Supporting Business Process Improvement Through a Modeling Tool

Abstract

Business process improvement (BPI) ranks among the topics of highest priority in modern organizations. However, considering the rapidly changing customer requirements in times of high market transparency and the increasing collaboration between organizations, the development of BPI projects has become very challenging. Implicit process knowledge from diverse process participants needs to be elicited and transformed into improvement opportunities. In this context, the results achieved need to be properly documented, communicated and processed throughout a company. To face these challenges, we introduce the so-called BPI roadmap which is a concept for systematically performing BPI initiatives based on a set of easy-to-use and proven BPI techniques. Further, tool support is established allowing the efficient codification of results via conceptual model types, the easy sharing of the outcomes and the automatic generation of reports.

Keywords

Business process improvement Metamodeling Roadmap 

Preview

Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

References

  1. 1.
    Adesola, S., Baines, T.: Developing and evaluating a methodology for business process improvement. Bus. Process Manag. J. 11(1), 37–46 (2005)CrossRefGoogle Scholar
  2. 2.
    Anaby-Tavor, A., Amid, D., Fisher, A., Bercovici, A., Ossher, H., Callery, M., Desmond, M., Krasikov, S., Simmonds, I.: Insights into enterprise conceptual modeling. Data Knowl. Eng. 69(12), 1302–1318 (2010)CrossRefGoogle Scholar
  3. 3.
    Angele, J., Fensel, D., Landes, D., Studer, R.: Developing knowledge-based systems with MIKE. Autom. Softw. Eng. 5(4), 389–418 (1998)CrossRefGoogle Scholar
  4. 4.
    Bruhn, M.: Qualitätsmanagement für Dienstleistungen, 9th edn. Springer, Berlin et al. (2013)CrossRefGoogle Scholar
  5. 5.
    Dale, B.G., McQuater, R.: Managing Business Improvement & Quality: Implementing Key Tools and Techniques. Blackwell Business, Oxford (1998)Google Scholar
  6. 6.
    Dalkir, K.: Knowledge Management in Theory and Practice. McGill UniversityGoogle Scholar
  7. 7.
    Davies, I., Green, P., Rosemann, M., Indulska, M., Gallo, S.: How do practitioners use conceptual modeling in practice? Data Knowl. Eng. 58(3), 358–380 (2006)CrossRefGoogle Scholar
  8. 8.
    Davis, D.: 3rd Biennial PEX Network Report: State of the Industry—Trends and Success Factors in Business Process Excellence (2013)Google Scholar
  9. 9.
    Feigenbaum, A.V.: Total Quality Control. 3rd edn. McGraw-Hill, New York (1983)Google Scholar
  10. 10.
    Fill, H.-G., Karagiannis, D.: On the conceptualisation of modelling methods using the ADOxx meta modelling platform. Enterp. Model. Inf. Syst. Archit.-An Int. J. 8(1) (2013)Google Scholar
  11. 11.
    Fill, H-G., Redmond, T., Karagiannis, D.: FDMM: a formalism for describing ADOxx meta models and models. In: ICEIS 2012, Poland (2012)Google Scholar
  12. 12.
    Fill, H.-G., Redmond, T., Karagiannis, D.: Formalizing meta models with FDMM: the ADOxx case. In: Cordeiro, J., Maciaszek, L., Filipe, J. (eds.) Enterprise Information Systems, 2013. Springer, pp. 429–451 (2013)Google Scholar
  13. 13.
    Forster, F.: The idea behind business process improvement: toward a business process improvement pattern framework. BPTrends 1–13 (2006)Google Scholar
  14. 14.
