The quality of enterprise management can be
increased through the usage of balanced system of process
approach. Business processes are inherent to any organization.
Management accounting for each business process allows to
conduct factor analysis when minimize labour costs and
assess the their contribution to the implementation of the
overall strategy. This article introduces the research of
Business process used in enterprise management, delineates
how to separate processes into groups, describes their
characteristics, and differences between them.
Mc phillips integrated management system manual (1)Abid Iqbal
This document outlines McPhillips (Wellington) Limited's integrated business management system which complies with ISO 9001, ISO 14001, and OHSAS 18001 standards for quality management, environmental management, and health and safety management. It provides information on the company's operations, management structure, policies, and documentation of its management system. The management system is designed to meet business objectives and regulatory standards through continual improvement of processes.
The process approach (and business process management)Nicola Mezzetti
The document discusses the process approach and business process management. It defines a process as a set of interrelated activities that use inputs to produce an intended result. The process approach involves managing activities as interrelated processes to achieve consistent results efficiently. Key aspects of the process approach include establishing processes as an integrated system, defining activities and checks to deliver outputs, and using risk-based thinking. The document also discusses business process modeling notation (BPMN) for graphically representing business processes using elements like events, activities, gateways, sequence flows, and pools.
IRJET- Quality begets Quantity: Total Quality Management in Indian Servic...IRJET Journal
This document discusses the application of Total Quality Management (TQM) principles in the service sector of India. It begins with an abstract that notes TQM is an important way for organizations to continuously improve and remain competitive. The study aims to quantify the benefits of TQM for service sector organizations in India, as TQM adoption in this sector is still limited due to misunderstandings of its practices and principles. The document reviews literature on quality management and the service sector to identify relevant constructs. It discusses the history and need for TQM in the service sector.
C gmp indutrial and personal relationship triiTrilok Shahare
The document discusses industrial relations and personal relationships in the pharmaceutical industry.
[1] Industrial relations encompass the relationships between employers, employees, unions, and government and aim to ensure continuous production through cooperation and reducing disputes. [2] Key personnel in pharmaceutical companies include heads of production, quality assurance, and quality control who are responsible for overseeing production, quality systems, and product testing and approval. [3] Personal relationships in the industry must adhere to GMP standards and ensure staff are properly trained and individual responsibilities are clearly defined.
The document discusses challenges that multi-site organizations face in connecting corporate policies and manuals to location-specific documents. It proposes using a Manual Reference Matrix to systematically reference site-specific supporting documents from the corporate quality manual. The Manual Reference Matrix lists each location and links to their individual matrix. This allows the corporate manual to maintain common requirements while accommodating differences in scope, exclusions or documents between locations. It also discusses controlling the matrix template to ensure consistency across locations.
Process approach to Management system. Improvemnet proposition. Shortened.Elena Petrova
The document proposes implementing a process approach to managing TEAM, an IT company. It discusses alternative management approaches and defines key concepts like process categories and goals. The presentation aims to show business value of the process approach using an example low-cost airline. It outlines an IT company management system project including a business process map linking business development strategy to core processes like service delivery, account management, recruiting, and software development.
The document discusses quality management systems and practices. It provides background on the history and pioneers of quality management, including Frederick Taylor, Philip Crosby, Joseph Juran, and W. Edwards Deming. It describes the purpose and significance of quality management systems and procedures. It also provides an overview of the International Organization for Standardization (ISO) quality management standards, including ISO 9000, ISO 9001, and ISO 14000.
Mc phillips integrated management system manual (1)Abid Iqbal
This document outlines McPhillips (Wellington) Limited's integrated business management system which complies with ISO 9001, ISO 14001, and OHSAS 18001 standards for quality management, environmental management, and health and safety management. It provides information on the company's operations, management structure, policies, and documentation of its management system. The management system is designed to meet business objectives and regulatory standards through continual improvement of processes.
The process approach (and business process management)Nicola Mezzetti
The document discusses the process approach and business process management. It defines a process as a set of interrelated activities that use inputs to produce an intended result. The process approach involves managing activities as interrelated processes to achieve consistent results efficiently. Key aspects of the process approach include establishing processes as an integrated system, defining activities and checks to deliver outputs, and using risk-based thinking. The document also discusses business process modeling notation (BPMN) for graphically representing business processes using elements like events, activities, gateways, sequence flows, and pools.
IRJET- Quality begets Quantity: Total Quality Management in Indian Servic...IRJET Journal
This document discusses the application of Total Quality Management (TQM) principles in the service sector of India. It begins with an abstract that notes TQM is an important way for organizations to continuously improve and remain competitive. The study aims to quantify the benefits of TQM for service sector organizations in India, as TQM adoption in this sector is still limited due to misunderstandings of its practices and principles. The document reviews literature on quality management and the service sector to identify relevant constructs. It discusses the history and need for TQM in the service sector.
C gmp indutrial and personal relationship triiTrilok Shahare
The document discusses industrial relations and personal relationships in the pharmaceutical industry.
[1] Industrial relations encompass the relationships between employers, employees, unions, and government and aim to ensure continuous production through cooperation and reducing disputes. [2] Key personnel in pharmaceutical companies include heads of production, quality assurance, and quality control who are responsible for overseeing production, quality systems, and product testing and approval. [3] Personal relationships in the industry must adhere to GMP standards and ensure staff are properly trained and individual responsibilities are clearly defined.
The document discusses challenges that multi-site organizations face in connecting corporate policies and manuals to location-specific documents. It proposes using a Manual Reference Matrix to systematically reference site-specific supporting documents from the corporate quality manual. The Manual Reference Matrix lists each location and links to their individual matrix. This allows the corporate manual to maintain common requirements while accommodating differences in scope, exclusions or documents between locations. It also discusses controlling the matrix template to ensure consistency across locations.
Process approach to Management system. Improvemnet proposition. Shortened.Elena Petrova
The document proposes implementing a process approach to managing TEAM, an IT company. It discusses alternative management approaches and defines key concepts like process categories and goals. The presentation aims to show business value of the process approach using an example low-cost airline. It outlines an IT company management system project including a business process map linking business development strategy to core processes like service delivery, account management, recruiting, and software development.
The document discusses quality management systems and practices. It provides background on the history and pioneers of quality management, including Frederick Taylor, Philip Crosby, Joseph Juran, and W. Edwards Deming. It describes the purpose and significance of quality management systems and procedures. It also provides an overview of the International Organization for Standardization (ISO) quality management standards, including ISO 9000, ISO 9001, and ISO 14000.
ISO 10002:2018 Documentation Kit - Manual, Procedures, Audit ChecklistGlobal Manager Group
ISO 10002:2018 is used for Complaint Handling System Certification. This publication is about readymade ISO 10002:2018 documentation kit which can be used as completed tool for documentation process and it defines requirements of various documents during ISO 10002 Certification.
For more details visit our website: https://www.globalmanagergroup.com/
Annex SL Training for ISO 9001:2015. & ISO 14001:2015.Robert Clements
Annex SL is the future of ISO standards.
As a consultancy Assent Risk Management have been lucky to experience two Annex SL based standards: ISO 27001:2013 and ISO 22301:2012.
