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More than 50 process-based approaches, methods, and techniques have been developed in recent decades to achieve more efficient operation of organizational systems. Due to increasingly rapid changes in the business environment, the question of which method or technique will have the most significant impact on increasing the organizational system’s competitive advantage is becoming increasingly important.

Purpose: This paper seeks to develop a framework of multistakeholder value transformation into a business process improvement plan in Higher Education Institutions. Design/methodology/approach: In this paper, data collection and analysis uses Questionnaires and fuzzy methods to obtain multistakeholder value and its importance weight. Transformation of multistakeholder value into priority business process improvement using an expert panel, adopting Quality Function Development and House of Risk. Findings: This research has developed a framework consisting of two parts: the framework to transform the multistakeholder value into a Higher Education Institution's business process and the framework to determine the priority of improvements. A private university successfully applied the framework to find and prioritize business process improvement. Research limitations/implications: The stakeholders used in this framework are students, lecturers, and employers. The results of this study are the order of priority for improving business processes. The future research opportunity is to develop a model to select business process improvement considering the probability of success, preferences, and costs. Another possibility of research is involving other stakeholders and using weighted averages to calculate the average fuzzy numbers. Originality/value: Previous research on identifying the stakeholder value of Higher Education Institutions just involved one of the stakeholders. In addition, most objectives were to assess stakeholders' level of importance and satisfaction. This research develops a framework to identify multistakeholder values (students, lecturers, and employers) and transform them into a business process improvement plan for teaching, research and community service, student affairs, and supporting activities. [ABSTRACT FROM AUTHOR]

The article considers the verbal representation elements of perfectionism in annual reports. The study is intended to analyze the perfectionist principle as an integral annual reports’ characteristic of companies with high rating positions. The material for the research consisted of 2.882 contextual uses of keywords with the superlative semantics – “best”, “maximum”, “high”, as well as those with the meaning of progressive development – “increase”, “improvement”, “upgrading”, “growth”, which reflect the semantics of the concept “perfectionism” and characterize the companies’ own activity. The research was conducted with the following methods: continuous sampling in the reports’ documents on the listed keywords, semantic selection, quantitative analysis, contextual analysis, semantic classification, data comparison. On average the coefficient of the presence of perfectionism elements in the volume of annual reports varies from 0.66 to 2.15. The data obtained can be considered high, given that many report pages contain numerical and illustrative data. Among the studied contextual uses, the most frequent were words with broader semantics: “increase”, “high”, “best”, “increase”, which can be used both from the standpoint of performance and from the point of view of the process of performing production activities. The usage of the keywords has a systemic character as it embraces all types of companies’ activities: the increase of the ecological and corporate social responsibility levels; business process improvement; product quality enhancement; the board of directors’ activity improvement, the increase in profits and company value, and some others. The perfectionism principle is oriented to maintaining long-term relationships with external and internal categories of users by ensuring that the performance of activities meets the expectations of interested groups of users.

Organizations are keenly interested in employees trained in business analysis and robotic process automation. This is because those methods are growing in demand for improving efficiency in business processes. Business students exiting college must understand how to map out business processes and implement automation fundamentals to be competitive in the job market. In this hands-on project, students will analyze a real-world situation and utilize NICE Automation Studios to automate the process. [ABSTRACT FROM AUTHOR]

In the aviation sector, supply chain management is critical for reducing operating costs. The performance of a corporation is determined by how successfully it implements the supply chain strategy. This research aims to propose the improvement in the field of business process improvement (BPI) and supply chain management (SCM) processes in the international airline industry. Improvisation of efficient SCM has dramatically changed the way organizations conduct business by implementing procedures that can improve process efficiency, reduce costs, and improve the organization's performance. This paper leads to formulating the concept of an effective model of the SCM process for Pakistan Int. Airlines (PIA) taken as an example and obtained results can be implemented on any international airline as well. BPI provides competent strategies for the target organization keeping in view the implementation of the proposed SCM model. Simulation analysis is executed using the ARENA software tool to analyze the performance of the proposed model. T-test has been taken into account to demonstrate the competency of the proposed SCM model. It is observed that the implementation of effective business techniques in the SCM process can lead to enhancing the efficiency of a target organization.

Integrating technology and data throughout value chains is critical for achieving efficiency. Smart technologies that enable innovation and continuous improvement are key to long-term success. Modelling and simulation of business processes help to better understand existing systems and optimize processes. However, current approaches to digital transformation tend to focus solely on outcomes rather than the strategic methodology needed for successful implementation, resulting in differing valuations of solutions investments. This paper's significant contribution is introducing a new conceptual implementation method for digital twin technology in supply chain processes. This methodology enables technology and system evaluation at the process study stage, and a stylized business case demonstrates its application in a real-world scenario involving digital twin integration into order fulfilment in a manufacturing factory using Business Process Modelling Notation (BPMN) to simulate ''As-Is'' and ''To-Be'' processes.

