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| business process improvement manager: The Power of Business Process Improvement Susan Page, 2010-02-17 Baffled by repeated mistakes in your department? Want to focus your employees' limited time on more valuable work? The answer to these challenges and more is business process improvement (BPI). Every process in every organization can be made more effective, cost-efficient, and adaptable to changing business needs. The good news is you don't need to be a BPM expert to get great results. Written by an experienced process analyst, this how-to guide presents a simple, bottom-line approach to process improvement work. With its proven 10-step method you can: Identify and prioritize the processes that need fixing * Eliminate duplication and bureaucracy * Control costs * Establish internal controls to reduce human error * Test and rework the process before introducing it * Implement the changes Now in its second edition, The Power of Business Process Improvement is even more user-friendly with new software suggestions, quizzes, a comparison of industry improvement methods, and examples to help you apply the ideas. Whether you are new to BPI or a seasoned pro, you will have business running better in no time. |
| business process improvement manager: The Power of Business Process Improvement Susan Page, 2015-11-04 This book provides business professionals with the clearest, easiest roadmap to achieving highly effective departments and organizations. Are you baffled by how your department can keep making the same mistakes? Do you feel you have been climbing an unending, uphill battle trying to focus your employees’ limited time on more valuable work? These obstacles are so common in business that the solution to getting past them even has a name--business process improvement (BPI). Thankfully, though, you don’t have to be a BPI expert to resolve these situations and find the results your business needs to find success again. Written by experienced process analyst Susan Page, The Power of Business Process Improvement is the resource you need to find a simple, bottom-line approach to process improvement work. By implementing its proven 10-step method, you will be able to: Eliminate duplication and bureaucracy Control costs Establish internal controls to reduce human error Test and rework the process before introducing it Implement the changes Complete with software suggestions, quizzes, a comparison of industry improvement methods, and examples to help you apply the ideas, The Power of Business Process Improvement is your solution to turning your business into the well-oiled machine you know it can be. |
| business process improvement manager: Business Process Improvement Workbook: Documentation, Analysis, Design, and Management of Business Process Improvement H. James Harrington, E. K. C. Esseling, H. van Nimwegen, 1997-04 Enables you to improve quality, productivity, and competitiveness the business process improvement way. This workbook shows you how to: understand and set process improvement goals; eliminate bureaucracies, duplication, and obsolescence; evaluate information management; research cycle time; analyze functions and tasks in administration; and more. |
| business process improvement manager: The Ultimate Guide to Business Process Management Theodore Panagacos, 2012-09-25 In this step by step guide, former Management Consultant and change management expert Theodore Panagacos walks you through the entire discipline of Business Process Management. Learn how to fast track your orgnaization's strategy to govern processes, create a process culture, and measure business performance. Best of all, this crystal-clear, convenient sized book can be put to work in your organization immediately! |
| business process improvement manager: Business Process Management Hamid Reza Motahari-Nezhad, Jan Recker, Matthias Weidlich, 2015-08-12 This book constitutes the proceedings of the 13th International Conference on Business Process Management, BPM 2015, held in Innsbruck, Austria, in August/September 2015. The 21 regular papers, 7 short papers and 2 inductrial papers included in this volume were carefully reviewed and selected from 125 submissions. The papers are organized in topical sections on runtime process management, process modeling, process modeling discovery, business process models and analytics, BPM in industry, process compliance and deviations, energing and practical areas of BPM, and process monitoring. |
| business process improvement manager: Fundamentals of Business Process Management Marlon Dumas, Marcello La Rosa, Jan Mendling, Hajo A. Reijers, 2018-03-23 This textbook covers the entire Business Process Management (BPM) lifecycle, from process identification to process monitoring, covering along the way process modelling, analysis, redesign and automation. Concepts, methods and tools from business management, computer science and industrial engineering are blended into one comprehensive and inter-disciplinary approach. The presentation is illustrated using the BPMN industry standard defined by the Object Management Group and widely endorsed by practitioners and vendors worldwide. In addition to explaining the relevant conceptual background, the book provides dozens of examples, more than 230 exercises – many with solutions – and numerous suggestions for further reading. This second edition includes extended and completely revised chapters on process identification, process discovery, qualitative process analysis, process redesign, process automation and process monitoring. A new chapter on BPM as an enterprise capability has been added, which expands the scope of the book to encompass topics such as the strategic alignment and governance of BPM initiatives. The textbook is the result of many years of combined teaching experience of the authors, both at the undergraduate and graduate levels as well as in the context of professional training. Students and professionals from both business management and computer science will benefit from the step-by-step style of the textbook and its focus on fundamental concepts and proven methods. Lecturers will appreciate the class-tested format and the additional teaching material available on the accompanying website. |
| business process improvement manager: Process Improvement Essentials James R. Persse, PhD, 2006-09-14 Today, technology has become too much a part of overall corporate success for its effectiveness to be left to chance. The stakes are too high. Fortunately, the idea of 'quality management' is being reinvigorated. In the last decade process programs have become more and more prevalent. And, out of all the available options, three have moved to the top of the chain. These three are: The 9001:2000 Quality Management Standard from the International Standards Organization; The Capability Maturity Model Integration from the Software Engineering Institute; and Six Sigma, a methodology for improvement shaped by companies such as Motorola, Honeywell, and General Electric. These recognized and proven quality programs are rising in popularity as more technology managers are looking for ways to help remove degrees of risk and uncertainty from their business equations, and to introduce methods of predictability that better ensure success. Process Improvement Essentials combines the foundation needed to understand process improvement theory with the best practices to help individuals implement process improvement initiatives in their organization. The three leading programs: ISO 9001:2000, CMMI, and Six Sigma--amidst the buzz and hype--tend to get lumped together under a common label. This book delivers a combined guide to all three programs, compares their applicability, and then sets the foundation for further exploration. It's a one-stop-shop designed to give you a working orientation to what the field is all about. |
| business process improvement manager: Business Process Change Paul Harmon, 2014-04-26 Business Process Change, 3rd Edition provides a balanced view of the field of business process change. Bestselling author Paul Harmon offers concepts, methods, cases for all aspects and phases of successful business process improvement. Updated and added for this edition is new material on the development of business models and business process architecture development, on integrating decision management models and business rules, on service processes and on dynamic case management, and on integrating various approaches in a broad business process management approach. New to this edition: - How to develop business models and business process architecture - How to integrate decision management models and business rules - New material on service processes and on dynamic case management - Learn to integrate various approaches in a broad business process management approach - Extensive revision and update addresses Business Process Management Systems, and the integration of process redesign and Six Sigma - Learn how all the different process elements fit together in this best first book on business process, now completely updated - Tailor the presented methodology, which is based on best practices, to your organization's specific needs - Understand the human aspects of process redesign - Benefit from all new detailed case studies showing how these methods are implemented |