Here we make our internal best practice training Powerpoint available publically for those who are experiencing Annex SL for the first time.
We hope it helps!
ISO9001 Quality Management in Small CompanyRunnan Li
This document discusses implementing ISO 9001 quality management standards in a small manufacturing company called Thermaxx Jackets. It outlines Thermaxx's organizational structure and manufacturing processes. It then describes steps taken to implement ISO 9001, including formalizing documents, standardizing processes, and training employees. The goals are to standardize their quality management system, continue improving quality, and increase competitiveness through more cost-effective production.
ISO 9001 originated from quality standards developed during WWI for munitions production. It evolved over the 20th century and was combined with international standards in 1987. The 2008 version focuses on management principles and a process approach. It requires organizations to establish responsibilities, resource management, product realization, and measurement/improvement processes. Certification involves independent audits to verify a quality management system meets the ISO 9001 standard.
This document appears to be a course syllabus and textbook on management accounting and control. It covers several topics related to the subject including a history of management accounting approaches, the role of management controllers and how it is changing, budgeting, capital budgeting, cash flow analysis, cost accounting techniques, and performance measurement. The document contains chapter summaries and outlines for each topic, exam information, and case studies.
Typical Quality Management System Based On Iso 9001 2008Isidro Sid Calayag
This document outlines the key elements of a quality management system (QMS) based on ISO 9001:2008. It discusses the objectives of implementing a QMS, including achieving organizational success and meeting requirements. The QMS focuses on customer focus, leadership, involvement of people, process approach, and continual improvement. It addresses management responsibility, resource management, product realization, measurement and improvement to ensure a process-based approach that meets customer needs and enhances supplier relationships.
The internal audit document summarizes an upcoming audit of HR processes at an organization. The audit will evaluate the effectiveness and accuracy of processes like onboarding, internal movements, separation, talent management, and performance management. It outlines the audit objective, topics to be covered, compliance-based methodology, 5-step process for conducting the audit, and recommendations to be provided in the final report. An appendix includes sample documents for review and a template for the final audit report.
This document is the quality management system manual for XYZ. It describes the quality management system which complies with ISO 9001:2008. The manual includes sections on scope, exclusions, documentation requirements, management responsibility, and other quality system processes. It provides the table of contents and outlines the organization and control of the quality management system documents.
Management audit involves the independent examination of a company's management, operations, and policies to evaluate how well objectives are being met. It identifies strengths and weaknesses, recommends improvements, and helps management better utilize resources and achieve goals. A management audit reviews areas like organizational structure, planning, resource allocation, procedures, and control systems. Its aims include improving efficiency, profitability, and the effective discharge of management responsibilities.
Sometimes companies do not realize why the goals of its employees are not aligned with the organization's goals. This presentation identifies the potential problems and possible solutions.
This document discusses various quality improvement processes and frameworks. It covers total quality management (TQM), process management frameworks, quality control cycles like Deming and Ishikawa cycles, benchmarking, and Six Sigma. The key steps in quality improvement processes are to design work processes, implement process control, and continuously improve processes using methodologies like PDCA (plan-do-check-act) cycle and benchmarking against best practices. The document also categorizes business processes into value creation and support processes and outlines frameworks for planning, controlling, and improving end-to-end business processes.
This document summarizes a quality documentation system for a GMP bioprocessing facility. The system is divided into 5 folders: Facility, Equipment, Production, Quality Control, and Quality Assurance. Each folder contains standard operating procedures, data record forms, and other documents pertaining to that area. The aim of the documentation system is to efficiently organize operations and ensure compliance with GMP guidelines.
The document discusses ISO 9001:2008 and quality management systems. It explains that ISO 9001:2008 promotes a process approach and systems approach when developing, implementing, and improving quality management systems. An effective quality management system is achieved through identifying, managing, and improving interrelated processes and ensuring their interaction meets organizational objectives.
The document outlines the key changes between ISO 9001:2008 and ISO 9001:2015. Some of the major changes include abolishing the requirement for a quality manual, placing more emphasis on leadership and risk-based thinking, and adopting a new high level structure that is common across management system standards. The revisions aim to make the standard more focused on performance and less prescriptive.
This document discusses audit quality control and measures taken to maintain audit quality. It analyzes the Audit Quality Review (AQR) approach and main concerns identified from 2012-2014, which include auditor independence, audit quality, financial services audits, and fair value measurements. It also discusses quality control at the firm level through leadership, ethics, human resources and acceptance of engagements. At the individual audit level, quality is maintained through directing, supervising, reviewing and monitoring engagements. Finally, it outlines changes from the 2014 European Directive, such as expanded audit reports, audit rotation requirements, restrictions on non-audit services, and increased oversight of public interest entity audits.
Total Quality Management in Engineering economicsZia Mohi U Din
This document provides an overview of total quality management (TQM). It defines TQM and discusses its benefits such as improved quality, increased productivity, lower costs and business growth. It also describes Juran's model of the costs of quality, including prevention costs, appraisal costs, and failure costs. Additionally, the document outlines key elements of TQM like leadership, employee involvement, customer focus, and continuous improvement. Finally, it introduces several quality tools used in TQM, including check sheets, histograms, control charts, Pareto diagrams, and Ishikawa diagrams.
The document discusses quality management systems and ISO standards. It provides definitions for key terms like quality management systems and describes several ISO standards for quality management including ISO 9001, ISO 9002, ISO 9003. It discusses the benefits of ISO registration for organizations and customers. It also summarizes implementation of a quality management system, documentation requirements, and the purpose and objectives of internal audits.
This document provides guidance on documenting a quality management system based on ISO 9001:2008. It outlines the documentation hierarchy, including quality manuals, procedures, work instructions, and records. It discusses guidelines for quality management system documentation, including format, requirements, and control of documents. The key topics covered are the four levels of documentation, requirements for documented procedures, considerations for documentation format and control, and classification of documents. The overall message is that documentation should be practical, user-friendly, and reflect the actual system.
This slide show incorporates the following topics: Business Process: Terminology ,Business Process: Management, Business Process: Development , Business Process: Re-Engineering , Strategic Process Analysis , Managing Business Process & Managerial issues in Process Management.
Suggest an intelligent framework for building business process management [ p...ijseajournal
As companies enter into the digital world, information technology is playing a major role in bringing
process improvements to the forefront of business management. In the recent decades, many organizations
have struggled to redesign and improve their business processes to reduce their total cost. The main
contribution of this research study is to propose an intelligent framework that possesses the ability to
employ a database of best practices, business standards, and business activity history in order to permit the
manager to analyze and improve the design of the business processes.
In addition, the other objective of this research is to build a business process or workflow directly from its
process design logic in order to enable rapid process development and deployment. This procedure
requires some technical improvements of the business design, as it is mainly based on building the business
process using Microsoft Office Visio, which communicates the defined business process to the business
process management engine.
ISO 10002:2018 Documentation Kit - Manual, Procedures, Audit ChecklistGlobal Manager Group
ISO 10002:2018 is used for Complaint Handling System Certification. This publication is about readymade ISO 10002:2018 documentation kit which can be used as completed tool for documentation process and it defines requirements of various documents during ISO 10002 Certification.
