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Journal articles on the topic 'Management and process improvement'

Author: Grafiati
Published: 4 June 2021
Last updated: 1 February 2022

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1

Łuczak, Ja. "Improvement of enterprise activities based on process management." Economics, Entrepreneuship, Management 2, no. 2 (2015): 33–38. http://dx.doi.org/10.23939/eem2015.02.033.

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2

Kim, Jeong-Ah, and Seung-Yong Choi. "Process Management Environment for Process Improvement." KIPS Transactions:PartD 14D, no. 1 (2007): 45–56. http://dx.doi.org/10.3745/kipstd.2007.14-d.1.045.

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3

Sousa, Eduardo Da Silva, Carlos Eduardo Machado Pires, Simone Borges Simão Monteiro, and Ana Carla Bittencourt Reis. "It change management process improvement." Revista Singular - Engenharia, Tecnologia e Gestão 1, no. 1 (2019): 21–26. http://dx.doi.org/10.33911/singular-etg.v1i1.12.

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IT became an indispensable structure for organizations, whether public or private. Although it is considered a support area, IT plays a strategic role in organizations, its procedures must be systematically conducted. This article addresses best practices in IT Service Change Management and compares these practices with current implementation in a court of law. The purpose of this comparison is to verify the adherence of the implemented process and to suggest adjustments that can guarantee quality of services. For that, a review of the pertinent bibliography and a case study of the processes implemented and executed by the court was carried out. The preliminary comparative analysis demonstrated that the court’s IT services change management activities have opportunities for improvement both in the process and for implementation of control mechanisms, which were suggested by the researchers.
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4

Henry, Regina A., and Marietta P. Stanton. "Case Management Process Improvement Protocol." Lippincott's Case Management 10, no. 5 (2005): 234???239. http://dx.doi.org/10.1097/00129234-200509000-00005.

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Hindle, John. "Process improvement and information management." Health Manpower Management 23, no. 5 (1997): 184–86. http://dx.doi.org/10.1108/09552069710175481.

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6

Gelders, Ludo F. "Process management to quality improvement." European Journal of Operational Research 94, no. 2 (1996): 421–22. http://dx.doi.org/10.1016/0377-2217(96)82392-7.

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7

Nadarajah, Devika, and Sharifah Latifah Syed A. Kadir. "Measuring Business Process Management using business process orientation and process improvement initiatives." Business Process Management Journal 22, no. 6 (2016): 1069–78. http://dx.doi.org/10.1108/bpmj-01-2014-0001.

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Purpose Past research examining Business Process Management (BPM) mainly focussed on either process alignment, business process orientation (BPO) or process improvement initiative (PII) constructs. However, based on the definition of BPM by Zairi (1997) and Lee and Dale (1998), BPM comprises all the elements of process alignment, BPO and PII. Hence, the purpose of this paper is to present a total view of measuring BPM through combining BPO and PIIs. Design/methodology/approach Quantitative research technique was applied for this study. The study was carried out in Malaysia. Close-ended survey instrument was administered to a large number of organisations. Findings The findings revealed that the elements of BPM cover both process management as well as process improvements. Originality/value The findings from this study is important for practitioners to regard continuous improvement as a component of BPM practice.
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8

Middleton, Peter, and Barry McCollum. "Management of process improvement by prescription." Journal of Systems and Software 57, no. 1 (2001): 9–19. http://dx.doi.org/10.1016/s0164-1212(00)00113-8.

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9

Freeman, Paul Anthony, Erica Bayless, and Kelly Terrell. "Transitional Care Management Guiding Process Improvement." Biology of Blood and Marrow Transplantation 23, no. 3 (2017): S466—S467. http://dx.doi.org/10.1016/j.bbmt.2016.12.552.

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10

Baporikar, Neeta. "Business Process Management." International Journal of Productivity Management and Assessment Technologies 4, no. 2 (2016): 49–62. http://dx.doi.org/10.4018/ijpmat.2016070104.