| business process improvement manager: Beyond Business Process Improvement, on to Business Transformation John C. Jeston, 2009 After coauthoring the definitive books on the practical implementation of business process management, John Jeston is back. This time he provides insights needed by business managers and senior executives. Making your business processes more efficient and effective does not mean your organization will be managed any better, as process performance advantages will dissipate over time. More is required. This book explores this ¿more¿ and shows how adopting a process focus can bring about a new way of managing that can help you meet the challenges of unexpected change. This book is about developing your organization¿s roadmap for the future ¿ starting now! |
| business process improvement manager: Making Process Improvement Work Neil Potter, Mary Sakry, 2002-03-22 Software process improvement too often reflects a significant disconnect between theory and practice. This book bridges the gap—offering a straightforward, systematic approach to planning, implementing, and monitoring a process improvement program. Project managers will appreciate the book’s concise presentation style and will be able to apply its practical ideas immediately to real-life challenges. With examples based on the authors’ own extensive experience, this book shows how to define goals that directly address the needs of your organization, use improvement models appropriately, and devise a pragmatic action plan. In addition, it reveals valuable strategies for deploying organizational change, and delineates essential metrics for tracking your progress. Appendices provide examples of an action plan, a risk management plan, and a mini-assessment process. You will learn how to: · Scope and develop an improvement plan · Identify and prioritize risks and mitigate anticipated difficulties · Derive metrics that accurately measure progress toward business goals · Sell your improvement program in-house · Initially target practitioners and projects most-open to new approaches and techniques · Stay focused on goals and problems · Align the actions of managers and practitioners · Delay major policy documents and edicts until solutions have been practiced and tested · Use existing resources to speed deployment · Incorporate improvement models, such as SEI CMM® and CMMISM, into your improvement program For those managers who are tired of chronic project difficulties, constant new improvement schemes, and a lack of real progress, this easily digestible volume provides the real-world wisdom you need to realize positive change in your organization. |
| business process improvement manager: Business Process Management Cases Jan vom Brocke, Jan Mendling, 2017-08-10 This book is the first to present a rich selection of over 30 real-world cases of how leading organizations conduct Business Process Management (BPM). The cases stem from a diverse set of industry sectors and countries on different continents, reporting on best practices and lessons learned. The book showcases how BPM can contribute to both exploitation and exploration in a digital world. All cases are presented using a uniform structure in order to provide valuable insights and essential guidance for students and practitioners. |
| business process improvement manager: The Power of Business Process Improvement Susan Page, 2013-07 If you are baffled by why your company makes the same errors, would like to focus your employees' limited time on more valuable work, struggle to resolve an issue you know little about, or make sense of overwhelming new responsibilities-the answer to all of these common challenges, and many more, is business process improvement (BPI). The Power of Business Process Improvement: The Workbook complements the author's popular book, The Power of Business Process Improvement, published by the American Management Association (AMA). In The Workbook, Susan Page offers a streamlined approach to BPI by providing the templates and tools necessary to help you quickly move through the proven 10-step formula leading your business to become more effective, efficient, and adaptable. Arranged in a results-oriented progression, use The Workbook individually or in a group setting to identify and prioritize the processes that need fixing, eliminate redundancy and bureaucracy, control costs, reduce errors, delight customers, and give your organization an edge on continuous improvement. |
| business process improvement manager: The Process Improvement Handbook: A Blueprint for Managing Change and Increasing Organizational Performance Tristan Boutros, Tim Purdie, 2013-10-13 The Definitive Guide to Process Improvement & Operational Excellence. This complete body of knowledge for process improvement professionals provides an easy-to-understand foundation for process maturity capability in any company. Gold Medal Winner of the 2015 Axiom Book Award for best business theory book! The Process Improvement Handbook: A Blueprint for Managing Change and Increasing Organizational Performance introduces an all-encompassing body of knowledge for anyone looking to improve their operating environment. It presents a practical way to build and improve processes, and can assist professionals whether they are learning the basics of Process Improvement, planning their first improvement project, or evangelizing process oriented thinking throughout their organization. All of the concepts explained in this book encapsulate everything needed to enable process excellence from start to finish, saving time, conserving resources, and accomplishing more in a competitive timeframe. These practical insights will make you more effective in any Process Improvement role: from contributor, stakeholder, executive, team member, department, business division, supplier, and customer. Highlights include: A comprehensive framework that outlines the methods, tools, and competencies used to create sustainable Process Improvement efforts An industry-leading architecture approach for building organizational processes - Process-Oriented Architecture (POA) Demonstrating the importance of end-to-end process improvement, and the pitfalls of individual and isolated improvement methods Capitalizing on practical agility principles to deliver faster results Sample learning materials such as instructions for getting started, practical guides, real-world case studies, and templates available in the book and on an affiliated website A self-sufficient reference guide that all employees can easily use or self-train with A common vocabulary within the Process Improvement profession for discussing, writing, and applying Process Improvement concepts A robust tool for educating or training organizations and professionals Includes a Foreword from Dr. H. James Harrington, prolific author of over 35 Process Improvement books and winner of numerous quality awards including ASQ's Distinguished Service Medal. |
| business process improvement manager: The Basics of Process Improvement Tristan Boutros, Jennifer Cardella, 2017-07-27 Unlike other books that promote a specific process and performance improvement discipline, this book shows organizations how to achieve success by fixing basic operational issues and problems using a broad and wide-sweeping process-based toolkit. In addition, it helps individuals who have worked in stale- or siloed-thinking enterprises make the tra |
| business process improvement manager: A Guide to Continuous Improvement Transformation Aristide van Aartsengel, Selahattin Kurtoglu, 2013-03-02 This book enables enterprise business leaders - from CEOs to supervisors - to understand what Continuous Improvement is, why it is probably the best answer to improved business performance in years, and how to put it to work in the unique environment of a specific organization. The book examines what is at the core of Continuous Improvement and delves deeper into the elements and constituents necessary to take an organization to the next level to ensure its continued, long-term existence. It provides guidance to enterprise management and to professionals engaged in the implementation of a Continuous Improvement initiative and enables them to structure and manage its implementation successfully. It also provides tools to quickly assess where an enterprise business stands in terms of strategic management and Continuous Improvement. |