For more details visit our website: https://www.globalmanagergroup.com/
Annex SL Training for ISO 9001:2015. & ISO 14001:2015.Robert Clements
Annex SL is the future of ISO standards.
As a consultancy Assent Risk Management have been lucky to experience two Annex SL based standards: ISO 27001:2013 and ISO 22301:2012.
Here we make our internal best practice training Powerpoint available publically for those who are experiencing Annex SL for the first time.
We hope it helps!
ISO9001 Quality Management in Small CompanyRunnan Li
This document discusses implementing ISO 9001 quality management standards in a small manufacturing company called Thermaxx Jackets. It outlines Thermaxx's organizational structure and manufacturing processes. It then describes steps taken to implement ISO 9001, including formalizing documents, standardizing processes, and training employees. The goals are to standardize their quality management system, continue improving quality, and increase competitiveness through more cost-effective production.
ISO 9001 originated from quality standards developed during WWI for munitions production. It evolved over the 20th century and was combined with international standards in 1987. The 2008 version focuses on management principles and a process approach. It requires organizations to establish responsibilities, resource management, product realization, and measurement/improvement processes. Certification involves independent audits to verify a quality management system meets the ISO 9001 standard.
This document appears to be a course syllabus and textbook on management accounting and control. It covers several topics related to the subject including a history of management accounting approaches, the role of management controllers and how it is changing, budgeting, capital budgeting, cash flow analysis, cost accounting techniques, and performance measurement. The document contains chapter summaries and outlines for each topic, exam information, and case studies.
Typical Quality Management System Based On Iso 9001 2008Isidro Sid Calayag
This document outlines the key elements of a quality management system (QMS) based on ISO 9001:2008. It discusses the objectives of implementing a QMS, including achieving organizational success and meeting requirements. The QMS focuses on customer focus, leadership, involvement of people, process approach, and continual improvement. It addresses management responsibility, resource management, product realization, measurement and improvement to ensure a process-based approach that meets customer needs and enhances supplier relationships.
The internal audit document summarizes an upcoming audit of HR processes at an organization. The audit will evaluate the effectiveness and accuracy of processes like onboarding, internal movements, separation, talent management, and performance management. It outlines the audit objective, topics to be covered, compliance-based methodology, 5-step process for conducting the audit, and recommendations to be provided in the final report. An appendix includes sample documents for review and a template for the final audit report.
This document is the quality management system manual for XYZ. It describes the quality management system which complies with ISO 9001:2008. The manual includes sections on scope, exclusions, documentation requirements, management responsibility, and other quality system processes. It provides the table of contents and outlines the organization and control of the quality management system documents.
Management audit involves the independent examination of a company's management, operations, and policies to evaluate how well objectives are being met. It identifies strengths and weaknesses, recommends improvements, and helps management better utilize resources and achieve goals. A management audit reviews areas like organizational structure, planning, resource allocation, procedures, and control systems. Its aims include improving efficiency, profitability, and the effective discharge of management responsibilities.
Sometimes companies do not realize why the goals of its employees are not aligned with the organization's goals. This presentation identifies the potential problems and possible solutions.
This document discusses various quality improvement processes and frameworks. It covers total quality management (TQM), process management frameworks, quality control cycles like Deming and Ishikawa cycles, benchmarking, and Six Sigma. The key steps in quality improvement processes are to design work processes, implement process control, and continuously improve processes using methodologies like PDCA (plan-do-check-act) cycle and benchmarking against best practices. The document also categorizes business processes into value creation and support processes and outlines frameworks for planning, controlling, and improving end-to-end business processes.
This document summarizes a quality documentation system for a GMP bioprocessing facility. The system is divided into 5 folders: Facility, Equipment, Production, Quality Control, and Quality Assurance. Each folder contains standard operating procedures, data record forms, and other documents pertaining to that area. The aim of the documentation system is to efficiently organize operations and ensure compliance with GMP guidelines.
The document discusses ISO 9001:2008 and quality management systems. It explains that ISO 9001:2008 promotes a process approach and systems approach when developing, implementing, and improving quality management systems. An effective quality management system is achieved through identifying, managing, and improving interrelated processes and ensuring their interaction meets organizational objectives.
The document outlines the key changes between ISO 9001:2008 and ISO 9001:2015. Some of the major changes include abolishing the requirement for a quality manual, placing more emphasis on leadership and risk-based thinking, and adopting a new high level structure that is common across management system standards. The revisions aim to make the standard more focused on performance and less prescriptive.
This document discusses audit quality control and measures taken to maintain audit quality. It analyzes the Audit Quality Review (AQR) approach and main concerns identified from 2012-2014, which include auditor independence, audit quality, financial services audits, and fair value measurements. It also discusses quality control at the firm level through leadership, ethics, human resources and acceptance of engagements. At the individual audit level, quality is maintained through directing, supervising, reviewing and monitoring engagements. Finally, it outlines changes from the 2014 European Directive, such as expanded audit reports, audit rotation requirements, restrictions on non-audit services, and increased oversight of public interest entity audits.
Total Quality Management in Engineering economicsZia Mohi U Din
This document provides an overview of total quality management (TQM). It defines TQM and discusses its benefits such as improved quality, increased productivity, lower costs and business growth. It also describes Juran's model of the costs of quality, including prevention costs, appraisal costs, and failure costs. Additionally, the document outlines key elements of TQM like leadership, employee involvement, customer focus, and continuous improvement. Finally, it introduces several quality tools used in TQM, including check sheets, histograms, control charts, Pareto diagrams, and Ishikawa diagrams.
The document discusses quality management systems and ISO standards. It provides definitions for key terms like quality management systems and describes several ISO standards for quality management including ISO 9001, ISO 9002, ISO 9003. It discusses the benefits of ISO registration for organizations and customers. It also summarizes implementation of a quality management system, documentation requirements, and the purpose and objectives of internal audits.
This document provides guidance on documenting a quality management system based on ISO 9001:2008. It outlines the documentation hierarchy, including quality manuals, procedures, work instructions, and records. It discusses guidelines for quality management system documentation, including format, requirements, and control of documents. The key topics covered are the four levels of documentation, requirements for documented procedures, considerations for documentation format and control, and classification of documents. The overall message is that documentation should be practical, user-friendly, and reflect the actual system.
This slide show incorporates the following topics: Business Process: Terminology ,Business Process: Management, Business Process: Development , Business Process: Re-Engineering , Strategic Process Analysis , Managing Business Process & Managerial issues in Process Management.
Suggest an intelligent framework for building business process management [ p...ijseajournal
As companies enter into the digital world, information technology is playing a major role in bringing
process improvements to the forefront of business management. In the recent decades, many organizations
have struggled to redesign and improve their business processes to reduce their total cost. The main
contribution of this research study is to propose an intelligent framework that possesses the ability to
employ a database of best practices, business standards, and business activity history in order to permit the
manager to analyze and improve the design of the business processes.