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In today's business environment it is impossible for one or one group of people to fully know or understand all the dynamics associated with the operational business processes within an organization. This is why it is essential that companies map, monitor, analyze and collaborate on process knowledge and management improvement. It is here that organizations are looking towards Business Process Management (BPM), which would help to maximize the bottom-line impact of process improvement efforts through effective communication. It supports all elements of business processes - from modeling and documentation, communicating, measurement and analysis, to continuous process management and improvement. BPM is the orchestration of various business systems into identifiable and controllable systems. This paper through in depth literature review and keen observation attempts to look at what BPM means, what it includes and how it would be strategically advantageous if the organizations adopt it.
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11

Marcellus, Richard L., and Maqbool Dada. "Interactive Process Quality Improvement." Management Science 37, no. 11 (1991): 1365–76. http://dx.doi.org/10.1287/mnsc.37.11.1365.

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Kim, Seung-Gweon, Sung-Hyun Jo, and Joong-Soo Yoon. "SW Process improvement and Organization Change Management." Journal of the Korea Society of Computer and Information 18, no. 2 (2013): 127–40. http://dx.doi.org/10.9708/jksci.2013.18.2.127.

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13

Tsiotras, George. "Quality improvement for ‘group work’ management process." Total Quality Management 4, no. 3 (1993): 257–60. http://dx.doi.org/10.1080/09544129300000040.

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14

Melan, Eugene H. "Process management: A unifying framework for improvement." National Productivity Review 8, no. 4 (1989): 395–406. http://dx.doi.org/10.1002/npr.4040080407.

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15

Schatzberg, Doreen R. "Total quality management for maintenance process improvement." Journal of Software Maintenance: Research and Practice 5, no. 1 (1993): 1–12. http://dx.doi.org/10.1002/smr.4360050102.

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16

Fine, Charles H., and Evan L. Porteus. "Dynamic Process Improvement." Operations Research 37, no. 4 (1989): 580–91. http://dx.doi.org/10.1287/opre.37.4.580.

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17

Kaziliūnas, Adolfas. "The Knowledge Management Process for Implementing Quality Improvement Programs." Informacijos mokslai 62 (January 1, 2012): 97–108. http://dx.doi.org/10.15388/im.2012.0.1580.