| business process improvement manager: Best Practices for Managing BPI Projects Gina Abudi, Yusuf Abudi, 2015-02-17 “Best Practices for Managing BPI Projects provides process improvement project managers with a toolkit of good ideas and practices that will give them a real step up on mastering this critical discipline. I highly recommend it!” —Paul Harmon, Executive Editor, BPTrends, Author, Business Process Change, 3rd Edition “Based on real-world experience, this book provides a no-nonsense practical approach to running successful business process improvement projects, including the added complexity of managing organizational change. It has lots of useful templates, checklists, anecdotes, and practical advice to ensure your project executes as smoothly as possible.” —Alexey Gerasimov, CTO, My Event Guru, Inc. While there are numerous project management books on the market and a number on business processes and initiatives, there has been a lack of comprehensive guides to successfully manage business process improvement (BPI) projects, until now. BPI projects are some of the most difficult and challenging to manage. Improving results for the business is not an easy task! Doing so requires understanding the vision and long-term goals of an organization. It also requires the ability to engage stakeholders and manage change. Best Practices for Managing BPI Projects is a guide for project managers who want to improve how they manage BPI projects. Using a simple step-by-step, six-phase approach, project managers and others involved in BPI initiatives will increase their confidence and their effectiveness in managing the complexities of business process improvement projects. Special focus is given to the necessary leadership skills required to be successful in driving change by improving processes within an organization to improve business results. |
| business process improvement manager: Business Process Improvement Toolbox Bjorn Andersen, 2007-04-04 This best-seller is fully revised and updated! Its goal is still to give readers practical insight into how they can create a coherent business process improvement system. Author Bjørn Andersen works from the premise that consistently working on improving various aspects of how things are done, large and small, is the key to success for any organization.The first half presents an overall business process improvement model, with the ensuing chapters dealing with topics of understanding and modeling your current business processes, using performance measurement in improvement work, creating a business process improvement roadmap, and organizing for improvement work. The second half of the book presents the overall toolbox, followed by one chapter for each phase of the overall improvement model. For each of these phases, a selection of suitable tools is presented with background, steps to use them, and an example of their use. The final two chapters contain two more extensive case studies illustrating the use of the full methodology. And finally, a number of templates can be found at the very end of the book, templates that support most of the tools presented.This book is suitable for employees and managers at any organizational level in any type of industry, including service, manufacturing, and the public sector. It should also be useful as a textbook for students in courses relating to quality management and continuous improvement. |
| business process improvement manager: Business Process Management John Jeston, 2018-01-09 Business Process Management, a huge bestseller, has helped thousands of leaders and BPM practitioners successfully implement BPM projects, enabling them to add measurable value to their organizations. The book’s runaway success can be attributed partly to its overview of all major useful frameworks (such as LEAN and Six Sigma) without over-investment in one over another, and a unique emphasis on BPM’s interrelationship with organizational management, culture and leadership. Its common-sense approach teaches how BPM must be well-integrated across an entire business if it’s to be successful: augmented and aligned with other management disciplines. This highly anticipated fourth edition brings Jeston’s practicable frameworks and solutions up to date with the latest developments in BPM, including the robotics process automation, digital strategies and the changes necessary as a result of the impact of the quad generations in the workforce. This thoroughly revised and updated new edition includes: Enhanced BPM House noting the importance of traceability from strategy to execution activities New and revised case studies An analysis of the risks and benefits of robotic automation and cognitive computing. The book highlights that millennials will be 50% of the global workforce in 2020 and 67% by 2025—Jeston warns managers to ignore them at your peril. Business processes and the way work is performed must evolve! This book will prove to be an indispensable guide to any senior business executive or chief financial officer while providing practical BPM examples to undergraduate and postgraduate students alike. |
| business process improvement manager: E-Business Innovation and Process Management Lee, In, 2006-12-31 E-business research is currently one of the most active research areas. With the rapid advancement in information technologies, e-business is growing in significance and is having a direct impact upon ways of doing business. As e-business becomes one of the most important areas in organizations, researchers and practitioners need to understand the implications of many technological and organizational changes taking place. Advances in E-Business Research: E-Business Innovation and Process Management provides researchers and practitioners with valuable information on recent advances and developments in emerging e-business models and technologies. This book covers a variety of topics, such as e-business models, e-business strategies, online consumer behavior, e-business process modeling and practices, electronic communication adoption and service provider strategies, privacy policies, and implementation issues. |
| business process improvement manager: IBM Business Process Manager V7.5 Performance Tuning and Best Practices IBM Business Process Management Performance Team, IBM Redbooks, 2012-04-11 This IBM® RedpaperTM publication provides performance tuning tips and best practices for IBM Business Process Manager (BPM) V7.5 (all editions) and IBM Business Monitor V7.5. These products represent an integrated development and runtime environment based on a key set of service-oriented architecture (SOA) and business process management technologies. Such technologies include Service Component Architecture (SCA), Service Data Object (SDO), Business Process Execution Language for Web services (BPEL), and Business Processing Modeling Notation (BPMN). Both BPM and Business Monitor build on the core capabilities of the IBM WebSphere® Application Server infrastructure. As a result, BPM solutions benefit from tuning, configuration, and best practices information for WebSphere Application Server and the corresponding platform Java Virtual Machines (JVMs). This paper targets a wide variety of groups, both within IBM (development, services, technical sales, and others) and customers. For customers who are either considering or are in the early stages of implementing a solution incorporating BPM and Business Monitor, this document proves a useful reference. The paper is useful both in terms of best practices during application development and deployment and as a reference for setup, tuning, and configuration information. This paper introduces many of the issues influencing the performance of each product and can serve as a guide for making rational first choices in terms of configuration and performance settings. Similarly, customers who have already implemented a solution using these products might use the information presented here to gain insight into how their overall integrated solution performance might be improved. |
| business process improvement manager: Handbook on Continuous Improvement Transformation Aristide van Aartsengel, Selahattin Kurtoglu, 2013-04-11 This handbook provides a comprehensive and detailed framework for the implementation of Continuous Improvement and Lean Six Sigma in a professional project management environment. For this purpose the book brings together Lean Six Sigma and the PMBOK standard for project management. It provides an integrated approach, which can be used for both transactional and manufacturing businesses to better define ways to reduce costs, enhance processes ,and achieve faster implementation and new product or service development. The reader is guided carefully and reliably through the detailed procedures introduced in this book using a comprehensive, conceptual and practical well-balanced approach. |
| business process improvement manager: Kaizen Event Implementation Manual Geoffrey L. Mika, 2006 The first step to implementing kaizen in any organization is to provide training on the Toyota Production System (TPS). This title provides this training material and explains why the TPS tools, including kaizen, must work in tandem with a fresh way of thinking to bring about cultural change. It also includes reusable charts and forms. |