In addition, the other objective of this research is to build a business process or workflow directly from its
process design logic in order to enable rapid process development and deployment. This procedure
requires some technical improvements of the business design, as it is mainly based on building the business
process using Microsoft Office Visio, which communicates the defined business process to the business
process management engine.
The document discusses the benefits of a process-centric organization. It outlines how process-centricity began in the early 1900s and was later popularized by thinkers like Michael Hammer. While many companies have invested in business process reengineering since the 1990s, most have fallen short by not according full organizational legitimacy to process responsibilities. A true process-centric organization structures itself around core processes and process teams rather than functions. It also discusses how to transform an organization to a process-centric model through a four phase process of building capability, increasing service delivery, normalizing operations, and establishing the new status quo. Two case studies provide examples of how process-centric approaches helped organizations achieve market leadership and transform their business models.
This document provides information about quality management system processes, including:
1) It discusses the process approach to quality management systems which focuses on improving customer satisfaction by meeting requirements. Key aspects include identifying processes, responsibilities, and performance measures.
2) A 7-step methodology is described for managing quality processes: establish responsibilities; define the process; identify customer requirements; establish performance measures; compare performance to requirements; identify improvement opportunities; and improve process performance.
3) Continuous improvement is a focus, with the goal of addressing gaps in performance to better meet customer needs. Quality tools can help analyze data and identify improvement projects.
BUILDING A CUSTOMER FOCUSED MANAGEMENT SYSTEM (QMS).pdfAkshay Naigaonkar
The document provides steps for developing a process matrix to build a customer-focused quality management system. It involves brainstorming all major processes, trimming the list to around 20 processes, and creating a matrix template with the processes listed in the left column. For each process, the matrix identifies the owner, activities, inputs, outputs, customers, documentation, monitoring, and effectiveness criteria. The completed process matrix becomes a roadmap for the entire management system by clearly showing how processes are interrelated and managed.
The document describes steps for developing a process matrix to build a customer-focused quality management system. It involves brainstorming all major processes, trimming the list to around 20 processes, and creating a matrix template. For each process, the matrix identifies the owner, activities, inputs, outputs, customers, documentation, monitoring, and effectiveness criteria. Completing the process matrix provides a roadmap for understanding how processes fit together and are managed to create a customer-focused system with benefits like improved understanding, decision-making, and teamwork. An example process matrix is also provided.
Factors influencing Process Design and Process Analysisi4VC
Provides details of- Understanding Business Process, Business Process and Value Chain, Business Process Change, Major Factors Affecting Business Process, Specifying Business Process Model, Analyzing Business Processes.
IN THIS SUMMARY
Most aspects of business equate to a process. However, those processes are frequently not as efficient or effective as they could be. Business process improvement or BPI can help companies demonstrate greater customer responsiveness, increase employee productivity, and become more competitive in the market. In The Power of Business Process Improvement, Susan Page describes a ten step approach to BPI that is pragmatic and focused on ease of use. To alert management about improved business processes, the author also recommends developing an executive summary document with six sections: project focus, goals, summary, key findings, deliverables, and appendix.
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http://www.bizsum.com/summaries/power-business-process-improvement
Business process reengineering module 1POOJA UDAYAN
Business processes are collections of activities that take inputs and create outputs of value to customers. Business process management involves modeling, automating, executing, controlling, measuring, and optimizing business processes. The goals of business process management are to improve processes, gain control over workflows, and optimize processes to create an efficient organization. Business process reengineering takes a radical approach to redesign processes from scratch in order to achieve dramatic improvements in areas like costs, quality, and cycle times.
Business process management (BPM) is the discipline of improving a business process from end to end by analyzing it, modelling how it works in different scenarios, executing improvements, monitoring the improved process and continually optimizing it.
Crafting a CMMI V2 Compliant Process for Governance Practice Area: An Experie...Dr. Mustafa Değerli
Değerli, M. (2020). Crafting a CMMI V2 Compliant Process for Governance Practice Area: An Experiential Proposal. 14th Turkish National Software Engineering Symposium (UYMS 2020). 10.1109/UYMS50627.2020.9247068 – https://ieeexplore.ieee.org/xpl/conhome/9247008/proceeding
The document discusses the origins and benefits of a process-centric organization. It outlines a 4-phase methodology for transforming an organization to be process-centric, including building capability foundations, increasing service delivery, normalizing operations, and establishing the process-centric mindset as standard. The overall goal of a process-centric organization is to improve performance by focusing on core business processes and aligning organizational structures and resources to meet process needs.
This document summarizes a paper presented at the International Conference for Entrepreneurship, Innovation and Regional Development on business process modeling. It discusses the importance of business process modeling for new and existing businesses. It outlines Porter's value chain model as a way to identify core business processes. It also describes methods for documenting processes, including naming them, identifying inputs/outputs, and describing activities. The document concludes that business process modeling helps direct businesses productively by designing processes to fit their needs.
The document provides an overview of process identification in business process modeling. It discusses the context of process identification, defining a process architecture, and selecting processes. The key outputs are a process architecture that captures an organization's processes and their relationships, and prioritized processes for improvement. Process identification aims to systematically define an organization's business processes and establish criteria for selecting processes.
The document outlines a workshop on business processes and business process management over 6 days. The workshop covers basic principles of business processes, characteristics of processes, discovering processes, and the basic principles of business process management. It discusses the differences between functional and process management, with process management focusing on horizontal workflows rather than vertical hierarchies. Key benefits outlined include improved customer satisfaction, staff productivity, and performance. The role of the process owner is defined as having responsibility for the end-to-end design, development, execution and performance of a business process.
Customized for the students of CA-IPCC.
This study notes will give you the detailed knowledge about Business Process and from the basic also explain what is process its types and more, in addition, this will take you towards the automated process how it will create and why we need automated process. In addition study notes also show you the business process flow. It also defines Enterprise Risk Managment with all relevant Risk and Control. It also includes the IT Act and its requirement. This chapter also covers the Flowe Chart, Data Flow Diagram and more.
Business process management (BPM) involves systematically managing and improving a company's workflow and business processes. The goal of BPM is to reduce errors, improve efficiency and adapt to changes. It involves modeling processes, executing them using software, monitoring performance, and optimizing processes. BPM can improve process quality, operational efficiency, customer satisfaction and business agility. Key aspects of BPM include process design, modeling, execution, monitoring and optimization.
Similar to Business Process as the Basis of the Process Approach in Enterprise Management (20)
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In the present paper, we have employed modified Khare-BEB method [Atoms, (2019)] to evaluate total ionization cross sections by the electron impact for ammonia in energy range from the ionization threshold to 10 MeV. The theoretical ionization cross sections have been compared to the available previous theoretical and experimental results. The collision parameters dipole matrix squared M_j^2 and CRP also have been calculated. The present calculations were found in remarkable agreement with the available experimental results.
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This document summarizes a research study that analyzed the factors influencing ownership patterns of selected Indian companies and the impact of ownership patterns on corporate performance. The study used data from 5 industries over 5 years from 2017 to 2021. Multiple regression, ANOVA, and correlation analyses were conducted. The results found that the percentage of independent directors on the board and the size of the company had a significant impact on Indian promoter holdings. Additionally, non-institutional ownership was found to have a significant impact on corporate performance measures like asset utilization ratio. The study concluded that ownership patterns can influence corporate performance and companies should work to optimize factors like debt-equity ratio and board independence to improve financial outcomes.
