ABSTRACT
In a highly globalized world affected by economic policies and a latent COVID-19 pandemic, companies need to organize or reorganize to achieve efficient operations. The correct management of organizations has led their administrators to adopt resourceful management models that guide their activities towards fulfilling their objectives. Thus, management tools have been presented as an effective alternative to control processes and activities. According to a previous study, the main tools that allow process mapping and modeling are Business Process Management (BPM), Business Process Reengineering (BPR), and Event Process Chain (EPC). This article analyzes their characteristics based on compatibility and affinity with four case studies dedicated to the assembly industry using this previous study. In addition, the advantages and disadvantages of the three tools related to the possible adaptability in the four companies are studied. This work uses qualitative qualification matrices, which answer specific questions, determine the potential improvement of organizational management, and create a methodology for mapping and modeling processes. © 2023, The Author(s), under exclusive license to Springer Nature Switzerland AG.
ABSTRACT
For almost 30 years, the way of building business process management maturity models (BPM MMs), the importance assigned to individual maturity levels, and the criteria and critical success factors chosen for BPM maturity assessment have not changed significantly, despite the fact that during those three decades, the business environment and organizations themselves have changed enormously. The impact of hyperautomation and the increasing pace of change require the integration of maturity assessment with the BPM implementation methodology, including the repetition of maturity assessment for selected groups of processes. This causes an urgent need to adapt both process maturity assessment methods and BPM MMs to changing working conditions and business requirements. This conceptual paper is based on a model approach. The framework presented in the article continues and at the same time clearly deviates from the tradition of building BPM MMs on the basis of the Capability Maturity Model (CMM). It proposes a two-stage comprehensive process of organizational process maturity assessment, fully integrated into the process of BPM implementation and further business process management. The presented framework makes it possible to assess the process maturity of Industry 4.0 organizations in which dynamic knowledge-intensive business processes (kiBPs) play a key role in creating value.
ABSTRACT
In a highly globalized world affected by economic policies and a latent COVID-19 pandemic, companies need to organize or reorganize to achieve efficient operations. The correct management of organizations has led their administrators to adopt resourceful management models that guide their activities towards fulfilling their objectives. Thus, management tools have been presented as an effective alternative to control processes and activities. According to a previous study, the main tools that allow process mapping and modeling are Business Process Management (BPM), Business Process Reengineering (BPR), and Event Process Chain (EPC). This article analyzes their characteristics based on compatibility and affinity with four case studies dedicated to the assembly industry using this previous study. In addition, the advantages and disadvantages of the three tools related to the possible adaptability in the four companies are studied. This work uses qualitative qualification matrices, which answer specific questions, determine the potential improvement of organizational management, and create a methodology for mapping and modeling processes. © 2022, The Author(s), under exclusive license to Springer Nature Switzerland AG.
ABSTRACT
Epidemiological trends over the past decade show a significant worldwide increase in the burden of chronic diseases. At the same time, the human resources of health care are becoming increasingly scarce and expensive. One of the management concepts that can help in solving this problem is business process management (BPM). The results of research conducted in the healthcare sector thus far prove that BPM is an effective tool for optimizing clinical processes, as it allows for the ongoing automatic tracking of key health parameters of an individual patient without the need to involve medical personnel. The aim of this article is to present and evaluate the redesign of diagnostic and therapeutic processes enabling the patient-centric organization of therapy thanks to the use of new telemedicine techniques and elements of hyperautomation. By using an illustrative case study of one of the most common chronic diseases, Chronic Obstructive Pulmonary Disease (COPD), we discuss the use of clinical pathways (CPs) prepared on the basis of the current version of the Global Initiative for Chronic Obstructive Lung Disease (GOLD) as a communication tool between healthcare professionals, the patient and his or her caregivers, as well as the method of identifying and verifying new knowledge generated on an ongoing basis in diagnostic and therapeutic processes. We also show how conducting comprehensive, patient-focused primary health care relieves the health care system, and at the same time, thanks to the use of patient engagement and elements of artificial intelligence (predictive analyses), reduces the significant clinical risk of therapy.