likely to have significant influence on the above types of Innovation.

Towards a Process to Guide Big Data Based Decision Support Systems for Business Processes

Abstract Process performance improvement initiatives generally require the application of both knowledge management techniques and analysis tools to assist business users in decision making. Decision support systems (DSS) are a valuable asset to measure process performance; however, they require a vast amount of process performance data in order to support a valuable analysis with highest precision and accuracy. Moreover, this analysis needs to be attained in a timely manner in order to respond quickly to non-compliant situations. Existing process performance improvement initiatives lack of the appropriate methods and tools to give full support to business users. Contrarily to this, they are focused on a purely methodology perspective. We introduce a Business Process Improvement methodology for overcoming this limitation by integrating process improvement with big data based DSSs.

A SWOT analysis on Six Sigma: some perspectives from leading academics and practitioners

Purpose – The purpose of this paper is to present the strengths, weaknesses, opportunities and threats of Six Sigma based on the perspectives of leading academics and practitioners.Design/methodology/approach – The approach taken was to collate opinions from a number of leading academics and practitioners from different countries. It was also important to ensure that all participants in the study had a good knowledge and expertise in the field of Six Sigma.Findings – The key findings are presented in the paper.Research limitations/implications – The viewpoints expressed in the paper are based on leading experts from both academic and industrial communities. Due to limited time constraints, the number of people who participated in the study was relatively small.Originality/value – The paper provides an excellent resource for many researchers and practitioners equally who are engaged in research and applications of the most powerful business process improvement methodology we have witnessed for several years.

Role of process knowledge in business process improvement methodology: a case study

PurposeThe purpose of this paper is to analyse the importance and role of process knowledge in the business process (BP) improvement methodology with the help of a case study.Design/methodology/approachThe approach takes the form of a literature review that highlights the challenges and issues in the existing BP improvement methodologies. An in‐depth case study that has embarked on a major BP improvement initiative that emphasizes individual and collective process knowledge in a real‐life complex organization is presented.FindingsThe paper confirms that BP improvement is, in fact, a complex, knowledge‐intensive, collaborative process that consists of a set of coordinated, contextualized knowledge management processes. The design of the “to‐be” process in this study is a knowledge co‐creation process that uses collaborative exploration of different scenarios and contexts. Compared with the traditional BP improvement methodologies where the main emphasis is on the design of a new process model, the focus of the methodology employed in this case study is on the process of knowledge co‐creation and transfer.Research limitations/implicationsThe paper leads to increased recognition of the knowledge and experience people develop, use and share while modeling, executing, and improving their BPs. It offers anecdotal evidence and general case study research limitations apply.Practical implicationsPractitioners should focus more on key knowledge processes rather than BP models that often obscure the role of individual and collective process knowledge. Rather than investing limited resources in the mapping and modeling of existing processes, practitioners will be able to better serve their organizations if they concentrate on the improvement of the process by tapping the contextualized process knowledge possessed by the individual actors.Originality/valueIn the expanding field of BP management, the study explores the increasing importance of individual and collective process knowledge in process improvement methodologies and provides guidance to user organizations on ways to exploit the value of process knowledge in designing new processes as well as collaborative knowledge sharing and creation process.

A systematic approach to reduce human and system-related errors causing customer dissatisfaction in a production environment

In this study, a systematic methodology for business process improvement, which aims to eliminate human and system-related errors resulting in customer dissatisfaction in a production environment, is presented. The proposed methodology consists of problem identification and analysis, preventing human-related errors and system-related error steps respectively. The methodology was also implemented in a real-life organisation. Current and proposed systems are compared via a simulation model to examine the results of process improvements. The case study shows that the proposed methodology works exceedingly well and yields considerable improvement in the process under study. The most important and impressive difference of this paper from the previous literature is that process improvement needs are derived directly from customer dissatisfaction reasons and solved by the proposed systematic methodology. In this way human-related and system-related errors were perceived opportunities for improvement.

A methodology for business process improvement and IS development

This paper aims at discussing business process modelling and improvement as an essential work to create a successful and competitive enterprise. To achieve this goal, we use a methodology called TAD, which consists of six phases. The first three deal with business process identification, modelling and improvement. The methodology presents a new unique way for business process identification, modelling, and improvement. The last three phases continue with the implementation of the improved business process(es) by developing its information system. The business process “Surgery” is used as an example to show the implementation of the methodology.