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The importance of quality to any and all organizations is well known, and it is necessary to teach employees quality discipline. However, the analysis of literature indicates that many of quality improvement programs are ineffective. This article discusses knowledge management processes for the organizational learning mechanisms that can help to plan and implement quality management programs more successfully. The processes are implemented in sequence for the development of knowledge management in an organization in which user needs and expectations are recognized as an input. The processes are controlled by knowledge management strategy planning, knowledge process, customer and knowledge supplier relationships. The mechanisms are led by a knowledge management leader, knowledge management personnel, and knowledge management system infrastructure. The input is transformed into knowledge management results in terms of users’ needs and expectations of knowledge management outcomes, knowledge management strategy and planning outcomes, knowledge management delivery outcomes. By using the knowledge management process organizations can increase the effectiveness of quality management training.Keywords: quality management, knowledge management, ISO 9000 standards, quality programsŽinių vadybos procesas kokybės gerinimo programoms įgyvendinti Adolfas Kaziliūnas Santrauka Daugelis organizacijų, siekdamos konkurencinio pranašumo, įtraukia kokybės gerinimą į savo stra­teginius tikslus, tačiau literatūros analizė rodo, kad dažnai kokybės gerinimo programos nepasiekia numatytų savo tikslų. Tai dažniausiai atsitinka dėl netikslaus kokybės programų pritaikymo organiza­cijos reikmėms ir netinkamai vykdomo mokymosi proceso. Šio tyrimo tikslas – rasti būdų efektyviau įgyvendinti kokybės gerinimo programas. Tyrimai parodė, kad pasitelkdamos žinių vadybos patirtį organizacijos gali padidinti kokybės gerinimo pro­gramų efektyvumą. Žinių vadybos procesai padeda organizacijai geriau analizuoti, parengti ir įsisavin­ti aktualią organizacijos darbuotojams informaciją. Straipsnyje pateikiamas literatūros analizės pagrin­du parengtas septynių fazių žinių vadybos procesas. Procese nuosekliai išdėstytos veiklos, kurias reikia atlikti rengiant ir įgyvendinant kokybės gerinimo programą. Prieš rengiant šią programą būtina išana­ lizuoti organizacijos darbuotojų mokymosi poreikius ir pagal tai suformuluoti mokymų strategiją. Organi­zacijos vadovai turėtų asmeniškai dalyvauti planuo­jant programą ir pageidautina – mokant darbuotojus. Kokybės gerinimo programos tikslai ir jų pasiekimo planai turi būti aiškiai apibrėžti. Į planavimo proce­są būtina įtraukti vidurinės grandies vadybininkus, nes jie geriausiai pastebi darbuotojų žinių trūkumus. Būtina rimtai vertinti dalies darbuotojų skeptišką požiūrį į mokymų programą ir reaguoti į jų pasta­bas. Labai svarbu mokymosi rezultatų matavimas ir analizė bei nuolatinis grįžtamojo ryšio su programos dalyviais palaikymas. Rezultatų matavimas ir anali­zė turi būti atliekama po kiekvienos esminės proceso fazės: vartotojų poreikių nustatymo, mokymosi stra­tegijos suformulavimo ir planavimo, mokymo planų įgyvendinimo. Reikšminiai žodžiai: kokybės vadyba, žinių va­dyba, kokybės programos, ISO 9000 standartai.
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18

Bowles, David E., and Lorraine R. Gardiner. "Supporting process improvements with process mapping and system dynamics." International Journal of Productivity and Performance Management 67, no. 8 (2018): 1255–70. http://dx.doi.org/10.1108/ijppm-03-2017-0067.

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Purpose The purpose of this paper is to study the effectiveness of combining process mapping and system dynamics (SD) in an organization’s ongoing business process improvement projects. Design/methodology/approach Norfield Industries, designer and manufacturer of prehung door machinery, used process mapping and SD in a project targeting the improvement of its design document control process. The project team first used process mapping to document its current process and identify potential improvements. The team then developed an SD model to investigate the potential impacts of proposed process changes. Findings The case study supports the communication and transparency benefits of process mapping reported in earlier studies. Consistent with other case studies using simulation, SD provided useful insights into possible results of proposed process changes. Research limitations/implications The findings have limitations with respect to generalizability consistent with the use of a case study methodology. Practical implications Organizational managers desiring to include simulation modeling in process improvement efforts have a choice between discrete event simulation and SD. SD may prove able to consume less organizational resources than discrete-event simulation and provide similar benefits related to reducing the risks associated with process changes. Originality/value The current case study adds to the existing literature documenting the use of process mapping combined with simulation modeling in process improvement efforts. The case study supports existing literature regarding the value of process mapping in making system processes more transparent. The results also support previous findings regarding the value of SD for simulating the possible results associated with scenarios under consideration for process improvements.
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19

SIDOROVA, Elena Yu, and Galina V. TIMOKHOVA. "Media asset management and process approach in business process management." International Accounting 24, no. 3 (2021): 316–37. http://dx.doi.org/10.24891/ia.24.3.316.

