Managing Business Process Flows Pdf Download

A structured, data-driven approach to understanding core operations management concepts. Anupindi shows how managers can design and manage process structure and process drivers to improve the performance of any business process. The third edition retains the general process view paradigm while providing a sharper, more streamlined presentation of the development of ideas in each chapter–all of which are illustrated with contemporary examples from practice. - See more at: http://www.pearsonhighered.com/educator/academic/product/1,,0136036376,00.html#sthash.azuuWWdo.dpuf

... Another study defines a process architecture "by the types of resources used to perform the activities and their physical layout in the processing network" [100]. According to this author, some organizations have a process architecture to illustrate the main steps of a standard process used for producing all types of products, while others use a process architecture as a framework to find the right process depending on the product that needs to be manufactured [100]. ...

... A flow unit is an item being analyzed. Depending on the process, it can be a unit of input, a unit of output or a financial value of the input or output [100]. In addition to a flow unit, an object could also be a more abstract concept that must not necessarily be seen, but is at all times present. ...

Monika Malinova

Organizations are leaning towards becoming more processoriented in order to better serve their customers. An approach that enables achieving such process orientation is business process management (BPM). In this context business process modeling is used to graphically represent business processes. As a result organizations are faced with large collections of process models. The process models are typically organized in a process architecture which comprises a number of levels. The most top level is commonly the process map where all processes of one organization and the relations between them are depicted in a very abstract manner. Whereas there are well-defined languages for modelling the details of singular processes (e.g. BPMN, EPC), such a language for supporting the design of process maps is still missing. As a result, we are faced with a vast variety of process map designs from practice, as practitioners typically rely on their own creativity when undertaking this task. This study addresses this gap by using various methods to develop a language for process map design which will support practitioners to design their process maps in a standardized manner.

... Consistent with the above, Anupindi et al. [2] define theoretical capacity of a resource as the maximum sustainable flow rate if the resource was fully utilized. They discuss flow time and break it into two parts: theoretical flow time and waiting time. ...

... Inventory discussed by Anupindi et al. [2] is referred to as buffer input, buffer output, and station inprocess inventory. These inventory categories can be simplified to in-station inventory and in-transit inventory (inventory waiting or moving between stations). ...

... These inventory categories can be simplified to in-station inventory and in-transit inventory (inventory waiting or moving between stations). According to Anupindi et al [2] the minimum amount of inventory necessary to maintain a resource's full throughput rate can be called theoretical inventory and expressed as: ...

Carl Betterton

Theory of Constraints (TOC) literature typically addresses three categories of inventory: (1) productive inventory, protective inventory, and excess inventory. TOC also recognizes three corresponding categories of resource capacity: productive capacity, protective capacity, and excess capacity. These inventory and capacity terms are intended to correspond with three levels of resource action: (1) production by the constraint, or production by non-constraint resources matching the constraint resource's needs, (2) subordinate production by non-constraint resources to protect the constraint from interruptions, and (3) no production. Defects are common in manufacturing but such yield loss is rarely addressed in TOC literature, and not at all in the inventory and capacity terms used. This article extends inventory and capacity terms to address yield loss, and in so doing, demonstrates the complementary relationship of inventory and capacity.

... This theoretical capacity bottleneck indicated that no patient survived at this point. The bottleneck evaluation refers to the capacity utilization analysis in order to measure the effectiveness of the resource performance to be utilized by the process as defined in (2) as cited in (Anupindi et al., 2006;Hamid et al., 2015, Prototyping and validating;Hamid et al., 2016): ...

... (Anupindi, Chopra, Deshmukh, Mieghen, & Zemel, 2006; Hamid et al., 2015, Prototyping and validating;Hamid et al., 2016):Flow-time efficiency = Theoretical flow time/Average flow time. ...