| business process improvement manager: Subject-Oriented Business Process Management. Dynamic Digital Design of Everything – Designing or being designed? Matthes Elstermann, Stefanie Betz, Matthias Lederer, 2022-11-14 This book constitutes the refereed proceedings of the 13th International Conference on Subject-Oriented Business Process Management, S-BPM ONE 2022, held in Karlsruhe, Germany, during June 29–July 1, 2022. The 7 full papers and 4 short papers included in this book were carefully reviewed andselected from 15 submissions. They were organized in topical sections as follows: technology; application; and short papers. |
| business process improvement manager: Business Process Management Andreas Gadatsch, 2023-05-27 This textbook bridges the gap between business management and organisational methods and their digital implementation, because process management increasingly means designing operational tasks. In addition to methodological basics, the work offers many practical examples and exercises. Prof. Gadatsch's book is now considered the current classic, THE authoritative standard work on IT-supported design of business processes. The tenth edition has been revised and adapted to the requirements of the digital transformation. Process management has evolved greatly due to the trend of digitalisation and as a result of the pandemic. Another related trend is the increased use of Data Science methods for process management, which has been consequently named Process Science at scientific conferences. Recent research results published under the heading of Explorative Process Management are also of particular importance. They show that the first main phase of process management was rather focused on optimising existing processes and business models. New practical examples were included at various points in the book, for example the migration strategies for the ERP system SAP S/4 HANA, which is the basis for many industrial and service processes. The chapter on modelling processes was updated and newer methods such as Business Model Canvas were included. |
| business process improvement manager: Cases on Information Technology Management in Modern Organizations Jay Liebowitz, Mehdi Khosrowpour, 1997-01-01 Information systems professionals learn best from the experiences of others. Successes and failures from others can help the IS commonly further develop and flourish. This book is a compilation of original case studies that describe information technology experiences in both domestic and international organizations. |
| business process improvement manager: Enterprise Information Systems Design, Implementation and Management Maria Manuela Cruz-Cunha, Joao Varajao, 2011-01-01 This book investigates the creation and implementation of enterprise information systems, covering a wide array of topics such as flow-shop scheduling, information systems outsourcing, ERP systems utilization, Dietz transaction methodology, and advanced planning systems--Provided by publisher. |
| business process improvement manager: Asia Pacific Business Process Management Joonsoo Bae, Suriadi Suriadi, Lijie Wen, 2015-06-15 This book constitutes the proceedings of the Third Asia Pacific Conference on Business Process Management held in Busan, South Korea, in June 2015. Overall, 37 contributions from ten countries were submitted. After each submission was reviewed by at least three Program Committee members, 12 full and two short papers were accepted for publication in this volume. These papers cover various topics and are categorized under four main research focuses in BPM: advancement in workflow technologies, resources allocation strategies, process mining, and emerging topics in BPM. |
| business process improvement manager: Return On Process (ROP) Michael West, 2013-03-25 Although there are countless books about process improvement and business performance, there is a dearth of literature on how process improvement yields business performance results. Filling this need, Return On Process (ROP): Getting Real Performance Results from Process Improvement provides strategic and tactical guidance on how to achieve a positive ROP. The book details a comprehensive and coherent end-to-end process for integrating organizational performance objectives and measures to process improvement activities. Describing how to achieve real business performance results from process improvement, it supplies sound, proven advice on how to improve your organization’s software and systems development and delivery processes in ways that affect your business. Defining the relationship between performance and process, the book presents metrics for business performance and explains how to set performance and process improvement goals, measure process improvement results, and lead a performance culture. Filled with examples and case studies that illustrate key concepts, it provides how to information based on three role categories: executive, manager, and practitioner. Describing non-traditional and innovative ways to achieve process and performance improvement, the book includes action plan guides at the end of each chapter that provide clear-cut guidance on exactly what you should and shouldn’t do. |
| business process improvement manager: High Performance Through Business Process Management Mathias Kirchmer, 2017-03-09 This management book presents value-driven business process management as a successful discipline to turn strategy into people- and technology-based execution, quickly and at minimal risk. It shows how to achieve high performance successfully in a digital business environment. Static business models do not keep pace with the dynamic changes in our digital world. Organizations need a management approach that fits this environment and capitalizes on its opportunities while minimizing the related risks. They need to execute their business strategy fast and reliably. In effect, they have to know how and when to modify or enhance their business processes, which processes are the best candidates for intervention, and how to move rapidly from strategy to execution. This means organizations need to establish business process management as a real management discipline. The importance of process innovation, digital technology and people aspects, process governance, internationalization, emerging processes and the unique situation in mid-market organizations are some of the key topics discussed in this book. It ends with a comprehensive case study and a discussion about what process engineers can learn from jazz musicians. |
| business process improvement manager: Understanding, Measuring, and Improving Daily Management Ross Kenneth Kennedy, 2019-01-15 Understanding, Measuring, and Improving Daily Management explains the critical parts of a continuous improvement strategy to achieve Operational Excellence and where reactive improvement through effective daily management fits in. In addition, it shows the consequences to your Operational Excellence journey if daily management is not performed well. Reactive improvement develops the capability and discipline within the organization to be able to rapidly recover from an event or incident that stops you from achieving your expected or target performance for the day, shift, or hour and most importantly -- your ability to capture the learning and initiate corrective actions so that the event or incident will not re-occur anywhere across the organization. As such, reactive improvement focuses on improving daily management through your daily review meetings, your information centers supporting the daily review meetings, and your frontline problem-solving root cause analysis capability at all levels. The book introduces the seven elements of reactive improvement that must work in concert for effective daily management and allows the reader to rate their site or department to determine their starting point compared to best practices: 1. Supportive organization structure to support development of your people so they have ownership and accountability for the performance of their area of responsibility; 2. Effective frontline leaders to ensure everyone else in the leadership structure are not working down a level; 3. Appropriate measures with expected targets that are linked to the site’s Key Success Factors for Operations to ensure goal alignment, and are relevant to the area being focused on; 4. Structured daily review meetings to identify opportunities (problems/incidents) and monitor progress of their solution so they don’t happen again; 5. Visual information centers that visually display daily and trending performance along with monitoring of actions to address problems/issues raised; 6. Frontline problem-solving root cause analysis capability across the site; and 7. Rapid sharing of learning capability across shifts, departments, and the organization. The author outlines in detail why each of the seven elements are important to achieving Operational Excellence, and most importantly, how to implement each element supported with many templates and tools. |