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Subject. This article explores the problems of digital management in business process management. Objectives. The article aims to investigate the methodological problems of digital management and process approach application in business process management. Methods. For the study, we used a content analysis of the scientific literature on the subject, and generalization techniques. Results. The article offers our own original approach and assessment and substantiates methodological provisions to identify the positive and negative aspects of digital transformation in relation to business and economic units. The main reasons for the need for digital management transformation are the improvement and development of information infrastructure, improvement of the technological level of specific subsystems and technologies, and the social consequences of the digital economy. Conclusions. Digital management and process approach in business process management take economic activity to a new effective level. The quality of work gets changed, it becomes fragmented, the on-site or on-team presence is not mandatory, employees can perform most of the work remotely, there is a change in perception of the real world. All this affects the quality of work.
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20

Kozień, Ewa. "Quality Improvement in Production Process." Quality Production Improvement - QPI 1, no. 1 (2019): 596–601. http://dx.doi.org/10.2478/cqpi-2019-0080.

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Abstract Quality is a certain degree of excellence and is one of the important factor in realization of the production process. Evaluation of the quality excellence in production project management is connected with a process of making changes in particular phases of project realization. The thesis proposed in the article is: the effective quality improvement based on implementation of the quality management method contributes to achieve the planned quality in the production project.
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21

Merryman, Tamra, David Sharbaugh, and Mark S. Roberts. "Informatics and Process Improvement." JONA: The Journal of Nursing Administration 29, no. 6 (1999): 55–61. http://dx.doi.org/10.1097/00005110-199906000-00010.

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22

Buckley, Thomas, Suzanne M. Burns, and Thomas Bleck. "A Process Improvement Project." JONA: The Journal of Nursing Administration 35, no. 2 (2005): 94???100. http://dx.doi.org/10.1097/00005110-200502000-00009.

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23

Mosser, Gordon. "Clinical Process Improvement." Quality Management in Health Care 4, no. 4 (1996): 11–20. http://dx.doi.org/10.1097/00019514-199604040-00003.

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24

Bledsoe, Dana Nicholson, Denis Sullivan, and Debra Mathias. "Human capital and process improvement." Nursing Management (Springhouse) 43, no. 1 (2012): 46–53. http://dx.doi.org/10.1097/01.numa.0000394054.92218.04.

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25

Chang, W. M. V., and T. C. E. Cheng. "A process improvement choice model." Knowledge and Process Management 6, no. 4 (1999): 189–204. http://dx.doi.org/10.1002/(sici)1099-1441(199912)6:4<189::aid-kpm66>3.0.co;2-j.

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Chin, Max A. "Human Aspects in Process Improvement." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 44, no. 12 (2000): 2–507. http://dx.doi.org/10.1177/154193120004401218.

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This paper intends to compare two major process improvement programs, Re-engineering and Total Quality Management (TQM), with the focus of human aspects. Reengineering is a result-focused and IT technology-centered approach for radical process change. Lack of employment involvement usually results in unexpected resistance to such process innovation. On the other hand, TQM focuses on continuous improvement with using all available human and capital resources. In addition to customer, TQM emphasizes both management and employee involvement for constant incremental improvement. The human-centered strategy emphasizes the value of people in process improvement. From the human aspect, these two programs are complementary. The emphasis of human value also rebuilds the paradigm of process evolvement from short-term innovation to a long-term improvement.
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Chugh, Mitali, Neeraj Chugh, and D. K. Punia. "Knowledge Management : A Facilitator for Software Process Improvement." International Journal of Computer Applications 87, no. 18 (2014): 13–19. http://dx.doi.org/10.5120/15307-3940.

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Chang-Juck Suh and Kim, Jong Hoon. "Work Process Management and Improvement in Hotel Lotte." Journal of Korea Service Management Society 17, no. 4 (2016): 247–67. http://dx.doi.org/10.15706/jksms.2016.17.4.013.

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Barber, Kevin D., J. Eduardo Munive‐Hernandez, and John P. Keane. "Process‐based knowledge management system for continuous improvement." International Journal of Quality & Reliability Management 23, no. 8 (2006): 1002–18. http://dx.doi.org/10.1108/02656710610688185.

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Zivanovic, Marija, and Nada Zivanovic. "Business process improvement application of modern management techniques." Ekonomika 61, no. 1 (2015): 183–92. http://dx.doi.org/10.5937/ekonomika1501183z.

