Setting the Stage for Reengineering and Process Design ........... How Continuous Improvement Differs from Process Redesign

2017 ◽  
pp. 28-43
Keyword(s):  
Continuous Improvement ◽  
Process Design ◽  
Process Redesign

scholarly journals The Business Process Design Space for exploring process redesign alternatives

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Steven Gross ◽  
Katharina Stelzl ◽  
Thomas Grisold ◽  
Jan Mendling ◽  
Maximilian Röglinger ◽  
...  
Keyword(s):  
Conceptual Model ◽  
Business Process ◽  
Real World ◽  
Process Design ◽  
Business Processes ◽  
Design Space ◽  
Business Process Design ◽  
Content Type ◽  
Process Redesign ◽  
Design Alternatives

PurposeProcess redesign refers to the intentional change of business processes. While process redesign methods provide structure to redesign projects, they provide limited support during the actual creation of to-be processes. More specifically, existing approaches hardly develop an ontological perspective on what can be changed from a process design point of view, and they provide limited procedural guidance on how to derive possible process design alternatives. This paper aims to provide structured guidance during the to-be process creation.Design/methodology/approachUsing design space exploration as a theoretical lens, the authors develop a conceptual model of the design space for business processes, which facilitates the systematic exploration of design alternatives along different dimensions. The authors utilized an established method for taxonomy development for constructing the conceptual model. First, the authors derived design dimensions for business processes and underlying characteristics through a literature review. Second, the authors conducted semi-structured interviews with professional process experts. Third, the authors evaluated their artifact through three real-world applications.FindingsThe authors identified 19 business process design dimensions that are grouped into different layers and specified by underlying characteristics. Guiding questions and illustrative real-world examples help to deploy these design dimensions in practice. Taken together, the design dimensions form the “Business Process Design Space” (BPD-Space).Research limitations/implicationsPractitioners can use the BPD-Space to explore, question and rethink business processes in various respects.Originality/valueThe BPD-Space complements existing approaches by explicating process design dimensions. It abstracts from specific process flows and representations of processes and supports an unconstrained exploration of various alternative process designs.

Teamwork and Continuous Improvement Measures

2003 ◽  
Author(s):  
Jacqueline A-M. Coyle-Shapiro ◽  
Paula C. Morrow
Keyword(s):  
Continuous Improvement ◽  
Improvement Measures

Continuous Improvement Measure

2000 ◽  
Author(s):  
Christopher Robert ◽  
Tahira M. Probst ◽  
Joseph J. Martocchio ◽  
Fritz Drasgow ◽  
John J. Lawler
Keyword(s):  
Continuous Improvement ◽  
Improvement Measure

PENGARUH PERBAIKAN BERKESINAMBUNGAN TERHADAP KINERJA KARYAWAN (STUDI KASUS DI PT.RENTANG BUANA NIAGAMAKMUR TASIKMALAYA)

2019 ◽  
Vol 3 (1) ◽  
pp. 31-41
Author(s):  
Sri Sudiarti
Keyword(s):  
Data Analysis ◽  
Continuous Improvement ◽  
Research Method ◽  
Employee Performance ◽  
Sampling Technique ◽  
Positive Influence ◽  
Performance Criteria ◽  
Coefficient Of Determination ◽  
Analysis Techniques ◽  
Simple Regression

The objectives of this research are to know and to analyze about the effect of Continuous Improvement on the performance of employees at PT. Rentang Buana Niagamakmur (PT.RBN) Tasikmalaya. Research method which applied in this research is survey research method, while data collecting technique is done by through questionaire. Sampling technique applies sample is accidental sampling technique and the size sample is 55 respondents. Data analysis techniques used in the study is simple regression technique, analysis of the coefficient of determination  and t test. The results showed that the Continuous Improvement  including both criteria, including employee performance criteria, as well as Continuous Improvement  has a positive influence on employee performance of 76,4% in PT . Rentang Buana Niagamakmur (PT.RBN) Tasikmalaya.

ANALIZA LINIOWOŚCI MODELU DOJRZAŁOŚCI CONTINUOUS IMPROVEMENT W PRZEDSIĘBIORSTWIE PRODUKCYJNYM

2017 ◽  
pp. 40-47
Author(s):  
Aneta Kucińska-Landwójtowicz
Keyword(s):  
Continuous Improvement

Continuous Improvement (CI) jest dobrze znaną koncepcją w literaturze i praktyce zarządzania, i jest uważana za niezbędną w dzisiejszym środowisku biznesowym. Artykuł zawiera omówienie wyników badania przeprowadzonego z zastosowaniem modelu dojrzałości Continuous Improvement w aspekcie oceny liniowości procesu wdrażania kluczowych zachowań CI. W badaniach zastosowano pięciostopniowy model dojrzałości CI, w celu weryfikacji jego przydatności w ocenie poziomu realizacji kluczowych zachowań tej koncepcji w przedsiębiorstwie produkcyjnym, jak i w celu zbadania charakteru przebiegu tego procesu. W pierwszej części artykułu zaprezentowano wnioski wynikające z analizy literatury dotyczącej modelu dojrzałości, a następnie przedstawiono wyniki badań empirycznych zrealizowanych w dużym przedsiębiorstwie produkcyjnym. Na tej podstawie przeprowadzono dyskusję dotyczącą odpowiedzi na postawione pytania badawcze. Potwierdzono przydatność modelu w ocenie poziomu dojrzałości, jak i zwrócono uwagę na nieliniowy charakter procesu rozwoju kluczowych zachowań CI wdrażanych w przedsiębiorstwie. Podczas gdy model sugeruje, że rozwój dojrzałości CI powinien być procesem liniowym, wyniki badania wskazują, że istnieją realne alternatywy dla przedsiębiorstw, aby rozwijać zdolność do ciągłego doskonalenia.

Engaging Employees in the Innovation Process

2019 ◽  
Vol 10 (1) ◽  
pp. 17-23
Author(s):  
Bruce D. Fischer ◽  
◽  
Holly B. Bachman ◽  
Keyword(s):  
Continuous Improvement ◽  
Business Process ◽  
Business Process Reengineering ◽  
Idea Generation ◽  
Innovation Process ◽  
Participation Rate ◽  
Process Reengineering ◽  
Quality Circles ◽  
And Training

There is a lack of broad participation in most idea generating programs in American organizations. In this paper, we consider ways to increase the participation rate in generating ideas across organizations. These approaches include measuring innovation rates and reporting them, encouraging continuous improvement in idea generation, raising participation in programs such as Business Process Reengineering and Quality Circles, and training in creativity that includes team efforts at ideation. We also consider the importance of encouragement in helping employees to take the risks necessary to generate ideas.

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