Menadžment poslovnih procesa i znanja u hrvatskim poduzećima

Contemporary companies function in constantly changing and highly turbulent business environment which is the cause of a constant need for change and learning at individual, group, organizational as well as interorganizational level (61). Organizational learning is considered to be one of the most promising concepts in modern managerial literature. According to de Geus ‘ability to learn faster than your competitors might be the only sustainable competitive advantage you have’ (11). Dimovski (12) provides an overview of previous research and identifies four perspectives on organizational learning. His model manages to merge informational, interpretational, strategic and behavioral approach to organizational learning and defines it as a process of information acquisition, information interpretation and resulting behavioral and cognitive changes, which should in turn have an impact on organizational performance. In recent research, another measurement variable for organizational learning emerged – Information quality (18). Another research topic introduced in this research was determination and evaluation of the business process orientation construct. Although definitions of the business process orientation vary, we adopt the McCormack’s and Johnson’s (2001) definition of process orientation: An organization that, in all its thinking, emphasizes process as opposed to hierarchies with a special emphasis on outcomes and customer satisfaction. McCormack and Johnson (2001) conducted an empirical study to explore the relationship between BPO and enhanced business performance. The research results showed that BPO is critical in reducing conflict and encouraging greater connectedness within an organization, while improving business performance. The more business process oriented an organization, the better it performs both from an overall perspective as well as from the perspective of the employees. The BPO construct describes a four-step pathway for systematically advancing business processes along the maturity continuum (Ad Hoc, Defined, Linked, and Integrated level). Each step builds on the work of the previous steps to apply improvement strategies that are appropriate to the current maturity level. It is important to note that trying to skip maturity levels is counter-productive, since each level builds a foundation from which to achieve the subsequent level. An organization must evolve through these levels to establish a culture of process excellence. The goal of our contribution was to test differences in the way companies learn and perceive their business process orientation in Slovenia and Croatia. During September and October 2005 questionnaires were distributed to Slovenian and Croatian companies with more than 50 employees. In Slovenian case, 203 completed questionnaires were returned (which accounts for 16.5% response rate) while in Croatia 202 completed questionnaires were returned to the research group (which accounts for 11.5% response rate). Received questionnaires from both countries allow us to compare the results and to implicitly test the impact of various country-based factors on the organizational learning phenomena. Using data gathered from two independent samples (Slovenia and Croatia) analysis of variance method and t-test were used in order to get the answer to our research question relating to differences in organizational learning and business process orientation between Slovenian and Croatian companies. Results indicate that Slovenian and Croatian companies differ only in 17 out of 48 items considering organizational learning research – especially in the way they acquire information and the way they perceive behavioral and cognitive changes currently under place. Croatian companies are more outward directed when acquiring information and are witnessing more turbulent changes in their internal as well as external business environment. Nevertheless, there are much more similar traits in the way Slovenian and Croatian companies learn than there are dissimilarities. However, there are some indications that Slovenian companies already bridged the transition period, while majority of Croatian companies still has to cross that bridge. Data analysis considering second part of the research revealed some important aspects of business process orientation in Slovenia and Croatia. It showed that Slovenian companies have reached slightly higher maturity level than Croatian companies, which was not surprising considering Croatian contemporary history. Though statistically significant, the difference is not large and the general state of the BPO in both countries is promising. Still, a lot is left to change and improve in order to transform the companies into process-oriented ones. The investigation also revealed some differences between both counties. Slovenian companies give more emphasis to the quality of process data and have monitoring and control systems in place to assure it. Besides that jobs are more frequently multidimensional and not just simple tasks in Slovenia then in Croatia. This is important aspect of process orientation whereby employees need to be equipped with wide arsenal of knowledge and skills in order to participate in different areas of a process. To realize BPO projects, most companies use different business process modelling/management methods and tools, which integrate components for static and dynamic modelling, measuring and monitoring the performance of the processes, as well as enabling the transformation of business process diagrams into tailor-made applications supporting the execution of workflows. The focus of this paper is to discuss the application of business process oriented concepts in different areas, depending on different projects' objectives and goals. The paper provides the results of a search in literature as well as a summary and comparison of features concerning business process modelling and business process management tools, placing them within an empirically derived framework.menadžment poslovnih procesa, menadžment znanja