| business process improvement manager: Hoshin Kanri in Higher Education William K. Balzer, Tammi Sinha, 2023-09-13 Strategy, the link between mission and operational plans to improve an institution’s performance, is a critical element to the future success of higher education (HE). Hoshin Kanri (HK), the application of Lean principles and practices to strategy development, deployment, and management, is a systematic and effective approach to support institutional success, particularly when competition is high. Surprisingly, despite its known effectiveness and advantages over other approaches to strategy development, deployment, and management, the application of HK in HE is limited. This book promotes greater awareness, appreciation, and application of HK at HE institutions. The book is divided into four sections: The first section (Introduction to Hoshin Kanri) provides a general overview of HK and its potential contributions when used in HE settings The second section (Case Studies) provides several examples where aspects of HK were introduced at HE institutions. These case studies, which vary in scope, use of HK practices and tools, and identified benefits, offer insights both for helping senior leaders recognize the value of HK (and adopt the HK process) and for on-the-ground experiences using HK tools and techniques – including barriers and challenges – during implementation The third section (Expanding the Application of Hoshin Kanri in Higher Education) includes several chapters on how to begin an HE institution’s HK journey. The chapters include practical steps for gaining support for and implementing HK strategy development, deployment, and management tailored for HE institutions across both typical and novel applications of HK The fourth and final section (Implications for Practice and Research) presents a high-level summary of the current state of HK in HE and offers thoughts and recommendations on the future state directions for practice, research opportunities, and challenges for HK in HE The book underscores the key benefits HK can offer HE institutions. With its Lean roots of continuous improvement and respect for people, HK offers HE institutions an effective and sustainable approach to strategy development, deployment, and management. HK can be used institution-wide or at any level or area within an institution. While the local application of HK won’t achieve the full benefits possible through institution-wide adoption, it offers a marked improvement over other strategy approaches that fail to respect people and leverage their knowledge, expertise, and insights to apply continuous improvement to move their office, department, or function forward. |
| business process improvement manager: Business Process Improvement Toolbox Bjorn Andersen, 2007-04-04 This best-seller is fully revised and updated! Its goal is still to give readers practical insight into how they can create a coherent business process improvement system. Author Bjørn Andersen works from the premise that consistently working on improving various aspects of how things are done, large and small, is the key to success for any organization.The first half presents an overall business process improvement model, with the ensuing chapters dealing with topics of understanding and modeling your current business processes, using performance measurement in improvement work, creating a business process improvement roadmap, and organizing for improvement work. The second half of the book presents the overall toolbox, followed by one chapter for each phase of the overall improvement model. For each of these phases, a selection of suitable tools is presented with background, steps to use them, and an example of their use. The final two chapters contain two more extensive case studies illustrating the use of the full methodology. And finally, a number of templates can be found at the very end of the book, templates that support most of the tools presented.This book is suitable for employees and managers at any organizational level in any type of industry, including service, manufacturing, and the public sector. It should also be useful as a textbook for students in courses relating to quality management and continuous improvement. |
| business process improvement manager: Business Process Management: Current Applications and the Challenges of Adoption Renata Gabryelczyk, Tomislav Hernaus, 2020-01-01 Business Process Management (BPM) has been evolving for over 25 years in information systems research, management science, and organizational practice (Vom Brocke & Mendling, 2018). The earliest characteristics of BPM concentrated around process analysis, improvement and control, in a less strict manner that required reengineering (Elzinga, Horak, Lee, & Bruner, 1995). More mature approaches, observed since the year 2000, have been promoting the so-called process thinking, i.e. managing an organization from a process-based point of view. These approaches emphasize that process and team work oriented organizational structures should be aligned with other management systems. Process management should be holistic by its nature so as to cover an entire organization. Although BPM researchers stressed the need for system thinking at that time, published literature distinguished two perspectives of looking at BPM: the organizational perspective and the technological perspective of BPM. From the organizational perspective, authors focused on a number of key factors, i.e., process governance, a process-based organizational structure concept, customer orientation of internal and external processes, managing an organization based on process outputs, building process relations, and improving process maturity throughout the customer value chain, as well as through strategically aligning process initiatives to organizational objectives. From the technological perspective, the key factors of interest to authors, referred to as BPMS (Business Process Management System), include IT methods, techniques and tools that support the designing, implementation, modeling and simulation of business processes and are considered to be an extension of classical workflow systems or an environment for designing management support IT systems, e.g. ERP class systems. An integrated and interdisciplinary approach was proposed in the framework of six core BPM elements required for the holistic and sustainable use of process management (Rosemann & Vom Brocke, 2010). These include strategic alignment, governance, methods, information technology, people and culture. In this sense, technology is only one of six closely interrelated elements. Currently, there are two distinct directions in the evolution of BPM: traditional BPM and digital BPM. The former encompasses methods, techniques and systems that traditionally lead to increased organizational efficiency and to improved process effectiveness and flexibility. Although studies on BPM have been continuously evolving, some research gaps still remain open. The traditional understanding of process management seems particularly vital to organizations in developing economies, which sometimes follow practices and models that were designed and tested in highly developed countries, but should also be committed to drawing on their own experience and understanding of their local business environment (Gabryelczyk & Roztocki, 2018). Research on BPM in this traditional focus is still needed to better document, implement and improve idiosyncratic business processes in the context of an organization, environment, culture, and country. This is also confirmed by research conducted under the JEMI Special Issue on Business Process Management. Besides the traditionally shaped approach to BPM, organizations increasingly treat BPM as a driver of organizational innovation and as an essential part of the digital transformation (Vom Brocke & Schmiedel, 2015). New digital technologies such as social media, digital platforms, big data and advanced data analytics, blockchains, robotics, etc., enable development and growth in a constantly changing environment. To take advantage of these opportunities in the digital world, organizations require new BPM competences and capabilities. However, digital disruption creates quite a challenge for the BPM research community. How can BPM capabilities be developed in order to achieve adaptability, growth, flexibility, and agility? How can BPM foster innovations within and throughout organizations? These are just some of the issues for future BPM-related research. Threads associated with employing BPM for digital transformation have been included in a proposed Special Issue on BPM. This Special Issue on BPM consists of six articles including contributions from invited authors from three transition economies: Croatia, Slovakia, and Poland. All of the papers focus on applications of the process approach to management or directly to the adoption of Business Process Management. The majority of articles relate to the traditional BPM thread, although the indicated BPM alliances with other concepts such as Knowledge Management, Change Management, and Project Management are worthy of note. Only one article addresses the topic of BPM in the context of digital transformation. The nature and structure of these articles may be