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Amaratunga, Dilanthi, Marjan Sarshar, and David Baldry. "Process improvement in facilities management: the SPICE approach." Business Process Management Journal 8, no. 4 (2002): 318–37. http://dx.doi.org/10.1108/14637150210434982.

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Skouboe, Aske, Zaza Hansen, and Jan Kloppenborg MØller. "Process Improvement in Patient Pathways." Journal of Healthcare Management 64, no. 6 (2019): 415–28. http://dx.doi.org/10.1097/jhm-d-18-00224.

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Hasanah, Rora Irna, Matin Matin, and Amril Muhammad. "Manajemen Pelatihan Pengantar Kerja di Pusdiklat Pegawai Kementerian Ketenagakerjaan." IMPROVEMENT Jurnal Ilmiah untuk peningkatan mutu manajemen pendidikan 4, no. 1 (2017): 113. http://dx.doi.org/10.21009/improvement.04113.

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This study aims to determine the introductory training management at Ministry ofManpower Training and Education Center. In research on training management trainingfocused on the planning and implementation of training. This research is a qualitativedescriptive study. Determining the subject of this study using snowball sampling. Datacollection techniques used were interviews, observation and documentation. Data wereanalyzed by descriptive qualitative.The results of the study indicate that the introductorytraining management Employees working in the Ministry of Employment Training Centerinclude: 1) Planning training in with AKD (Training Needs Analysis) tailored to theneeds on the ground. Formulate the curriculum, syllabus, teaching materials, methods,schedules, and lecturer. After conducting a needs analysis phase, 2) The training beginswith a letter calling the membership then process the results of field organizersformulation of curriculum, syllabus and schedule to be processed into a tentativeschedule. Next is a learning process begins with classical training and learning outsidethe classroom there are street vendors (Practice Field work) in order to train theparticipants in terms of skills. After the stage of the learning process of the next stage isthe end of the training seminar is the last stage of determining graduation trainingparticipants were announced at the closing. Then follow-up after the participants followthe training is coaching and empowerment of the participants returned to the horse'smouth each work unit. Employee Training Center and related Technical Unit shouldprepare earlier and more intensively communicate in detail in preparing the training. theneed for alternative plans or concepts implementation and submitted directly to therelevant parties prior to the implementation of the training in order to anticipate atechnical error or adjustment situation and conditions on the ground so it does not needto re-coordination.
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Coombs, Ralph. "Implementing a Value Improvement Process." Healthcare Management Forum 1, no. 2 (1988): 14–16. http://dx.doi.org/10.1016/s0840-4704(10)61396-8.

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At Foothills Hospital in summer 1984, physicians, nurses and administrators began working toward a new interdisciplinary partnership and more effective management of resources through a hospital-wide initiative—the Value Improvement Program (VIP). The program has been enormously successful. VIP has helped to streamline procedures, promote teamwork and reduce costs, while simultaneously improving patient care.
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Teo, W. F., and B. G. Dale. "Self-assessment: Methods, management and process." Proceedings of the Institution of Mechanical Engineers, Part B: Journal of Engineering Manufacture 211, no. 5 (1997): 365–75. http://dx.doi.org/10.1243/0954405971516347.

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Self-assessment is a method for reviewing the activities and performance of an organization. This paper reports the findings of a study in four organizations of their management of this process. Each company followed the key self-assessment stages of planning, developing awareness, implementation and review but carried out the process in a different manner. The level of total quality management (TQM) maturity, available resources and organizational culture were the main factors for the differences. The key to successful self-assessment is effective management and the use of a team to manage the process. The most important activities were identified as: selection of a suitable model, appropriate approach(es) for the assessment, provision of appropriate training, monitoring the progress of improvement actions, establishment of a ‘closed-loop’ structure for the improvement cycle and integration of improvement with the strategic business plan. It is also pointed out that self-assessment is not without difficulties, including scarcity of time, overemphasis on scoring and scores, failing to follow-up improvement actions and lack of communication.
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DePalma, Angelo. "Cell Culture Process Improvement." Genetic Engineering & Biotechnology News 33, no. 19 (2013): 44, 46–47. http://dx.doi.org/10.1089/gen.33.19.15.

