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Blockchain-based business process management (BPM) framework for service composition in industry 4.0
Business process management (BPM) aims to optimize business processes to achieve better system performance such as higher profit, quicker response, and better services. BPM systems in Industry 4.0 are required to digitize and automate business process workflows and support the transparent interoperations of service vendors. The critical bottleneck to advance BPM systems is the evaluation, verification, and transformation of trustworthiness and digitized assets. Most of BPM systems rely heavily on domain experts or third parties to deal with trustworthiness. In this paper, an automated BPM solution is investigated to select and compose services in open business environment, Blockchain technology (BCT) is explored and proposed to transfer and verify the trustiness of businesses and partners, and a BPM framework is developed to illustrate how BCT can be integrated to support prompt, reliable, and cost-effective evaluation and transferring of Quality of Services in the workflow composition and management.
Journal Article
How Information Management Capability Influences Firm Performance
How do information technology capabilities contribute to firm performance? This study develops a conceptual model linking IT-enabled information management capability with three important organizational capabilities (customer management capability, process management capability, and performance management capability). We argue that these three capabilities mediate the relationship between information management capability and firm performance. We use a rare archival data set from a conglomerate business group that had adopted a model of performance excellence for organizational transformation based on the Baldrige criteria. This data set contains actual scores from high quality assessments of firms and intraorganizational units of the conglomerate, and hence provides unobtrusive measures of the key constructs to validate our conceptual model. We find that information management capability plays an important role in developing other firm capabilities for customer management, process management, and performance management. In turn, these capabilities favorably influence customer, financial, human resources, and organizational effectiveness measures of firm performance. Among key managerial implications, senior leaders must focus on creating necessary conditions for developing IT infrastructure and information management capability because they play a foundational role in building other capabilities for improved firm performance. The Baldrige model also needs some changes to more explicitly acknowledge the role and importance of information management capability so that senior leaders know where to begin in their journey toward business excellence.
Journal Article
Project cost recording and reporting
\"Communication is a vital part of project management, and reports are one of the preferred vehicles for transmitting information to an intended internal or external audience. Reports are also part of the system of control and governance on projects, used to bring attention to issues and prompt action to improve project outcomes. There are countless ways of combining project information for consumption by stakeholders. This book discusses the purpose of project reports, and provides examples of the format, content, timing, and audience for various types. Using principles of stakeholders and risk management, it presents a rationale for communication plans, enabling appropriate reporting at the project, program, and portfolio level. The author also: presents tangible experience and suggestions for developing project reports, discusses project reports in context, as applicable to types of stakeholders and the project lifecycle, identifies sources and types of data required for adequate reporting, offers examples of report formats, graphics, and content, and reflects on typical challenges encountered with project reporting. It is essential reading for practitioners and students of project management, cost control and accountancy\"-- Provided by publisher.
Book
Maturity models in business process management
Purpose - Maturity models are a prospering approach to improving a company's processes and business process management (BPM) capabilities. In fact, the number of corresponding maturity models is so high that practitioners and scholars run the risk of losing track. This paper therefore aims to provide a systematic in-depth review of BPM maturity models.Design methodology approach - The paper follows the accepted research process for literature reviews. It analyzes a sample of ten BPM maturity models according to a framework of general design principles. The framework particularly focuses on the applicability and usefulness of maturity models.Findings - The analyzed maturity models sufficiently address basic design principles as well as principles for a descriptive purpose of use. The design principles for a prescriptive use, however, are hardly met. Thus, BPM maturity models provide limited guidance for identifying desirable maturity levels and for implementing improvement measures.Research limitations implications - The authors are confident that this review covers the majority of publicly available BPM maturity models. As the number of corresponding maturity models seems to be constantly growing, exhaustiveness can hardly be guaranteed. The study's results stimulate future research. Inter alia, adopters from industry require more elaborate support by means of ready-to-use and adaptable instruments for maturity assessment and improvement. The paper also reaffirms the need for maturity model consolidation in the field of BPM.Originality value - As existing literature reviews focus on process improvement or BPM in general, the paper's findings extend current knowledge. They also increase transparency. Its results provide guidance for scholars and practitioners involved in the design, enhancement, or application of BPM maturity models.
Journal Article
How to succeed with continuous improvement : a primer for becoming the best in the world
\"The all-you-need-to-know primer on continuous improvement--offering best practices presented in a comprehensive, detailed case study illustrating what works and what doesn'tHow to Succeed with Continuous Improvement takes the reader through a real-life case study of one organization's journey towards a world-class continuous improvement process. It provides practical advice on methods, tools, and leadership to help operations professionals set up, execute, and continuously build upon their organization's improvement work.The book offers specific advice and practical application on how to get all employees to give maximum contributions by using their ideas to improve the organization. Each chapter details part of the transformation story and then reflects on and analyzes each concept of continuous improvement illustrated. Joakim Ahlstrom is Head of Consulting for C2, a firm that helps companies establish continuous improvements that provide measurable results. \"-- Provided by publisher.
Book
A Conceptual Framework to Support Digital Transformation in Manufacturing Using an Integrated Business Process Management Approach
Digital transformation is no longer a future trend, as it has become a necessity for businesses to grow and remain competitive in the market. The fourth industrial revolution, called Industry 4.0, is at the heart of this transformation, and is supporting organizations in achieving benefits that were unthinkable a few years ago. The impact of Industry 4.0 enabling technologies in the manufacturing sector is undeniable, and their correct use offers benefits such as improved productivity and asset performance, reduced inefficiencies, lower production and maintenance costs, while enhancing system agility and flexibility. However, organizations have found the move towards digital transformation extremely challenging for several reasons, including a lack of standardized implementation protocols, emphasis on the introduction of new technologies without assessing their role within the business, the compartmentalization of digital initiatives from the rest of the business, and the large-scale implementation of digitalization without a realistic view of return on investment. To instill confidence and reduce the anxiety surrounding Industry 4.0 implementation in the manufacturing sector, this paper presents a conceptual framework based on business process management (BPM). The framework is informed by a content-centric literature review of Industry 4.0 technologies, its design principles, and BPM method. This integrated framework incorporates the factors that are often overlooked during digital transformation and presents a structured methodology that can be employed by manufacturing organizations to facilitate their transition towards Industry 4.0.
Journal Article
Industry 4.0 and supply chain process re-engineering
PurposeThis paper contributes to the literature on supply chain process management by discussing how Industry 4.0 technologies can support process re-engineering in the context of the construction industry.Design/methodology/approachThe paper discusses the impact of Industry 4.0 technologies through an exploratory case study focused on the materials management process, using a coproduction of research approach where the main findings are obtained through the involvement of internal and external process actors.FindingsThe results show that the introduction of Industry 4.0 technologies could radically improve process performance, better supporting the execution of activities, increasing the effectiveness of communication between actors and favoring data collection and sharing. These technologies, characterized by the level of risk connected to their implementation, need to be introduced in combination with new organizational mechanisms, which may be beneficial for several supply chain actors.Originality/valueThrough the adoption of a research coproduction methodology, which is not common in the literature, this paper contributes to the ongoing discussion about how Industry 4.0 technologies contribute to process-centric supply chains, by discussing the benefits of these tools from the perspective of process actors.
Journal Article