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Every country with a well-developed transportation network has a well-developed economy. The automobile industry is a critical engine of the nation's economic development. The automobile industry has significant backward and forward links with every area of the economy, as well as a strong and progressive multiplier impact. The automotive industry and the auto component industry are both included in the vehicle industry. It includes passenger waggons, light, medium, and heavy commercial vehicles, as well as multi-utility vehicles such as jeeps, three-wheelers, military vehicles, motorcycles, tractors, and auto-components such as engine parts, batteries, drive transmission parts, electrical, suspension and chassis parts, and body and other parts. In the last several years, India's automobile sector has seen incredible growth in sales, production, innovation, and exports. India's car industry has emerged as one of the best in the world, and the auto-ancillary sector is poised to assist the vehicle sector's expansion. Vehicle manufacturers and auto-parts manufacturers account for a significant component of global motorised manufacturing. Vehicle manufacturers from across the world are keeping a close eye on the Indian auto sector in order to assess future demand and establish India as a global manufacturing base. The current research focuses on three automotive behemoths: TATA Motors, MRF, and Mahindra & Mahindra.
A Study on Factors Influencing the Financial Performance Analysis Selected Pr...Dr. Amarjeet Singh
The growth of a country's banking sector has a significant impact on its economic development. The banking sector plays a critical role in determining a country's economic future. A well-planned, structured, efficient, and viable banking system is an essential component of an economy's economic and social infrastructure. In modern society, a strong banking system is required because it meets the financial needs of the modern society. In a country's economy, the banking system plays a crucial role. Because it connects surplus and deficit economic agents, the bank is the most important financial intermediary in the economy. The banking system is regarded as the economy's lifeline. It meets the financial needs of commerce, industry, and agriculture. As a result, the country's development and the banking system are intertwined. They are critical in the mobilisation of savings and the distribution of credit to various sectors of the economy. India's private sector banks play a critical role in the country's economic development. So The financial performance of private sector banks must be evaluated carefully.
An Empirical Analysis of Financial Performance of Selected Oil Exploration an...Dr. Amarjeet Singh
After the United States, China, and Japan, India was the world's fourth biggest consumer of oil and petroleum products. The nation is significantly reliant on crude oil imports, the majority of which come from the Middle East. The Indian oil and gas business is one of the country's six main sectors, with important forward links to the rest of the economy. More than two-thirds of the country's overall primary energy demands are met by the oil and gas industry. The industry has played a key role in placing India on the global map. India is now the world's sixth biggest crude oil user and ninth largest crude oil importer. In addition, the country's portion of the worldwide refining market is growing. India's refining industry is now the world's sixth biggest. With plans for Reliance Petroleum Limited to commission another refinery with a capacity of 29 MTPA next 16 to its 33 MTPA refinery in Jamnagar, Gujarat, this position is projected to be enhanced. As a consequence, the Reliance refinery would be the biggest single-site refinery in the world. Based on secondary data gathered from CMIE, the current research examines the ratios influencing the profitability of selected oil exploration and production businesses in India during a 10-year period.
Since 1991, thanks to economic policy liberalization, the Indian economy has entered an era in which Indian businesses can no longer disregard global markets. Prior to the 1990s, the prices of a variety of commodities, metals, and other assets were carefully regulated. Others, which were not rolled, were primarily dependant on regulated input costs. As a result, there was no uncertainty and, as a result, no price fluctuations. However, in 1991, when the process of deregulation began, the prices of most items were deregulated. It has also resulted in the exchange being partially deregulated, easing trade restrictions, lowering interest rates, and making significant advancements in foreign institutional investors' access to the capital markets, as well as establishing market-based government securities pricing, among other things. Furthermore, portfolio and securities price volatility and instability were influenced by market-determined exchange rates and interest rates. As a result, hedging strategies employing a variety of derivatives were exposed to a variety of risks. The Indian capital market will be examined in this study, with a focus on derivatives.
Theoretical Estimation of CO2 Compression and Transport Costs for an hypothet...Dr. Amarjeet Singh
This document discusses theoretical estimates for the costs of compressing and transporting CO2 from a hypothetical carbon capture and storage project at the Saline Joniche Power Plant in Italy. It first provides background on the power plant project from 2008 that proposed converting the site to coal power. It then details the methodology used to size the compression system, estimating power needs for multi-stage compression up to pipeline pressures. Costs are considered for constructing, operating, and maintaining both the compression plant and pipeline to a potential offshore storage site. The aim is to evaluate retrofitting the existing plant with carbon capture and storage as a way to enable continued coal power production consistent with climate goals.
Analytical Mechanics of Magnetic Particles Suspended in Magnetorheological FluidDr. Amarjeet Singh
In this paper, the behavior of MR particles has been systematically investigated within the scope of analytical mechanics. . A magnetorheological fluid belongs to a class of smart materials. In magnetorheological fluids, the motion of magnetic particles is controlled by the action of internal and external forces. This paper presents analytical mechanics for the interaction of system of particles in MR fluid. In this paper, basic principles of Analytical Mechanics are utilized for the construction of equations.
Techno-Economic Aspects of Solid Food Wastes into Bio-ManureDr. Amarjeet Singh
Solid waste is health hazard and cause damage to the environment due to improper handling. Solid waste comprises of Industrial Waste (IW), Hazardous Waste (HW), Municipal Solid Waste (MSW), Electronic waste (E-waste), Bio-Medical Waste (BMW) which depend on their supply & characteristics. Food waste or Bio-waste composting and its role in sustainable development is explained in food waste is a growing area of concern with many costs to our community in terms of waste collection, disposal and greenhouse gases. When rotting food ends up in landfill it turns into methane, a greenhouse gas that is particularly damaging to the environment. Composting is biochemical process in which organic materials are biologically degraded, resulting in the production of organic by products and energy in the form of heat. Heat is trapped within the composting mass, leading to the phenomenon of self-heating. This overall process provide us Bio-Manure.
Crypto-Currencies: Can Investors Rely on them as Investment Avenue?Dr. Amarjeet Singh
The purpose of this study is to examine investors’ perceptions about investing in crypto-currencies. We think that investors trust in crypto-currencies is largely driven by crypto-currency comprehension, trust in government, and transaction speed. This is the first study to examine crypto-currencies from the investor’s perspective. Following that, we discover important antecedents of crypto-currency confidence. Second, we look at the government's role in crypto-currencies. The importance of this study is: first, crypto-currencies have the potential to disrupt the current economic system as the debate is all about impact of decentralization of transactions; thus, further research into how it affects investors trust is essential; and second, access to crypto-currencies. Finally, if Fin-Tech companies or banks want to enter the bitcoin industry may not attract huge advertising costs as well as marketing to soothe clients' concerns about investing in various digital currencies The research sheds light on indecisiveness in the context of marketing aspects adopted by demonstrating investors are aware about the crypto.
