Generic Process Transformation Model: Transition to Process-based Organization

The competitive global market climate of the new millennium has raised awareness of business processes as the most important management paradigm (Levi, 2002). Consequently, process elements, as well as process-based organizational solutions, have become an emergent need. However, the question is how companies should transform themselves to become more process-oriented? Many attempts under the helm of Business Process Reengineering movement were not successful in reaching benefits of lateral orientation, what additionally emphasizes the delicacy of business process transformation. Concerning the literature, there is a lack of clarity and presence of organizational change models which could provide managers with guidance for process transformation. The models are mostly focused on the transformation generally, and they do not address the specificity of a change from traditional to process paradigm. Furthermore, they are mostly single-oriented, either on the organizational elements or steps which should be taken during the change, thus only partially answering the dilemma. The purpose of the paper is to present an overview of existing transformation models which could be relevant for taking a process journey, as well as propose a Generic Process Transformation Model which should be able to ensure smooth transition, with emphasis on specific problems related to process transformation. Although the proposed model is theoretically and logically based, without empirical evidence, it represents a first step in convergence of process transformation concepts to business world. Ultimately, only its usage in a real world would or would not prove its severity.process transformation, process-based organization, organizational change, transformation models

An Object Oriented Approach for Business Process Reengineering

Successful Business Process Reengineering (BPR) projects depend on the appropriate business process modeling techniques. On the other side, Information technology (IT) is considered as a key enabler of BPR. Since the object-oriented technique became the most common approach for implementing information systems, the object oriented approach to business process modeling seems to be the best way for more successful BPR projects. This work aims to develop a modeling method for BPR. This method should fill the gap between modeling business process and creating a supportive information system for the redesigned processes in BPR. The present work introduces BPR modeling method that links object orientation with business process modeling. The proposed method integrates an object-oriented modeling method (An Extended object-oriented modeling method) with object-oriented modeling language (Unified Modeling language UML). Design science methodology was used to develop the proposed modeling method. The proposed method was implemented into two types of business process case studies. The implementation showed a promising modeling technique for representing the business process and linking business process modeling with the development of the supportive information system

PLM as a strategy for project structuring and coordination

Successful Project Management (PM) comes from the combination of skills, knowledge, tools and techniques to strategically plan, execute and control projects with a variety of requirements and constrains -- In recent years, there has been an increased interest in implementation methodologies that not only allows successful PM, but integrates Product Lifecycle Management (PLM), Business Process Modelling (BPM) and Business Process Re-Engineering (BPR) in order to achieve efficient planning and execution under low margin profits and strict time constrains demanded by clients -- In this paper, an integrated approach for product design and development in Small and Medium Enterprises (SME) that requires PM and information integration is presented -- As a result, an implementation methodology in the Architecture Engineering and Construction (AEC) industry is proposed -- This methodology is applied to support the design and construction of waste treatment plants and includes a novel PLM implementation strategy that considers mechanisms that offer high potential for developing countries -- The design of the proposed approach is presented including how engineering processes were identified, analyzed and improved through BPM and PLM; the approach emphasizes in the standardization of process management guided by PLM tools through workflows -- This aims to impact coordination and efficiency in the company’s NPD processLa gestión exitosa de proyectos (PM) comprende desde la combinación de habilidades, conocimientos, herramientas y técnicas hasta la planeación, ejecución y control estratégico de proyectos con gran variedad de requisitos y restricciones -- En años recientes, ha habido un interés en metodologías de implementación que no solo permitan PM, sino que integren la gestión del ciclo-de-vida del producto (PLM), la reingeniería y la modelación de procesos de negocios (BPM), para lograr una planeación y ejecución eficiente bajo estrictos márgenes de rentabilidad y tiempo -- Este artículo presenta una propuesta para el diseño y desarrollo de productos en pequeñas y medianas empresas que requieran PM e integración de información -- Como resultado se propone una metodología de implementación para la industria de la arquitectura, ingeniería y construcción, e incluye una estrategia de implementación PLM que considera mecanismos que ofrecen alto potencial para países en desarrollo -- La propuesta muestra cómo se identificaron, analizaron y mejoraron los procesos de ingeniería a través de BPM y PLM; esta enfatiza en la estandarización de la gestión de procesos asistida por herramientas PLM a través de flujos de trabajo -- Con esto se pretende impactar la coordinación y eficiencia en el proceso de desarrollo de nuevos productos de la compañí

Data-Driven Process Reengineering and Optimization Using a Simulation and Verification Technique

Process reengineering (PR) in manufacturing organizations is a big challenge, as shown by the high rate of failure. This research investigated different approaches to process reengineering to identify limitations and propose a new strategy to increase the success rate. The proposed methodology integrates data as a procedure for process identification (PI) and mapping and incorporates process verification to analyze the changes made in a specific process. The study identifies interdependency within the manufacturing process (MP) and proposes a generic process reengineering approach that uses simulation and analysis of production line data as a method for understanding the changes required to optimize the process. The paper discusses the methodology implementation technique as well as process identification and the process mapping technique using simulation tools. It provides an improved data-driven process reengineering framework that incorporates process verification. Based on the proposed model, the study investigates a production line process using the WITNESS Horizon 21 simulation package and analyse the efficiency of data-driven process reengineering and process verification in terms of implementing changes

Generic Process Transformation Model: Transition to Process-based Organization

The competitive global market climate of the new millennium has raised awareness of business processes as the most important management paradigm (Levi, 2002). Consequently, process elements, as well as processbased organizational solutions, have become an emergent need. However, the question is how companies should transform themselves to become more process-oriented? Many attempts under the helm of Business Process Reengineering movement were not successful in reaching benefits of lateral orientation, what additionally emphasizes the delicacy of business process transformation. Concerning the literature, there is a lack of clarity and presence of organizational change models which could provide managers with guidance for process transformation. The models are mostly focused on the transformation generally, and they do not address the specificity of a change from traditional to process paradigm. Furthermore, they are mostly single-oriented, either on the organizational elements or steps which should be taken during the change, thus only partially answering the dilemma. The purpose of the paper is to present an overview of existing transformation models which could be relevant for taking a process journey, as well as propose a Generic Process Transformation Model which should be able to ensure smooth transition, with emphasis on specific problems related to process transformation. Although the proposed model is theoretically and logically based, without empirical evidence, it represents a first step in convergence of process transformation concepts to business world. Ultimately, only its usage in a real world would or would not prove its severity

Analyzing the Effects of Tactical Dependence for Business Process Reengineering and Optimization

Implementing business and manufacturing process reengineering is challenging and poses major issues. The dependence issues between process functions during the implementation phase are the main reason for the high failure rate of process reengineering. The incompetence in identifying the dependence makes existing business process reengineering approaches static for modern business and manufacturing process structures. This paper has implemented a new process reengineering approach called the Khan–Hassan–Butt (KHB) methodology that incorporates the process interdependence algorithm to identify the dependence issues. The KHB method is a hybrid process reengineering approach to identify dependence issues before implementing changes; thus significantly reducing the failure rate of implementing business process reengineering. The KHB method has been implemented in a Bangladesh fabric manufacturing facility. The mapping and verification of the process have been completed using the WITNESS Horizon 22.5 simulation package. The case study has investigated the fabric production process and identified the dependence issues between each function and suggested changes to optimize the process. The outcome has shown significant improvement in production output and process efficienc