indicative of the current motivational factors and process maturity levels of organizations adopting ordinary and/or advanced BPM practices. When analyzing the content of individual articles, we pay attention to the factors underlying BPM adoption. We understand the primary motivation to be the expected benefits from BPM. Therefore, we can assume this Special Issue to be a contribution to BPM development in the form of the indicating motivation and triggers for BPM adoption. The first paper, by Jerzy Auksztol and Magdalena Chomuszko, proposes a process-based approach to construct a Data Control Framework for Standard Audit File for Tax (SAF-T). The process approach is used to redesign the internal financial control processes and procedures of an organization to meet the new requirements of a fiscal audit. The process approach, combined with risk management and quality management, is, therefore, a tool supporting entrepreneurs adapting to new regulations imposed on them by their external environment, particularly those of tax authorities. Therefore, in this case, the main motivation for adopting elements of BPM was the impact of external environment factors. The paper by Ana-Marija Stjepić, Lucija Ivančić, and Dalia Suša Vugec focuses on the link between Business Process Management and digital transformation. The authors have developed a theoretical framework for the emerging role of BPM in digitalization and as a guide for researchers and practitioners conducting digital transformation initiatives in organizations. The results obtained in the article prove that the set goals and expected benefits of digital transformation can be achieved by a rethink and improvement of the processes, with a particular focus on end-to-end customer processes through supply chain management. Based on this article, we can conclude that one of the main motivational factors for BPM adoption is a desire to obtain the benefits of digital transformation. The article written by Miroslava Nyulásziová and Dana Paľová takes up the issues of using and linking the process approach and BPM lifecycle with the designing of decision support systems. The authors of this paper have developed an innovative system for decision support by implementing modeling, analysis, and improvement methods to the transportation process in the studied organization. The forwarding company’s case study presented in the paper also shows how BPM adoption began with a single main process that has been streamlined and automated. Therefore, the motivations for BPM adoption were not only operational, relating to the optimization of the cost of the process, but also managerial, oriented on improving the decision-making process. The use of information technology allowed the full exploitation of the potential for process improvements. The next paper by Olga Sobolewska is about incorporating the issues of BPM into the contemporary challenges of network organizations. The author claims that the organization’s orientation towards both business processes and knowledge management is a strong success factor for network cooperation. The author argues that modern organizations should focus on managing knowledge-oriented processes to become attractive to cooperation partners for network organizations. In this article, BPM adoption is of a strategic nature for the purposes of undertaking new forms of cooperation. The paper by Hubert Bogumił has an interdisciplinary character and, in a unique way, shows the connections between the concepts of process management, organizational change management, and IT project management. The author undertook the challenge of examining how problems for organizations managing IT projects facilitate in different ways the use of distinctive approaches to improve business processes. The author emphasizes that the main difficulty is the fact that modern organizations most often use a hybrid approach, with elements of both traditional project management and agile. The need to create a work environment that takes into account the risk of unexpected system and business regression, as well as a diagnosis of the causes and methods of its mitigation, is the initial research result in this paper. This article contributes to the development of BPM governance and integration of IT governance. The motivational factors for BPM are multi-faceted, as is the scope of the article. However, their managerial and cultural character (related to methods of communication and rules of cooperation in teams) should be emphasized. The article by Agnieszka Bitkowska concerns the integration of the concept of Knowledge Management and BPM. The author restates in her article that the identification, acquisition, presentation and documentation of knowledge are not independent tasks, but are implemented within business processes. In this paper, the correlations between BPM and Knowledge Management have been examined and the benefits and practical implications resulting from the integrated implementation of both concepts are emphasized. In the case of this article, BPM adoption can be a success factor for the implementation of Knowledge Management and the achievement of associated benefits. Studying Business Process Management from the different angles presented in this Special Issue should enrich our understanding of current BPM practices and better realize future challenges, especially those related to BPM development in the context of digital transformation and the integration of BPM with other management-related concepts. In addition, the contribution made by the authors of this Special Issue allowed us to see various motivations and triggers for BPM adoption, from operational, to managerial, strategic, cultural and technological ones, and those driven by the external environment. We would like to thank the authors for their contribution to this Special Issue. We would also like to thank all the reviewers for their valuable comments, which helped the authors improve their articles significantly. We are firmly convinced that the BPM research results presented in this Special Issue will help strengthen the existing body of BPM knowledge. We recommend reading the related issue of the JEMI journal to the wider community of BPM researchers, practitioners, and enthusiasts. Guest Editors Renata Gabryelczyk , Tomislav Hernaus Acknowledgments The editorial work on this Special Issue was supported by the Polish National Science Centre, Poland, Grant No. 2017/27/B/HS4/01734. References Elzinga, D. J., Horak, T., Lee, C.-Y., & Bruner, C. (1995). Business process management: Survey and methodology. IEEE Transactions on Engineering Management, 42(2), 119-128. http://dx.doi.org/10.1109/17.387274 Gabryelczyk, R., & Roztocki, N. (2018). Business process management success framework for transition economies. Information Systems Management, 35(3), 234-253. http://dx.doi.org/10.1080/10580530.2018.1477299http://dx.doi.org/10.1080/10580530.2018.1477299 Rosemann, M., & Vom Brocke, J. (2010). The six core elements of business process management. In Handbook on Business Process Management 1. Cham: Springer. Vom Brocke, J., & Mendling, J. (Eds.). (2018). Business Process Management Cases. Digital Innovation and Business Transformation in Practice. Berlin: Springer. Vom Brocke, J., & Schmiedel, T. (Eds.). (2015). BPM-Driving Innovation in a Digital World. Cham: Springer. |
| business process improvement manager: Process Management Jörg Becker, Martin Kugeler, Michael Rosemann, 2003 Process Management is a comprehensive compendium for the contemporary design of process-oriented organizations. It presents a proven methodology for the introduction and sustainable management of business processes. This book discusses each phase of a business process lifecycle model in the light of current research. A continuous case study provides interesting insights into the actual experiences with this lifecycle model and adds to the credibility of the presented contents. This also includes recommendations which are summarized in pragmatic checklists for each stage of the project. This book is of relevance for business analysts, business process managers, consultants, and all practitioners dealing with the analysis and re-design of business processes. It is also a valuable resource for lecturers and students in the disciplines of Business, Information Systems and Engineering. |