E-LOGISTICS: INFORMATIZATION OF SLOVENIAN TRANSPORT LOGISTICS CLUSTER

In search of higher competitiveness, organizations are in search of innovative business models in order to foster economic benefits. In Slovenia, several clusters are being formed, including the Slovenian Transport Logistics Cluster (STLC) as one of the most important cluster. Currently, STLC is in the stage of dynamic growth, demanding business model formation and adequate informatization. The main goal of the paper is to present the informatization of STLC, bridging the gap between Supply Chain Management (SCM) and E-Logistics. The informatization of STLC is presented through several phases. The first phase is business modeling of existing business processes of organizations (AS-IS model). The results of the first phase give us an in-depth view of STLC that is used for future business model setup. Next, TO-BE processes are created, which are to be implemented and supported through informatization. The result of the informatization project is shown as homogenic and transparent business activity between cluster members. The purposes of STLC informatization are business model creation, standardization of business processes, cost cutting, improved business performance, operational times decrease, asset management, and shipment tracing, which are the basics of economic competitiveness

BUSINESS PROCESS CHANGE USING ARIS: THE CASE STUDY OF A CROATIAN INSURANCE COMPANY

Growth in Business Process Change (BPC) consulting services has led to a proliferation of business process modelling tools for conducting BPC projects. This paper explores the relationship between information technology and BPC and provides a summary of business process modelling tools features, placing them within an empirically derived framework. Furthermore, it examines the case study of a Croatian insurance company, analysing and discussing its practical experience in using the ARIS business process modelling tool

Integración del modelo de procesos con el método RAISE

Los métodos formales nos garantizan el desarrollo de software de calidad. Utilizan una base matemática para describir las propiedades del sistema, permitiendo desarrollar y verificar matemáticamente los sistemas de manera sistemática. Sin embargo en el desarrollo de grandes sistemas donde involucran diferentes unidades organizativas dentro de una corporación es difícil determinar la primera especificación formal, y más difícil aún permitir una comunicación fluida con los stakeholders de cada unidad organizativa. El modelado de procesos permite encontrar tareas que deben ser realizadas en cada una de las áreas de la organización. Para entender el dominio es crucial especificar cada una de esas tareas. Por lo tanto, utilizamos el modelado de procesos para encontrar cada una de las tareas dentro de cada unidad organizativa, y el método formal RAISE para definir de forma precisa esas tareas. A partir de la especificación formal de las tareas, se completa el proceso de desarrollo de software aplicando los pasos del método RAISE.Eje: Ingeniería del SoftwareRed de Universidades con Carreras en Informática (RedUNCI

Integración del modelo de procesos con el método RAISE

Los métodos formales nos garantizan el desarrollo de software de calidad. Utilizan una base matemática para describir las propiedades del sistema, permitiendo desarrollar y verificar matemáticamente los sistemas de manera sistemática. Sin embargo en el desarrollo de grandes sistemas donde involucran diferentes unidades organizativas dentro de una corporación es difícil determinar la primera especificación formal, y más difícil aún permitir una comunicación fluida con los stakeholders de cada unidad organizativa. El modelado de procesos permite encontrar tareas que deben ser realizadas en cada una de las áreas de la organización. Para entender el dominio es crucial especificar cada una de esas tareas. Por lo tanto, utilizamos el modelado de procesos para encontrar cada una de las tareas dentro de cada unidad organizativa, y el método formal RAISE para definir de forma precisa esas tareas. A partir de la especificación formal de las tareas, se completa el proceso de desarrollo de software aplicando los pasos del método RAISE.Eje: Ingeniería del SoftwareRed de Universidades con Carreras en Informática (RedUNCI