The development of the Malaysian radiological medical emergency response simulator emphasized human factors according to the stakeholder's tacit and explicit knowledge. These human factors criteria were usability tested and analysed according to the socio-technical components. These analyses and interpretations were corroborated by the statistical criteria which emphasized on business process-based requirements modelling and simulation system development tools. Recent findings suggested that there were no differences of risk perceptions among these multi-agency stakeholders in the respective emergency planning framework and simulator. However, the stakeholders had differences in knowledge and experiences in the radiological and nuclear emergency planning framework (RANEPF). This paper analyses the proposed conceptual framework for further enhancement of the current RANEPF simulator. This development was in concurrence with the proposed hypothesis of the process factors and response diagram. The majority (75%) of the stakeholders and experts, who had been interviewed, witnessed and accepted that the simulator would be effective to resolve various types of disaster and resource management issues. We suggest further investigation to establish the additional functionality of the simulator as a strategist, condensed, concise, comprehensive public disaster preparedness and intervention guidelines to be a useful and efficient computer simulation.

... Next, the flow-time efficiency is measured to indicate the amount of waiting time associated with the process. The relationship between these two measures is defined as in Equation (1) [18]: Flow-time efficiency= Theoretical flow time/ Average flow time ...

... The R value is rarely equal to the theoretical capacity because of internal inefficiencies that lead to resource unavailability and idleness as well as external constraints such as the low outflow rate (due to low demand rate) or low inflow rate (due to low supply rate). Capacity utilization is important to measure performance that indicated the degree to which resources are effectively utilized by the process as in Equation (3) [18]: Capacity utilization of resource pool p = Throughput/ theoretical capacity of resource pool ...

Organizational incapability in developing unrealistic, impractical, inadequate and ambiguous mechanisms of radiological and nuclear emergency preparedness and response plan (EPR) causing emergency plan disorder and severe disasters. These situations resulting from 65.6% of poor definition and unidentified roles and duties of the disaster coordinator. Those unexpected conditions brought huge aftermath to the first responders, operators, workers, patients and community at large. Hence, in this report, we discuss prototyping and validating of Malaysia radiation and nuclear emergency preparedness and response plan simulation model (EPRM). A prototyping technique was required to formalize the simulation model requirements. Prototyping as systems requirements validation was carried on to endorse the correctness of the model itself against the stakeholder's intensions in resolving those organizational incapability. We have made assumptions for the proposed emergency preparedness and response model (EPRM) through the simulation software. Those assumptions provided a twofold of expected mechanisms, planning and handling of the respective emergency plan as well as in bringing off the hazard involved. This model called RANEPF (Radiation and Nuclear Emergency Planning Framework) simulator demonstrated the training emergency response perquisites rather than the intervention principles alone. The demonstrations involved the determination of the casualties' absorbed dose range screening and the coordination of the capacity planning of the expected trauma triage. Through user-centred design and sociotechnical approach, RANEPF simulator was strategized and simplified, though certainly it is equally complex.

... Most closely related to our research context, studies of queuing networks focus on the effect of pooling queues of customers, servers, and tasks in service organizations (Mandelbaum and Reiman 1998). Much of this research has been conducted with call centers, and has shown that the benefits of flexible servers and pooled queues can outweigh potential drawbacks (Anupindi et al. 2005, Bassamboo et al. 2010, Gans et al. 2003, Jouini et al. 2008). Researchers have reached similar conclusions in other settings, such as mail delivery, finding that pooling can improve quality while concurrently reducing costs (Ata and Van Mieghem 2008). ...