| business process improvement manager: Process Improvement for Effective Budgeting and Financial Reporting Nils H. Rasmussen, Christopher J. Eichorn, Corey S. Barak, Toby Prince, 2003-06-17 The budget and financial reporting processes are well knownsources of frustration for most CFOs. Seeking a quick fix to theproblem, the common solution is to pour more money into new andbetter software. This leaves the root cause, the inefficient anddysfunctional underlying processes and routines, unaddressed. Asthis book shows, substantial and sustainable improvements are onlyachieved through an holistic approach to process improvement,technology, strategy, and people. —Tom Henry Knudsen, Executive Vice President, Telenor EiendomFornebu AS, Proven methods for improving efficiency Corporations face a high turnover among financial managers,rapid changes in technology, lack of time and process redesignskills, and ongoing ambiguity about primary objectives behind thebudgeting and financial reporting processes. Amid this frenzy, itis the fundamental efficiency of these processes that dramaticallyimpact overall business performance. Process Improvement forEffective Budgeting and Financial Reporting provides financialmanagers with a compelling blueprint for increasing efficiency andeliminating waste of time and energy. Four operational experts layout an 80/20 plan-improving 80% of processes in 20% of the time itwould take to improve 100%-and explain a Business ProcessImprovement (BPI) plan that incorporates: The emerging trends affecting financial managers today Step-by-step process implementation Interviews with industry leaders, consultants, and managers whohave successfully instituted BPI plans Appraisals of the available software that can help or hinderthe process There is no substitute for improved efficiency. CFOs,controllers, budget managers, and financial analysts willsignificantly benefit from adding this authoritative guide to theirprofessional libraries. |
| business process improvement manager: Strategy and Business Process Management Carl F. Lehmann, 2012-03-13 This book prepares readers to master an IT and managerial discipline quickly gaining momentum in organizations of all sizes – Business Process Management (BPM). It describes how BPM treats processes as a portfolio of strategic assets that create and deliver customer and shareholder value and adapt, when necessary, enabling competitive advantage through consistent performance. Strategy and Business Process Management: Techniques for Improving Execution, Adaptability, and Consistency defines the planning framework and managerial mindset necessary to craft and drive highly effective business process improvement projects and continuous improvement programs. Readers will learn specific techniques used by industry leaders to formulate and execute business strategy that adapts organizational behavior, business processes, and information technology as a dynamic system designed to assure consistent performance and achievement, even when challenged with unexpected changes or opportunities. |
| business process improvement manager: Systems, Software and Services Process Improvement Rory V. O’Connor, Mariye Umay Akkaya, Kerem Kemaneci, Murat Yilmaz, Alexander Poth, Richard Messnarz, 2015-10-15 This volume constitutes the refereed proceedings of the 22st EuroSPI conference, held in Ankara, Turkey, in September/October 2015.The 18 revised papers presented together with 9 selected key notes and workshop papers were carefully reviewed and selected from 49 submissions. They are organized in topical sections on SPI themed case studies; SPI approaches in safety-critical domains; SPI in social and organizational issues; software process improvement best practices; models and optimization approaches in SPI; SPI and process assessment; creating environments supporting innovation and improvement; social aspects of SPI: conflicts, games, gamification and other social approaches; risk management and functional safety management. |
| business process improvement manager: Project Management Next Generation Harold Kerzner, Al Zeitoun, Ricardo Viana Vargas, 2022-06-07 PROJECT MANAGEMENT NEXT GENERATION Strategic guidance on enabling transformational change in the project management landscape In Project Management Next Generation: The Pillars for Organizational Excellence, a team of world-renowned project management leaders delivers an expert discussion on project management implementation in organizations of all kinds. The book explores 10 pillars of project management that will be critical for companies in the coming decade. It offers contributions from industry changemakers and thought leaders that provide the perfect balance between practical experience across a variety of programs, projects, and transformation initiatives. It’s a must-have title for practicing project managers who seek hands-on guidance and insightful case studies complete with discussion questions and instruction materials, including PowerPoint lecture slides and a full Instructors Manual on the companion website. In addition to the perspectives of several global commercial organizations on the project management industry’s future, readers will find: Thorough introductions to project management as a strategic competency and corporate project management cultures Comprehensive explorations of workforce upskilling and defining project success Practical discussions of flexible project management frameworks and flexible life cycle phases and project governance In-depth examinations of value-driven project management and metrics, as well as metrics for intangible assets, and strategic metrics Perfect for mid-level corporate, project, and team managers, as well as executives and business consultants, Project Management Next Generation: The Pillars for Organizational Excellence will also earn a place in the libraries of students in courses on advanced project management at the upper-level undergraduate and graduate levels. |
| business process improvement manager: Business Process Change Paul Harmon, Business Process Trends, 2010-07-28 Every company wants to improve the way it does business, to produce goods and services more efficiently, and to increase profits. Nonprofit organizations are also concerned with efficiency, productivity, and with achieving the goals they set for themselves. Every manager understands that achieving these goals is part of his or her job. BUSINESS PROCESS MANAGEMENT (or BPM) is what they call these activities that companies perform in order to improve and adapt processes that will help improve the way they do business. In this balanced treatment of the field of business process change, Paul Harmon offers concepts, methods, and cases for all aspects and phases of successful business process improvement. Updated and added for this edition are coverage of business process management systems, business rules, enterprise architectures and frameworks (SCOR), and more content on Six Sigma and Lean--in addition to new coverage of performance metrics. * Extensive revision and update to the successful BPM book, addressing the growing interest in Business Process Management Systems, and the integration of process redesign and Six Sigma concerns. * The best first book on business process, the most up-to-date book to read to learn how all the different process elements fit together. * Presents a methodology based on the best practices available that can be tailored for specific needs and that maintains a focus on the human aspects of process redesign. * Offers all new detailed case studies showing how these methods are implemented. |
| business process improvement manager: Business Process Management Gustavo Alonso, Peter Dadam, Michael Rosemann, 2007-09-04 This book constitutes the refereed proceedings of the 5th International Conference on Business Process Management, BPM 2007, held in Brisbane, Australia, in September 2007. The papers are organized in topical sections on business process maturity and performance, business process modeling, case studies, compliance and change, process configuration and execution, formal foundations of BPM, business process mining, and semantic issues in BPM. |
Job Description - Bay State Milling
Developing plans for existing process improvement or new process installation including equipment selection, process flow, time studies, and equipment layout. Develop and track …
Business Improvement Manager The Role: Key Responsibilities …
Business Improvement Manager The Role: Strategic leader and member of the Senior Leadership Team to lead the business improvement, performance reporting and communication functions …
Business process improvement: Seven steps to operational …
To sustain their competitive edge, savvy companies embrace the thought leadership that drives process improvement efforts (lower right quad-rant). In so doing, they develop excellent …
Position Description - Business Improvement Manager
Lead the development and maintenance of business innovation for the business including small and large improvement projects to support the organisation to continuously and measurably …
Business Process Management with IBM Business Process …
BPM focuses on driving overall bottom-line success by integrating business verticals and optimizing core work (for example, order-to-cash, integrated product development, and …
Description Example of Process Improvement Manager Job
5+ years of leadership experience in managing process wit h mul t iple stakeholders, preferably in t he supply chain and/or technology space
What is a Process Improvement Manager and Why You Need …
A Process Improvement Manager is something of a “business engineer.” He or she is both logical and creative, able to identify and diagnose problems and find low-cost and innovative …
BUSINESS PROCESS CHANGE - آموزش مدیریت فرایند کسب ...