Proposta de implementação de Carsharing Elétrico Intercampi UFPR

Autores: Adalberto Regio de Camargo, Flávia Faccin de Conto, Gustavo Cavalieri, Marcelly Lullez Karam, Mayara Aline WolffOrientador: Prof. Ph D. Eduardo PecoraMonografia (especialização) - Universidade Federal do Paraná, Setor de Tecnologia, Curso de Especialização em Engenharia Industrial 4.0.Inclui referênciasResumo: A utilização de veículos compartilhados consiste em uma alternativa para a modalidade nos grandes centros urbanos, onde o carsharing (do inglês, compartilhamento de veículo) envolve aluguel de automóveis com pagamento fracionado por hora ou dia, sendo que este sistema tem despertado o interesse principalmente no público jovem, com crescente falta de interesse na aquisição de veículo próprio face aos grandes custos de aquisição e manutenção deste tipo de bem. Baseado neste constante crescimento, a proposta deste projeto visa a implementação de um sistema de carsharing como uma solução alternativa para o deslocamento intercampi na UFPR (Universidade Federal do Paraná), atualmente sendo possível através de veículo particular, transporte público e transporte urbano privado. O estudo de caso foi baseado em uma pesquisa online de intenção de uso do carsharing respondida por cerca de 240 pessoas da UFPR, entre eles funcionários, professores e alunos da universidade. A pesquisa teve como principal objetivo identificar se os mesmos utilizariam ou não um serviço de carsharing, quanto estariam dispostos a pagar por esse serviço, quais são os deslocamentos mais comuns, com qual frequência eles ocorrem e, também, como o meio de transporte utilizado atualmente. Após o levantamento inicial de dados através da pesquisa online, foi utilizado o software de simulação Simul8, no qual foi construído um modelo virtual para calcular o tamanho da frota necessária para atender a demanda estimada de deslocamentos mensais via carsharing. Como resultado da pesquisa, foi possível identificar o tamanho da frota inicial que que gerasse uma maior receita para o modelo de negócio com a menor frota possível, buscando reduzir o alto investimento inicial com aquisição de veículos elétricos e construção de eletropostos para recarga dos mesmos. Através da simulação também foi possível identificar a necessidade de um sistema de remanejamento de veículos, tendo em vista que diversos carros estavam ficando ociosos em um único campus, com baixa demanda para deslocamento para outros campi. Como conclusão foi possível notar sobre a possibilidade de fazer a extensão de um programa existente dentro de uma grande montadora, atendendo funcionários, professores e alunos dos diversos campi da UFPR em Curitiba, com possibilidade para aplicação do negócio para demais Universidades e escolas com laboratórios de inovação já existentes (Universidade Positivo e Escola Senai CIC) e Hospital de Clínicas da UFPR, porém com a necessidade de fazer parcerias com empresas da região para absorver os custos com construção dos eletropostos e aquisição/manutenção dos veículos elétricos

Razvoj okvira za povećanje procesne zrelosti preduzeća

Achieving a competitive advantage in modern business conditions is a kind of challenge. Companies are increasingly finding the answer in the adoption of process orientation. Observing business from the perspective of business processes, harmonized with the company's strategy and focused on customer requirements, provides a number of benefits and ultimately contributes to the profitability of the company. However, adopting a process orientation is a complex project that requires investment and time and resources. Therefore, models of maturity have been formulated as a basis for companies in developing the ability to manage business processes. Assessment of the achieved level of maturity of the company in terms of process management is possible through the assessment of the state of maturity of the factors that affect the management of business processes. Based on the extensive literature, through the presentation of process orientation and business process management based on it and models for assessing the achieved level of maturity, a starting point for improving the business process management model has been created. Opportunities for improvement were also identified based on the analysis of the connection between business process management and modern business concepts. The part of the dissertation related to empirical research analyzes the state of critical factors of business process management maturity in companies in the Republic of Serbia in order to identify bottlenecks, in terms of the level of development of certain factors that can negatively affect the overall process maturity of companies. Based on the assessment of the significance of the identified maturity factors by the management of the surveyed companies, a framework for increasing the process maturity of companies has been formulated. The goal of the development of this framework is to improve the ability to manage business processes in companies in the Republic of Serbia, and increase the process maturity of companie