    Fraser, M.D., Kumar, K., Vaishnavi, V.K.: Strategies for incorporating formal specifications in software development. Commun. ACM 37(10), 74–86 (1994)CrossRefGoogle Scholar
  15. 15.
    George, M.L., Rowlands, D., Price, M., Maxey, J.: Lean Six Sigma Pocket Toolbox. McGraw-Hill, New York (2005)Google Scholar
  16. 16.
    Gijo, E.V., Rao, T.S.: Six sigma implementation—hurdles and more hurdles. Total Qual. Manag. Bus. Excellence 16(6), 721–725 (2005)CrossRefGoogle Scholar
  17. 17.
    Greenberg, P.: The impact of CRM 2.0 on customer insight. J. Bus. Ind. Mark. 25(6), 410–419 (2010)Google Scholar
  18. 18.
    Griesberger, P., Leist, S., Zellner, G.: Analysis of techniques for business process improvement. In: 19th European Conference on Information Systems (ECIS 2011), Helsinki, Finland (2011)Google Scholar
  19. 19.
    Gutzwiller, T.A.: Das CC RIM-Referenzmodell für den Entwurf von betrieblichen, transaktionsorientierten Informationssystemen. Physica-Verlag, Heidelberg (1994)CrossRefGoogle Scholar
  20. 20.
    Hammer, M.: What is business process management? In: vom Brocke, J., Rosemann, M. (eds.) Handbook on Business Process Management 1, 2nd edn, pp 3–16. Springer, Berlin (2015)Google Scholar
  21. 21.
    Harrington, H.J.: Business Process Improvement—The Breakthrough Strategy for Total Quality, Productivity and Competitiveness. McGraw-Hill, New York (1991)Google Scholar
  22. 22.
    Heckl, D., Moormann, J., Rosemann, M.: Uptake and success factors of Six Sigma in the financial services industry. Bus. Process Manag. J. 16(3), 436–472 (2010)CrossRefGoogle Scholar
  23. 23.
    Hevner, A.R., March, S.T., Park, J., Ram, S.: Design science in information systems research. MIS Q. 28(1), 75–105 (2004)Google Scholar
  24. 24.
    Ishikawa, K.: Guide to Quality Control. Tokyo (1980)Google Scholar
  25. 25.
    Johannsen, F.: State of the art concerning the integration of methods and techniques in quality management—literature review and an agenda for research. In: 19th European Conference on Information Systems (ECIS 2011), Helsinki, Finland (2011)Google Scholar
  26. 26.
    Johannsen F, Fill H.-G.: Codification of knowledge in business process improvement projects. In: 22nd European Conference on Information Systems (ECIS 2014), Tel Aviv, Israel (2014a)Google Scholar
  27. 27.
    Johannsen, F., Fill, H.-G.: RUPERT: a modelling tool for supporting business process improvement initiatives. In: Tremblay, M.C., Van der Meer, D., Rothenberger, M., Gupta, A., Yoon, V. (eds.) 9th International Conference on Design Science Research in Information Systems and Technology (DESRIST), pp. 418–422. Springer, Miami (2014b)Google Scholar
  28. 28.
    Johannsen, F., Fill, H.-G.: Supporting knowledge elicitation and analysis for business process improvement through a modeling tool. In: 12. Internationale Tagung Wirtschaftsinformatik, Osnabrück (2015)Google Scholar
  29. 29.
    Johannsen, F., Leist, S., Zellner, G.: Implementing Six Sigma for improving business processes at an automotive bank. In: vom Brocke, J., Rosemann, M. (eds.) Handbook on Business Process Management 1. 2nd edn., pp 361–382. Springer, Berlin (2015)Google Scholar
  30. 30.
    Kern H, Hummel A, Kühne S (2011) Towards a comparative analysis of meta-metamodels. In: Proceedings of the compilation of the co-located workshops on DSM’11, TMC’11, AGERE!’11, AOOPES’11, NEAT’11, & VMIL’11, 2011. ACM, pp 7–12Google Scholar