Awareness of Disaster Risk Reduction (DRR) among Student of the Catanduanes S...Dr. Amarjeet Singh
The Island Province of Catanduanes is prone to all types of natural hazards that includes torrential and heavy rains, strong winds and surge, flooding and landslide or slope failures as a result of its geographical location and topography. RA 10121 mandates local DRRM bodies to “encourage community, specifically the youth, participation in disaster risk reduction and management activities, such as organizing quick response groups, particularly in identified disaster-prone areas, as well as the inclusion of disaster risk reduction and management programs as part of youth programs and projects. The study aims to determine the awareness to disaster of the student of the Catanduanes State University. The disaster-based questionnaire was prepared and distributed among 636 students selected randomly from different Colleges and Laboratory Schools in the University
The Catanduanes State University students understood some disaster-related concepts and ideas, but uncertain on issues on preparedness, adaptation, and awareness on the risks inflicted by these natural hazards. Low perception on disaster risks are evidently observed among students. The responses of the students could be based on the efficiency and impact of the integration of DRR education in the senior high school curriculum. Specifically, integration of the concepts about the hazards, hazard maps, disaster preparedness, awareness, mitigation, prevention, adaptation, and resiliency in the science curriculum possibly affect the knowledge and understanding of students on DRR. Preparedness drills and other forms of capacity building must be done to improve awareness of the student towards DRRM.
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The 1857 war was a watershed moment in the history of the Indian subcontinent. The battle has sparked academic debate among historians and sociologists all around the world. Despite the fact that it has been more than 150 years, this battle continues to pique the interest of historians. The war's causes and events that occurred throughout the conflict, persons who backed the British and anti-British fighters, and the results and ramifications, are all aspects of this conflict. In terms of outcomes, many academics believe that the war was a failure for those who started it. It is often assumed that the Indians who battled the British in this conflict were unable to achieve their goals. Many gains accrued to Indians as a result of the conflict, but these achievements are overshadowed by the dispute over the war's failure. This research effort focuses on the war's achievements for India, and the significance of those achievements.
Haryana's Honour Killings: A Social and Legal Point of ViewDr. Amarjeet Singh
Life is unpredictably unpredictable. Nobody knows what will happen in the next minute of their lives. In this circumstance, every human being has the right and desire to conduct their lives according to their own desires. No one should be forced to live a life solely for the benefit and reputation of others. Honour killing is defined as the assassination of a person, whether male or female, who refuses to accept the family's arranged marriage or decides to move her or his marital life according to her or his wishes solely because it jeopardizes the family's honour. The family's supreme authority looks after the family's name but neglects to consider the love and affection shared among family members. I have discussed honour killing in India in my research work. This sort of murder occurs as a result of particular triggers, which are also examined in relation to the role of the law in honour killing. No one can be released free if they break the law, and in this case, it is a felony that violates various regulations designed to safeguard citizens. This crime is similar to many others, but it is distinct enough to be differentiated in the report. When the husband is of low social standing, it lowers the position and caste of the female family, prompting the male family members to murder the girl. But they forget that the girl is their kid and that while rank may be attained, a girl's life can never be replaced, and that caste is less valuable than the girl's life and love spent with them.
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This document summarizes a research article about optimizing digital-based MSME e-commerce during the COVID-19 pandemic. The article discusses how the pandemic severely impacted MSMEs, with many going out of business. However, digitalization and e-commerce provide opportunities for MSMEs to transform their business models. The article reviews literature showing how technologies like websites, social media, and mobile applications can help MSMEs reach more customers online. Case studies of MSMEs in different countries found that those utilizing digital tools through e-commerce were more successful compared to those relying only on offline sales. The article concludes digitalization is both a challenge and opportunity for MSMEs to adapt their traditional business models and survive or grow
Modal Space Controller for Hydraulically Driven Six Degree of Freedom Paralle...Dr. Amarjeet Singh
This paper presents the Modal space decoupled control for a hydraulically driven parallel mechanism has been presented. The approach is based on singular values decomposition to the properties of joint-space inverse mass matrix, and mapping of the control and feedback variables from the joint space to the decoupling modal space. The method transformed highly coupled six-input six-output dynamics into six independent single-input single-output (SISO) 1 DOF hydraulically driven mechanical systems. The novelty in this method is that the signals including control errors, control outputs and pressure feedbacks are transformed into decoupled modal space and also the proportional gains and dynamic pressure feedback are tuned in modal space. The results indicate that the conventional controller can only attenuate the resonance peaks of the lower eigenfrequencies of six rigid modes properly, and the peaking points of other relative higher eigenfrequencies are over damped, The further results show that it is very effective to design and tune the system in modal space and that the bandwidth increased substantially except surge (x) and sway (y) motions, each degree of freedom can be almost tuned independently and their bandwidths can be increased near to the undamped eigenfrequencies.
It is a known fact that a large number of Steel Industry Expansion projects in India have been delayed due to regulatory clearances, environmental issues and problems pertaining to land acquisition. Also, there are challenges in the tendering phase that affect viability of projects thus delaying implementation, construction phase is beset with over-runs and disputes and last but not the least; provider skills are weak all across the value chain. Given the critical role of Steel Sector in ensuring a sustained growth trajectory for India, it is imperative that we identify the core issues affecting completion of infrastructure projects in India and chalk out initiatives that need to be acted upon in short term as well as long term.
A blockchain is a decentralised database that is shared across computer network nodes. A blockchain acts as a database, storing information in a digital format. The study primarily aims to explore how in the future, block chain technology will alter several areas of the Indian economy. The current study aims to obtain a deeper understanding of blockchain technology's idea and implementation in India, as well as the technology's potential as a disruptive financial technological innovation.
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Business Process as the Basis of the Process Approach in Enterprise Management
1. International Journal of Engineering and Management Research e-ISSN: 2250-0758 | p-ISSN: 2394-6962
Volume- 9, Issue- 2, (April 2019)
www.ijemr.net https://doi.org/10.31033/ijemr.9.2.22
166 This work is licensed under Creative Commons Attribution 4.0 International License.
Business Process as the Basis of the Process Approach in Enterprise
Management
Nagym Ainel Nurlankyzy
Candidate of Master Degree, School of Business Management, Hangzhou Dianzi University, CHINA
Corresponding Author: nana_8@mail.ru
ABSTRACT
The quality of enterprise management can be
increased through the usage of balanced system of process
approach. Business processes are inherent to any organization.
Management accounting for each business process allows to
conduct factor analysis when minimize labour costs and
assess the their contribution to the implementation of the
overall strategy. This article introduces the research of
Business process used in enterprise management, delineates
how to separate processes into groups, describes their
characteristics, and differences between them.