Business process improvement (BPI) is an important task in times of quickly changing customer requirements and evolving technologies. A variety of BPI approaches were developed in recent years, however, the proper codification of results created in BPI projects has not been properly investigated yet. In this respect, the paper at hand examines the impact of tool-based codification approaches on problem-solving in BPI. Moreover, the effect of the design either as a spreadsheet-based or a conceptual model-based tool on user satisfaction is analyzed. For that purpose, we revert to two tools we developed, which both offer the identical functionality but diverge in the techniques of codifying results: spreadsheet templates on the one side and conceptual models on the other side. In our study, the form of codification tremendously affected the perceived user satisfaction whereas the results received for problem-solving did not show a clear preference. Regarding the former issue, the beneficial role of conceptual models for codifying results with the help of software tools could be demonstrated. [ABSTRACT FROM AUTHOR]

Big data analytics is a prominent tool of value, capable of developing competitive advantage and better company efficiency. This paper presents the first empirical exploration of the theoretical design, since the mediating consequences of four value development mechanisms on the connection between big data analytics abilities and four benefit targets. The four value development mechanisms investigated are proactive adaptation, discovery, access, and transparency, while the four benefit goals are business efficiency, business process improvement, consumer experience as well as industry enhancement, and product as well as service innovation. The proposed empirical validation design uses an econometric analysis of information gathered by a survey involving 129 business development center (BDC) professionals in France. The results show that transparency mediates the connection for all value targets, while entry and practical adaptation mediate just in case of some worth targets, and discovery doesn’t have some mediating outcome. Practical and theoretical implications are discussed in the conclusion of the paper.

Business process modelling languages are a very prominent mechanism to understand companies’ business processes. This mechanism allows managers to communicate and transversal information through a semantic flow for business process improvement. Examples of Business Process modelling languages are Unified Modeling Language (UML) or Business Process Modeling Notation (BPMN). UML presents alternative views to model company’s functionalities. While, BPMN still have a very abstracted level to model Business Processes. In this context, there are many BPMN extensions to break down its high-level of abstraction. However, most of existing BPMN extensions model a significant increase in business process complexity that deviate it from its crucial objective. This put forward the difficulty of detailing control flow related to information systems without reaching complexity. To that end, we propose our TM4BPMN extension for breaking-down BPMN high abstraction to low-level, to maintain BPMN facility in representing BPs, using Thinging Machine (TM) techniques.

Business Process Improvement or BPI is a systematic framework built to assist organizations in making significant progress in the implementation of their business processes. BPI provides a system that will assist in the streamlining of business processes, by guaranteeing that internal and external customers of the organization will get better output than before, the purpose of this research is to provide business process improvement solutions with the BPI methodology in the implementation of the network device to support online ATM dan branch office. PT bank ABC is one of the biggest state-owned banks in Indonesia, which was established on December 16, 1895, in Purwokerto, Central Java. Currently has more than 20,000 office locations throughout Indonesia, where all these offices are online using Fiber Optic, MPLS, and VSAT technology, currently the business flow of the implementation process has not been optimal and is monitored manually with a long bureaucracy. An analysis of the activities in each business process is carried out where each of these activities has different characteristics, where we find 7 activities have value as real value-added (RVA) 6 activities that have value as business value-added (BVA), and 20 activities that have value as non-value added (NVA). Using streamlining tools provided by BPI we can streamline the existing business processes where from the results of streaming on the old business process we get 20 activities that have value as NVA can be streamlined using the Bureaucracy Elimination tool and 13 activities that have value as BVA and RVA can be streamed using the Upgrading tool. The results of the analysis are obtained by comparing the current business process and what is proposed from this research. After process improvement, The results of the simulation using bizagi software show that the processing time required to run the process is shorter in the recommended business process compared to the existing business process, where the average time required before is 10 Days 3 Hours 38 Minutes 45 Seconds with 33 activities involved and after we streamline it with Bureaucracy Elimination tool and Upgrading tool, we found the new average time is 3 Days 2 Hours 42 Mins 30 seconds and the new business process only have 14 activities. Based on the evaluation and simulation results that we have done Further research can use the evaluation results as a reference in the preparation of analysis and development of software applications and further research can develop an analysis that uses cost details that are not available in this research.