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Bendell, Tony. "Structuring business process improvement methodologies." Total Quality Management & Business Excellence 16, no. 8-9 (2005): 969–78. http://dx.doi.org/10.1080/14783360500163110.

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Snyder, Ken, and Rick Edgeman. "Improving the process of improvement." Total Quality Management & Business Excellence 32, no. 1-2 (2018): 1–4. http://dx.doi.org/10.1080/14783363.2018.1522954.

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Kulpinski, Mary E. "The Planning Process – Continuous Improvement." Journal of Business & Industrial Marketing 7, no. 2 (1992): 71–76. http://dx.doi.org/10.1108/08858629210037227.

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Pryor, Mildred Golden, Leslie A. Toombs, Jack Cooke, and John H. Humphreys. "Strategic quality management: the role of process ownership, management and improvement." International Journal of Business Excellence 4, no. 4 (2011): 420. http://dx.doi.org/10.1504/ijbex.2011.041060.

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Grant, John H., and Devi R. Gnyawali. "Strategic process improvement through organizational learning." Strategy & Leadership 24, no. 3 (1996): 28–33. http://dx.doi.org/10.1108/eb054555.

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Bogdanović, Mario, and Dino Baćac. "PROCESNI MENADŽMENT KAO SREDSTVO UNAPRJEĐENJA OBUKE NA PRIMJERU PROIZVODNE TVRTKE." FBIM Transactions 9, no. 1 (2021): 12–27. http://dx.doi.org/10.12709/fbim.09.09.01.02.

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This article presents a methodology for training process improvement using process management and a systemic approach to training on the production company example. There is explicated the training process improvement systematically. Concretely, there is identified and presented existing training process (by BPMN graphic language), it is analyzed its appropriateness/efficacy (by experience, customer complaints, and questionnaire method), also are explained supportive measures for operative monitoring and new training process control. Offered methodology for training process improvement can be used in all companies where continuous training processes for new employees are needed. Using process solution this study resolved three research problems and validated three hypotheses: a) customer complaint level, skill level, and satisfaction after training process was not optimal; b) training process is redesigned according to defined weaknesses of the existing training process and according to systemic training approach; c) supporting tools to the new training process are new operative systems of evidence, evaluation, and control. In such a manner it is created a model with training target outcomes (high quality of skills after training process in sense of speed and quality of working performance) by which are generated the presumptions for efficacy improvement on the level of production workers and a production company.
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Nickel, Stefan, and Ursula-Anna Schmidt. "Process Improvement in Hospitals." Quality Management in Health Care 18, no. 4 (2009): 326–38. http://dx.doi.org/10.1097/qmh.0b013e3181bee127.

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Li, George, and S. Rajagopalan. "Process Improvement, Quality, and Learning Effects." Management Science 44, no. 11-part-1 (1998): 1517–32. http://dx.doi.org/10.1287/mnsc.44.11.1517.

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Marinello, Vincenzo, and Guglielmo L. M. Dinicolò. "Integrated management systems between evolutionary routes and management process." Corporate Ownership and Control 16, no. 2 (2019): 60–66. http://dx.doi.org/10.22495/cocv16i2art6.

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The evolution of the global competitive system has prompted companies on the necessity of an integrated managerial system. In this view, the promotion and application of integrated managerial systems (IMS) represent the natural evolution of a company’s strategy, as well as a choice that can no longer be postponed. The development of integrated management systems allows a complete analysis of environmental aspect and above all allows the improvement of business performance by optimizing resources. As it is explained the correct application of IMS allows to highlight inefficiencies and weaknesses and plan improvements and corrective actions. The aim of the work is to offer a series of technical and conceptual tools to highlight the most critical aspects in order to guide decision-making process for the development of procedures, of human resources management and management controls, necessary to meet standards and to facilitate the development of a culture of quality, safety, and environment.
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Xiao, Wenli, Cheryl Gaimon, Ravi Subramanian, and Markus Biehl. "Investment in Environmental Process Improvement." Production and Operations Management 28, no. 2 (2018): 407–20. http://dx.doi.org/10.1111/poms.12927.