Keywords— Business process, process approach, value
stream, business process efficiency, classification
I. INTRODUCTION
An alternative approach to the management of the
organization is the process approach, which appeared in the
70s of the last century. The process approach is the usage of
interrelated processes to manage the activities and resources
of the organization . [1]
The basis of the process approach to enterprise
management is a business process. Business process is a
stable, purposeful set of interrelated activities of the
organization, which, according to a certain technology,
transforms inputs (resources) into outputs (process result,
product, service) of value to the consumer . [2]
Processes are workflows that have their own
boundaries, that is, the beginning and the end. For any
process, these boundaries are set by the initial or primary
inputs from which it starts. These inputs are opened by the
primary process providers. The process ends with an output
that outputs the result to the primary clients .[3]
The purpose of the scheme (Fig.1) presented below show
the supplier and input data, the process itself and the
customer with the corresponding output data. In addition, a
feedback arrow from the customer to the supplier is drawn.
Figure 1. Business process diagram
II. THE PURPOSE OF THE BUSINESS
PROCESSES
There is no standard list of business processes,
each organization must independently or with the help of
invited experts develop their own business process, this
contributes to a more accurate understanding of their own
situation.
Description of business processes leads to results
that allow deeper penetration into the phenomena.
Connections and relationships that have been ignored or not
recognized unexpectedly become the key to the effective
functioning of the entire organization. In these
circumstances, coordination of work becomes much more
effective, as work flows from Department to Department
with fewer errors, customer requirements are met in the
shortest possible time. Customers are better recognized,
conflicts are reduces between departments and delays
between different stages of the process [4].
The main purpose of the process is to satisfy the
requirements of the customers. There are two types of
process clients: external and internal. External customers
are consumers and customers of products outside of the
company. Internal customers are consumers within a
company and typically another functional Department or
division [5].
III. THE ADVANTAGES OF PROCESS
APPROACH OVER THE FUNCTIONAL
APPROACH
The process approach views a business as a set of
processes — core business processes, controlling processes
(setting goals) and supporting ones. Key business processes
2. International Journal of Engineering and Management Research e-ISSN: 2250-0758 | p-ISSN: 2394-6962
Volume- 9, Issue- 2, (April 2019)
www.ijemr.net https://doi.org/10.31033/ijemr.9.2.22
167 This work is licensed under Creative Commons Attribution 4.0 International License.
are processes that directly make money. Supporting -
processes, without which the main business processes
cannot exist, these are the processes of providing various
resources.
Each business process has:
1. Its specific goal, subordinate to the overall goal of the
company;
2. An owner who can manage resources and is responsible
for the execution of the process;
3. Resources;
4. Quality control system and error correction;
5. System of process indicators.
The complex of all actions converting materials
and information into a finished product for the customer is
called the value stream.
With the introduction of the process approach to
management, the organization has the following capabilities
[6]:
1. The process approach allows to optimize the
control system, make it transparent for management and
able to respond flexibly to changes in the environment.
2. The process approach allows to obtain and use a
system of indicators and criteria for assessing the
effectiveness of management at all stages of the production
and management chain.
3. The process approach provides confidence among
the co-founders of the organization that the existing
management system is aimed at continuous improvement of
efficiency and maximum consideration of the interests of
stakeholders, since:
– the system is based on measuring the performance of the
organization, planning and achieving continuous
improvement of performance;
– the system is aimed at meeting the needs of persons
interested in the activities of the organization: co-founders
(investors), staff, suppliers, society.
4. Process management ensures the implementation
of the process approach in the organization in accordance
with the requirements of ISO 9000:2000 and obtaining the
appropriate certificate.
5. The process approach and quality management
system guarantee a certain order and responsibility for the
development, coordination, approval and maintenance of
documentation.
6. The basis of the process approach to management
is fact-based decision-making. The presence of an
information system in the organization allows owners of
processes to obtain objective information for management
in the event that it is built within a single system of
management of the organization on the basis of the process
approach.
The technology describing the business process
makes all the operations of the company transparent and
understandable, allows you to analyze operations and find
problems in them that lead to failures. The main thing is
that business processes allow you to understand the
interaction between disparate departments: what, to whom
and for what they transmit or receive at each stage. As a
result, the process approach greatly simplifies the
adaptation of new employees and reduces the dependence
of the company on the human factor. It is important that the
process system simplifies the management of operating
costs.
The presence of a well-developed system of
business processes greatly simplifies the adjustment of the
company's activities to meet the requirements of quality
standards ISO 9000:2000. The company's compliance with
ISO 9000:2000 standards becomes an important
competitive advantage.
IV. ELABORATION OF BUSINESS
PROCESSES
Consider the order of business process
development. First, you need to create a project team of
employees. Usually, one working team is not enough. Then,
a temporary group of customers and suppliers of a
particular business process is involved in its activities,
which provide inputs, outputs and resources of the business
process.
To understand how the system works and to
preserve the experience gained, first record how the process
actually works now. It should be remembered that the
purpose of the description is to identify the links between
the taken actions, rather than fixing the smallest details.
Therefore, it is recommended to standardize the description
of business processes using standard forms and process
maps.
It is recommended to describe the business process
by the method of successive approximations. After
completing the description of the business process, need to
work on its improvement (repeat the cycle of actions until
an acceptable result to be obtained).
In the description of the business process, you can
distinguish the following sections:
The standard form of the business process;
Business process map;
Routes in a business process;
Business process matrices;
Business process flowcharts;
Description of the joints of the business process;
The secondary description of the business process;
Detailed description of the business process;
Business process documentation;
Definition of business process indicators;
Regulations of implementation of business
process;
3. International Journal of Engineering and Management Research e-ISSN: 2250-0758 | p-ISSN: 2394-6962
Volume- 9, Issue- 2, (April 2019)
www.ijemr.net https://doi.org/10.31033/ijemr.9.2.22
168 This work is licensed under Creative Commons Attribution 4.0 International License.
Let's look closer to the each stage.
1. Standard form of describing a business process
We recommend to use the standard sample of the
business process description. This will allow to achieve a
common approach to fixing the process by different people,
which will then greatly facilitate the analysis of the
processes.
2. Business process map
Business process map — a graphical
representation of the business process in the form of a
flowchart. Note that each participant in the business process
has a separate column. Lines are time intervals. The issued
card allows you to synchronize operations and trace the
path of information between the company's divisions.
At the stage of mapping the business process, the
employee performing this work does not require
competence in the described procedures of the business
process. It only records the knowledge of the performers,
what and how they do. You need to get answers to the
questions:
What document completes the work cycle so that
you can start over?
To whom is this document transferred?
What precedes it?
Who is involved in this process inside and outside
the organization?
Who issues the task to start the process?
Recommendation
When mapping a business process, use the popular
5w1h question formula. In short, it's 5 questions W:
Who?(Who performs this operation?)
Why? (Why or why is this operation performed?)
What? (What is this operation?)
When? (When should this operation be
performed?)
Where? (Where is the operation performed?)
And one question H
How? (How this operation is performed? Is it
possible to do it differently or make
improvements?).
If the map turns out to be too complicated — it is a signal
that there is no proper sequence in the management of the
organization.
3. Routes in a business process
In real business processes often involves several
divisions of the enterprise. They need to be assigned roles
in the process. In addition, there are branching and parallel
actions. Therefore, the representation in the form of routes
is very convenient. Routes give us a logistic scheme of the
process — the movement of materials, people, money and
information flows. Flowcharts are used to decipher the
logic of command actions.