Purpose: The paper's main objective is to fill the research gap by theoretically and empirically exploring current approaches to business process improvement issues. In particular, attention is paid to the internal factors of dynamic business process improvement. Design/methodology/approach: The article is based on the results of a quantitative survey conducted using the CAWI technique. Respondents to the survey were middle managers representing companies in various industries where process improvement is taking place. Conclusions were drawn from a sample of 444 companies. Findings: The research conducted here made it possible to investigate and clarify aspects of dynamic business process management. The main conclusions that emerge from the results of the study allow to indicate the main internal factors which play the most significant role in dynamic process improvement. Is important to state that organisations must have certain resources in order to be able to implement dynamic process changes. They must also have certain capabilities that allow these resources to produce the desired effects. Research limitations/implications: The study targeted the perspective of middle managers, which was a key factor in selecting respondents for the study. Future research could move in the direction of expanding the pool of respondents to include other levels of management. Qualitative research, and in particular the case study method, could also prove useful in developing the topic further. Practical implications: In line with dynamic capabilities, middle managers should be oriented towards identifying the individual factors determining the company's development, arriving at synthetic, current and reliable knowledge necessary for the decision-making process, and reacting quickly to changes occurring inside and outside the organisation. Originality/value: The subject of this article is the issue of dynamic business process improvement. This is a topic that has not yet been sufficiently researched. The presented research area is interesting from a cognitive point of view and the perspective of management practice. It is part of the current research on the effectiveness of business process execution and, by extent, the effectiveness of entire organisations. It responds to the current need to react quickly to unpredictable, rapid environmental changes, which corresponds to the metaparadigm of dynamic reality. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of this paper is the development of a reference model contributing to the identification of the retail supply chain activities that can be improved by the implementation of Lean Six Sigma (LSS) initiatives, following DMAIC steps and using proposed tools, based on contemporary technologies and best practices. Design/methodology/approach: The reference model was developed combining the existing literature knowledge about the areas of supply chain that LSS can improve and the data collected by two big retailers in Greece about their supply chain operation. The integration of two sources of information led to the modeling of the retail supply chain processes and the proposal of appropriate LSS initiatives for their improvement. Findings: This paper aimed to detect the pain points of a retail supply chain, which can be achieved by following the steps of DMAIC and applying specific LSS initiatives as described in the reference model, to introduce the trends of the sector in terms of logistics and supply chain. Practical implications: The reference model of this paper can be used as a comprehensive guide of LSS implementation in the retail supply chain and help the companies of such a significant sector for the economy. Originality/value: The literature review revealed that there is a lack of publications concerning LSS implementation in retail supply chain and in the retail sector in general. The development of this model contributes to the filling of this gap by providing a complete reference model, which strives to overcome the barriers of LSS adoption in retail supply chain. [ABSTRACT FROM AUTHOR]

Effective project management has contributed to successful operations and process management. The goal of this article is to look at the link between a project's success (PS) and the amount of intellectual capital (IC) an organization has. Instead of being reactive to measuring the cost, timeliness, and quality (customer requirements), a more predictive indicator of a project's success is needed. Nearly 300 people who work in the field of digital (information and communication) technology took part in the survey research. The survey contains 88 questions. Several statistical techniques are utilized for the data analysis. Based on the comprehensive surveys, the findings show the strong possibility for IC to be adapted as a predictor of the success of investment projects, especially for digital upgrade and improvement. IC plays a key role in assuring the effective (and successful) project management. The study highlights the impacts of effective project management on industrial and organizational operations. This highlight is based on the attempt to determine whether IC contributes to a PS. In this study, in addition to the three traditional factors of cost, timeliness, and quality (or requirements), IC should be considered as a prediction for the project management's success. The survey was addressed to selected companies from the ICT industry (IT projects). The sample selection is based on non-probability sampling. The author's method of converting the respondents' answers into binary form was adopted. [ABSTRACT FROM AUTHOR]

Executing loosely structured processes generate unstructured behaviours. Thus, an Unstructured Business Process (UBP) still has more issues that are difficult to be analysed and to be understood due to its complexity and variability. Moreover, the need of an instantiate response is clearly appeared in operational systems. Therefore, it is required to study related challenges that can be acquired during the transition from the structured BP to the unstructured one. In this context, process mining plays a dominant role to understand business process complexity using event data resulted from business process execution. Mainly, this paper treats three challenges related to unstructured BPs. The first challenge is how to support UBPs at runtime using process mining techniques. The second challenge is how to manage UBP variability taking into consideration variant conditions. The third challenge is how to adapt dynamically UBPs according to the company business rules and conditions.