Business Process Change by Paul Harmon has proved very valuable as a prescribed source in the Doctor of Management in Information Technology Program at Lawrence Technological …
Job Description
The Business Process & Continuous Improvement (BPCI) Manager is responsible for future state end-to-end process analysis, documentation, solution design, implementation and …
NHS PROPERTY SERVICES LTD Job Description
Drive continuous improvement within the Business Process Improvement function and across the wider business, and communicate the benefits, impacts and risks of any process changes to …
IBM Business Process Manager— Powerfully Simple
IBM Business Process Manager is a comprehensive and consumable BPM platform that provides total visibility and management of your business processes.
Business Process Management Competency Model …
• Lead business improvement and any relevant business application requirements definition • Direct business value & ROI assessment • Lead project success measurement against goals • …
POSITION DESCRIPTION - Horowhenua District
Document and monitor business processes, business rules, metrics and standard operating procedures as a result of improvement initiatives. Deliver process improvement training to …
What is business process management? A guide to BPM
To help companies large and small get more out of their business processes, this comprehensive guide to BPM explains what it is, its benefits, the challenges it poses and best practices for …
Business Process Management the next wave in operational
the purpose of improving the overall state of the compliance function. The desired outcome was to not only standardize and build compliant processes across business units, but also to leverage …
BUSINESS PROCESS IMPROVEMENT - BMO Canada
Implementation is now underway, and over the coming months a number of improvement opportunities will be implemented that streamline the New Business and Client Services …
A ROADMAP FOR BUSINESS PERFORMANCE IMPROVEMENT
This paper shares five guidelines for business process improvement planning that will help your company achieve true business performance improvement and ROI.
IBM Business Process Manager
IBM Business Process Manager is a comprehensive and consumable BPM platform that provides complete visibility and management of an organization’s business processes.
BUSINESS PROCESS MANAGEMENT MODEL AS AN …
BPM is an approach set to manage changes through business process improvement, encompassing the entire process life cycle, from analysis and design to implementation, …
Job Description - Bay State Milling
Developing plans for existing process improvement or new process installation including equipment selection, process flow, time studies, and equipment layout. Develop and track …
Business Improvement Manager The Role: Key …
Business Improvement Manager The Role: Strategic leader and member of the Senior Leadership Team to lead the business improvement, performance reporting and communication functions …
Business process improvement: Seven steps to operational …
To sustain their competitive edge, savvy companies embrace the thought leadership that drives process improvement efforts (lower right quad-rant). In so doing, they develop excellent …
Role Description Business Improvement Manager
Mar 22, 2022 · • Provide high level advice on business process and systems and receive direction in the development and delivery of the Groups strategies, initiatives, policies, and programs.
Position Description - Business Improvement Manager
Lead the development and maintenance of business innovation for the business including small and large improvement projects to support the organisation to continuously and measurably …
Business Process Management with IBM Business Process …
BPM focuses on driving overall bottom-line success by integrating business verticals and optimizing core work (for example, order-to-cash, integrated product development, and …
Description Example of Process Improvement Manager Job
5+ years of leadership experience in managing process wit h mul t iple stakeholders, preferably in t he supply chain and/or technology space
What is a Process Improvement Manager and Why You …
A Process Improvement Manager is something of a “business engineer.” He or she is both logical and creative, able to identify and diagnose problems and find low-cost and innovative …
BUSINESS PROCESS CHANGE - آموزش مدیریت فرایند کسب ...
Business Process Change by Paul Harmon has proved very valuable as a prescribed source in the Doctor of Management in Information Technology Program at Lawrence Technological …
Job Description
The Business Process & Continuous Improvement (BPCI) Manager is responsible for future state end-to-end process analysis, documentation, solution design, implementation and …
NHS PROPERTY SERVICES LTD Job Description
Drive continuous improvement within the Business Process Improvement function and across the wider business, and communicate the benefits, impacts and risks of any process changes to …
IBM Business Process Manager— Powerfully Simple
IBM Business Process Manager is a comprehensive and consumable BPM platform that provides total visibility and management of your business processes.
Business Process Management Competency Model …
• Lead business improvement and any relevant business application requirements definition • Direct business value & ROI assessment • Lead project success measurement against goals • …
POSITION DESCRIPTION - Horowhenua District
Document and monitor business processes, business rules, metrics and standard operating procedures as a result of improvement initiatives. Deliver process improvement training to …
What is business process management? A guide to BPM
To help companies large and small get more out of their business processes, this comprehensive guide to BPM explains what it is, its benefits, the challenges it poses and best practices for …
Business Process Management the next wave in operational …
the purpose of improving the overall state of the compliance function. The desired outcome was to not only standardize and build compliant processes across business units, but also to leverage …
BUSINESS PROCESS IMPROVEMENT - BMO Canada
Implementation is now underway, and over the coming months a number of improvement opportunities will be implemented that streamline the New Business and Client Services …
A ROADMAP FOR BUSINESS PERFORMANCE …
This paper shares five guidelines for business process improvement planning that will help your company achieve true business performance improvement and ROI.
IBM Business Process Manager
IBM Business Process Manager is a comprehensive and consumable BPM platform that provides complete visibility and management of an organization’s business processes.
BUSINESS PROCESS MANAGEMENT MODEL AS AN …
BPM is an approach set to manage changes through business process improvement, encompassing the entire process life cycle, from analysis and design to implementation, …