  31. 31.
    Kettinger, W.J., Teng, J.T.C., Guha, S.: Business process change: a study of methodologies, techniques, and tools. MIS Q. 21(1), 55–80 (1997)CrossRefGoogle Scholar
  32. 32.
    Laudon KC, Laudon JP (2014) Essentials of MIS. Pearson Education LimitedGoogle Scholar
  33. 33.
    Lee, K.T., Chuah, K.B.: A SUPER methodology for business process improvement. Int. J. Oper. Prod. Manag. 21(5/6), 687–706 (2001)CrossRefGoogle Scholar
  34. 34.
    Lipton, P.: Engineering and Truth. In: The Royal Academy of Engineering: Philosophy of Engineering—Volume 1 of the Proceedings of a Series of Seminars Held at The Royal Academy of Engineering, pp 7–13 (2010)Google Scholar
  35. 35.
    Magnusson K, Kroslid D, Bergman B (2004) Six Sigma the pragmatic approach. Professional Pub ServGoogle Scholar
  36. 36.
    Mellat-Parast, M.: Supply chain quality management: an inter-organizational learning perspective. Int. J. Qual. Reliab. Manag. 30(5), 511–529 (2013)CrossRefGoogle Scholar
  37. 37.
    Meran, R., John, A., Roenpage, O., Staudter, C.: Six Sigma + Lean Toolset. Springer, Berlin et al. (2013)CrossRefGoogle Scholar
  38. 38.
    Nonaka, I.: The knowledge-creating company. Harvard Bus. Rev. 85(7–8), 162–171 (2007)Google Scholar
  39. 39.
    Pande, P., Neumann, R., Cavanagh, R.: The Six Sigma Way—How GE, Motorola and other top companies are honing their performance. Mc Graw Hill, New York et al (2000)Google Scholar
  40. 40.
    Shamsuddin, A., Masjuki, H.: Survey and case investigations on application of quality management tools and techniques in SMIs. Int. J. Qual. Reliab. Manag. 20(7), 795–826 (2003)CrossRefGoogle Scholar
  41. 41.
    Stracke, C.: Process-oriented quality management. In: Ehlers, U.-D., Pawlowski, J.M. (eds.) Handbook on Quality and Standardisation in E-Learning, pp. 79–96. Springer, Heidelberg (2006)CrossRefGoogle Scholar
  42. 42.
    Thia, C., Chai, K.H., Bauly, J., Xin, Y.: An exploratory study of the use of quality tools and techniques in product development. TQM Mag. 17(5), 406–424 (2005)CrossRefGoogle Scholar
  43. 43.
    Ulrich, D., Kerr, S., Ashkenas, R.: The GE Work-Out. McGraw-Hill, New York et al (2002)Google Scholar
  44. 44.
    Wirtz, B.W., Mory, L., Piehler, R.: Web 2.0 and Digital Business Models. In: Handbook of Strategic e-Business Management, pp 751–766. Springer (2014)Google Scholar
  45. 45.
    Wolf, C., Harmon, P.: The state of business process management—2014. BPTrends (2014)Google Scholar
  46. 46.
    Womack, J.P., Jones, D.T.: Lean Thinking. Simon & Schuster, New York (1996)Google Scholar
  47. 47.
    Xu, Y., Bernard, A., Perry, N., Lian, L.: Managing knowledge management tools: a systematic classification and comparison. In: International Conference on Management and Service Science (MASS), 2011, pp 1–4. IEEE (2011)Google Scholar
  48. 48.
    Zellner, G., Leist, S., Johannsen, F.: Selecting critical processes for a Six Sigma project—experiences from an automotive bank. In: 18th European Conference on Information Systems (ECIS 2010), Pretoria, South Africa (2010)Google Scholar

Copyright information

© Springer International Publishing Switzerland 2016

Authors and Affiliations

  1. 1.Department Management of Information SystemsUniversity of RegensburgRegensburgGermany
  2. 2.Research Group Knowledge EngineeringUniversity of ViennaViennaAustria

Personalised recommendations