Structuring business process improvement methodologies

Business Process Improvement has remained a key area of organizational development and change. Whilst the individual approaches share common features and sometimes claim to include each other, there is no generally accepted or coherent map/topology of these initiatives or of the selection criterion for an organization to choose between them or structure an individual approach. In this paper we review the strengths and weaknesses of the Six Sigma, Lean and other main approaches and identify common and distinct features and topology. Criteria for selection of approach and the design of individual organizational programmes are discussed. A decision path is developed for organizational selection and timing of initiatives and elements. This paper is based upon the author's extensive consultancy and training experience with diverse business process improvement programmes, including specific experience in the Gulf Region and Europe, as well as theoretical development of his previous published work.

Developing and evaluating a methodology for business process improvement

PurposeThere appears to be an ever‐insatiable demand from markets for organisations to improve their products and services. To meet this, there is a need to provide business process improvement (BPI) methodologies that are holistic, structured and procedural. Therefore, this paper describes research that has formed and tested a generic and practical methodology termed model‐based and integrated process improvement (MIPI) to support the implementation of BPI; and to validate its effectiveness in organisations. This methodology has been created as an aid for practitioners within organisations.Design/methodology/approachThe research objectives were achieved by: reviewing and analysing current methodologies, and selecting a few frameworks against key performance indicators. Using a refined Delphi approach and semi‐structured interview with the “experts” in the field. Intervention, case study and process research approach to evaluating a methodology.FindingsThe BPI methodology was successfully formed and applied by the researcher and directly by the companies involved against the criteria of feasibility, usability and usefulness.Research limitations/implicationsThe paper has demonstrated a new knowledge on how to systematically assess a BPI methodology in practice.Practical implicationsModel‐based and integrated process improvement methodology (MIPI) methodology offers the practitioner (experienced and novice) a set of step‐by‐step aids necessary to make informed, consistent and efficient changes to business processes.Originality/valueThe novelty of this research work is the creation of a holistic workbook‐based methodology with relevant tools and techniques. It extends the capabilities of existing methodologies.

A SUPER methodology for business process improvement ‐ An industrial case study in Hong Kong/China

In recent years, three key topics under the big umbrella of business process improvement (BPI) have been continuous process improvement (CPI), business process reengineering (BPR), and business process benchmarking (BPB). Each has received much attention and has been supported by a considerable amount of literature and empirical research and findings from business consultants and academics. Within the manufacturing domain, these three topics have been accepted by many manufacturing process analysts striving to improve productivity and efficiency of companies. However, organization structures in manufacturing enterprises are complex and involve many different processes. Their needs may be quite different. One process may require an incremental improvement in critical areas or technology updating in its existing operation while others may need a total enterprise‐wide process revamp. In other words, CPI, BPR, and BPB’s usefulness and applicability may not be universal; one or a combination of the two or three may be more appropriate, depending on the process, organization and its environment. An improvement framework which incorporates the characteristics of the three approaches has been developed. This paper describes the methodology, SUPER, and its use in a real case study.

The development of a best practice business process improvement methodology

This paper examines the effectiveness of various business process improvement and benchmarking methodologies described in the literature and reported by survey respondents. As a result of this “benchmarking study” a new and potentially improved business process improvement methodology is developed.

A business process improvement methodology which incorporates learning organization concepts

(1997). A business process improvement methodology which incorporates learning organization concepts. Total Quality Management: Vol. 8, No. 2-3, pp. 221-225.

An integrated business improvement methodology to refocus business improvement efforts

Describes the development of an applied business process improvement methodology which will enable existing business improvement related initiatives to be integrated and refocused on business/ customer needs. Discusses the need for such a methodology, showing how existing business improvement efforts/initiatives can easily become fragmented and lose focus after initial success. Describes reasons for adopting a business process‐based approach to address these issues. Highlights salient points of existing methodologies applied in a number of companies and where appropriate they are incorporated into the new methodology. Describes the development of a total quality programme which has been running at Short Bros plc (a subsidiary of Bombardier Inc.) since 1987.