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Camgoz-Akdag, Hatice, and Tuğçe Beldek. "Process improvement in a radiology department." Business Process Management Journal 26, no. 3 (2019): 786–97. http://dx.doi.org/10.1108/bpmj-03-2019-0109.

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Purpose The purpose of this paper is to improve the mammography and ultrasound screening processes to increase the healthcare system quality and patients’ pleasantness while decreasing costs. Design/methodology/approach The data storage system is very insufficient so that data are collected from hospital staff and by personal observations. A lean management tool, value stream mapping is used to see the general view of the radiology department with its problems at a glance. Data and the map are used as a guide to conduct a quality house to make a prioritization between the problems, to decide which one to solve first, of patients at the hospital. Findings Problems of the radiology department related to mammography and ultrasound and suggestions to these problems according to the quality house conducted. Originality/value The paper consequently focuses on the value creation process and on how to revisit managing for quality in the systems perspective.
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48

Robson, Ian. "From process measurement to performance improvement." Business Process Management Journal 10, no. 5 (2004): 510–21. http://dx.doi.org/10.1108/14637150410559199.

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49

Uriona Maldonado, Mauricio, Matheus Eduardo Leusin, Thiago Carrano de Albuquerque Bernardes, and Caroline Rodrigues Vaz. "Similarities and differences between business process management and lean management." Business Process Management Journal 26, no. 7 (2020): 1807–31. http://dx.doi.org/10.1108/bpmj-09-2019-0368.

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Abstract:
PurposeBusiness process management (BPM) and lean management (LM) are both recognized for improving organizational performance through continuous improvement, yet their similarities and differences have been poorly discussed so far. This paper aims to find their main differences and similarities using a systematic method for literature review.Design/methodology/approachThe paper uses a structured literature review known as SYSMAP (Scientometric and sYStematic yielding MApping Process). The method integrates bibliometrics and content analysis procedures to perform in-depth analysis of the literature at hand.FindingsBoth methodologies seek continuous improvement with focus on the customer and process standardization, but they are divergent mainly in relation to the flow they intend to improve. The impossibility of implementing both methodologies in an effective way was also observed, mainly due to the differences they present in relation to how to achieve the continuous improvement cycle.Research limitations/implicationsAs any other literature reviews, the major limitation is to have omitted relevant literature even though all available procedures have been used to avoid this situation.Practical implicationsThis paper offers a novel perspective from the practitioner side. LM may be better used in human-intensive process improvement whereas BPM in technology-intensive ones. Such characteristics open up new opportunities for practitioners aiming at integrating both approaches.Originality/valueThis is the first paper that systematically analyses the body of literature of BPM and LM with the means to better understand their similarities and differences.
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50

Ilic, Ivana, and Vladica Velickovic. "A process of project quality improvement." Filomat 33, no. 6 (2019): 1833–44. http://dx.doi.org/10.2298/fil1906833i.

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Measuring and managing project quality is one of the fundamental problems in project management. In this paper, once project is completed, we define the measure of task?s quality and the measure of overall project quality. We construct mathematical model of the process of quality improvement as the sequence of mutually dependent projects, where every project in the sequence is the revision of its previous one. We prove that it is possible, at certain point, to obtain a project with the highest quality measure and with failures less than the initially given level. The purpose of this paper is, to help companies to achieve the satisfying level of project quality by using the proposed model. According to our knowledge, paper offers an original connection between project management and measure theory potentially interesting to a reader for further research.
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