4. Business process matrices
The matrix (table) of the analysis of the processes
interaction allows to allocate the most important business
processes, to establish their interrelation and to estimate
degree of influence of processes on functioning of QMS.
5. Drawing up a flowchart of the business process
The flowchart of the process is a clear diagram of
the entire chain of relationships between all participants in
the business process (consumers, suppliers and performers).
In the process of drawing up a flowchart questions are
raised:
Is the value of this business process comparable to
the cost of its implementation?
How integrated is it with other business processes?
Can errors in this business process be detected
immediately?
What has been done to improve and ensure the
quality of this business process?
6. Description joints business processes
The most difficult thing to describe the activities
of the enterprise at the junctures of business processes.
Agreement between the owners of the processes is
sometimes very difficult to obtain.
Recommendation
First, make a description of the outputs. Enter
them in the register, then determine the performance
indicators and the values you want to strive for. Describe
the process of measuring these indicators. Consider moving
from these to other performance indicators of interest to
other users.
Then make a similar description of the inputs.
7. Supporting business process descriptions
As a subsidiary of the description used in the
layout diagrams, Gantt charts, and network diagrams. The
last two are useful for project management processes.
8. Detailed description of business processes
A detailed description of the business process can
be in any convenient form for the enterprise, but should
contain the main provisions:
full name of the business process;
business process code;
definition of the business process, revealing its
main content;
the purpose of the business process;
the owner of the business process who is
responsible for;
the long-term planning of the process;
business process Manager responsible for the
ongoing management of the process;
business process standards;
the inputs of the business process (flows coming
from the outside and to be converted);
4. International Journal of Engineering and Management Research e-ISSN: 2250-0758 | p-ISSN: 2394-6962
Volume- 9, Issue- 2, (April 2019)
www.ijemr.net https://doi.org/10.31033/ijemr.9.2.22
169 This work is licensed under Creative Commons Attribution 4.0 International License.
the outputs of the business process (the conversion
results);
resources available to the business process;
internal and external vendor business processes —
input sources;
business processes of consumers — users of the
results of the business process under consideration;
measured process parameters;
the performance of the process.
9. Business process documentation
Business processes included in the QMS system
are subject to documentation. The most convenient form of
description is the procedure. A business process can be
described by one or more procedures, depending on the
complexity. It is convenient to make a single view to
describe all business processes.
10. Definition of business process indicators
The business process should be characterized by
certain indicators, so that the process can be measured and
evaluated its effectiveness. All indicators are included in 4
main groups:
quality;
execution time;
number;
cost.
In addition, it is customary to allocate special groups
— a group of indicators of the business process, a group of
requirements, a group to ensure the desired flow of the
process, a group of recommendations.
The group of business process indicators shows
the degree of achievement of the goal.
The group of requirements includes:
human resources;
infrastructure;
conditions of the production environment.
Group to ensure the desired flow of the process:
information;
instructions for work;
time.
Recommendations group:
finance;
logistics;
suppliers;
partners, etc.
11. Regulations of the business process implementation
It is advisable to draw up large business processes
in the form of a separate document "Regulations of the
business process implementation". Other business processes
can be arranged in the form of Department regulations and
job descriptions.
The regulations should include requirements to
ensure compliance with the Shewhart-Deming cycle:
definition of planned business process indicators
for the next period;
analysis and documentation of deviations from the
normal course of the process by the business
process owner;
analysis of the effectiveness of corrective actions;
reporting to senior management. [5]
Development and description of business processes is
the first step towards QMS implementation at the
enterprise. Ahead — a constant and painstaking work to
bring them to all staff, analysis and, if necessary, the
introduction of corrective actions.
V. PROCESS APPROACH
CLASSIFICATION AND RESULTS
In any organization there are both main and
auxiliary processes. The main processes are the current
activities of the company, the result of which is the
production of outputs required by an external client.
Support processes support core processes. It should be
noted that the division of processes into basic and auxiliary
is conditional. For example, the process of delivering the
goods to the buyer and pre-sales preparation can be
considered by the organization as an auxiliary, but it will
add value to the process for the client.
The criterion for identifying a support process may
be the use of the results of the process by many functional
units and processes. A business process is a collection of
interrelated activities or tasks aimed at creating a specific
product or service for consumers. Flowcharts of business
processes are used as a graphical description of the activity.
Although business process is a new term that entered into
the theory and practice of management only in the 1990s of
the last century, descriptions of business processes have
been known for a long time. The first description of the
business process was given by Adam Smith in his famous
example of a needle manufactory. However, after economic
science began to pay less attention to the progress of the
division of labor, interest in the description of business
processes decreased significantly.
The new growth of interest in the problems of
business processes was associated with the introduction of
information systems. An important prerequisite for the
successful implementation of information systems was the
availability of a qualitative description of the operations to
be automated, as well as processed data. Therefore, the
earlier IDEF0 and IDEF1X models were essentially
descriptions of business processes. However, this
description described only specific functions and data, but
not the requirements for quantitative, qualitative and cost
characteristics of the process as a whole.
5. International Journal of Engineering and Management Research e-ISSN: 2250-0758 | p-ISSN: 2394-6962
Volume- 9, Issue- 2, (April 2019)
www.ijemr.net https://doi.org/10.31033/ijemr.9.2.22
170 This work is licensed under Creative Commons Attribution 4.0 International License.
A business process is a set of different actions that
transform a series of data input into a series of data output
(goods or services) for another person or process, using
people and equipment. We are all busy with processes and
at different times play the role of the client, the supplier.
There are three types of business processes:
1. Business processes that control the functioning of the
system. An example of the management process is
corporate governance and strategic management.
2. Operational - business processes that make up the core
business of the company and create the main revenue
stream. Examples of operational business processes are
procurement, manufacturing, marketing, sales.
3. Supporting business processes that serve the core
business. Examples of business processes supporting
accounting, recruitment, technical support, analysis of
business operations (Fig.2).
Figure 2. Classification of business processes
The business process begins with customer
demand and ends with customer satisfaction. Process-
oriented organizations try to eliminate barriers and delays
that arise at the junction of two different divisions of the
organization when performing one business process. A
business process can be decomposed into several sub-
processes, procedures, and functions that have their own
attributes, but also aim to achieve the goal of the main
business process. This business process analysis typically
involves mapping the business process and its sub-
processes that are spaced between certain levels of activity.
Business processes should be designed to create value and
value for consumers and eliminate any unnecessary
activities. At the output of properly constructed business
processes, the cost-effectiveness (lower cost of production
of goods or services) increases for the consumer.
VI. CONCLLUSION
Thus, a business process is a system of sequential,
purposeful and regulated activities in which the inputs of
the process are converted into outputs, i.e. the results of the
process that are of value to consumers, through the control
action and with the help of resources. It can be concluded
that the use of the process approach is appropriate and
relevant at all stages of development of the enterprise, from
small organizations to network structures. At the same time,
both the construction of new business processes and the
optimization of existing ones require a number of special
approaches, as well as a qualitative analysis of the current
situation in conjunction with the strategic and tactical goals
and objectives of the enterprise.
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