We conduct an empirical investigation of the impact of queue management on patients' average wait time and length of stay (LOS). Using an emergency department's (ED) patient-level data from 2007 to 2010, we find that patients' average wait time and LOS are longer when physicians are assigned patients under a pooled queuing system with a fairness constraint compared to a dedicated queuing system with the same fairness constraint. Using a difference-in-differences approach, we find the dedicated queuing system is associated with a 17% decrease in average LOS and a 9% decrease in average wait time relative to the control group-a 39-minute reduction in LOS and a four-minute reduction in wait time for an average patient of medium severity in this ED. Interviews and observations of physicians suggest that the improved performance stems from the physicians' increased ownership over patients and resources that is afforded by a dedicated queuing system, which enables physicians to more actively manage the flow of patients into and out of ED beds. Our findings suggest that the benefits from improved flow management in a dedicated queuing system can be large enough to overcome the longer wait time predicted to arise from nonpooled queues. We conduct additional analyses to rule out alternate explanations for the reduced average wait time and LOS in the dedicated system, such as stinting and decreased quality of care. Our paper has implications for healthcare organizations and others seeking to reduce patient wait time and LOS without increasing costs.

... Volume flexibility enables to "increase or decrease production above and below the installed capacity" (Goyal and Netessine, 2011, p. 182). Functional flexibility enables delivering the desired output variety (Anupindi et al., 2012). This definition of process flexibility requires adopting a broad process understanding that, following Alter's (2013) work system model, includes the resources and people involved in process execution. ...

Process flexibility has evolved into a desired corporate capability as it promises to cope with demand uncertainty and variety. Particularly service processes have a high intrinsic need for flexibility. Many approaches have been proposed to determine the business value and an appropriate level of flexibility for service processes. Most of these approaches focus on a distinct flexibility type and on single projects for implementing flexible service processes. The question how to reasonably combine flexibility projects has not been addressed yet. Moreover, most approaches do not conduct a full-fledged economic analysis of process flexibility. We therefore propose a decision model that helps determine an optimal flexibility roadmap, i.e., a scheduled portfolio of flexibility projects with different effects on service processes. The decision model accounts for different request types (i.e., runners, repeaters, and strangers), different capacity types (i.e., internal, external, dedicated, and flexible), different flexibility types (i.e., volume and functional), and related project archetypes. The decision model was evaluated using feature comparison, prototype construction, and a demonstration example including an extensive scenario Analysis.

... From an operational perspective, process flexibility splits into functional and volume flexibility (Afflerbach et al. 2014). While volume flexibility enables increasing or decreasing the amount of the process output above or below the installed capacity (Goyal and Netessine 2011), functional flexibility enables delivering the output variety demanded by the organization's customers (Anupindi et al. 2012). Volume flexibility relates to the establishment of scalable resources for process execution, whereas functional flexibility deals with variety at the process design level. ...

Manuel Bolsinger
Patrick Afflerbach
Maximilian Roeglinger

Business process management (BPM) is an acknowledged source of corporate performance. A well-established element of the BPM toolbox by which organizations intend to tune the performance of their processes is business process standardization (BPS). So far, research on BPS has predominantly taken a descriptive perspective, analyzing how BPS affects different dimensions of process performance (e.g., cost, quality, time, flexibility). Only very few studies capitalize on the mature body of descriptive BPS knowledge to assist in determining an appropriate BPS level for an organization's processes. Moreover, these studies do not resolve the BPS trade-off, i.e., the partly conflicting effects of BPS on process performance. To address this research problem, we propose a decision model that provides guidance on how to determine an economically appropriate BPS level for a business process. We thereby adopt the design science research (DSR) paradigm and draw from the body of knowledge on BPS as well as value-based management. We evaluated the decision model by discussing its design specification against theory-backed design objectives. We also validated the model's applicability and usefulness in a real-world case where we applied the decision model and a prototypical implementation to the coverage switching processes of an insurance broker pool company. Finally, we challenged the decision model against accepted evaluation criteria from the DSR literature. Full-text: http://www.fim-rc.de/Paperbibliothek/Veroeffentlicht/468/wi-468.pdf

... This situation raises the need for proper management of hospital capacities. Capacity is the ability to do business at the maximum level sustainable (4). ...

... It is well established in the management and economic literature that inventories are crucial to a firm's viability in many industries. Traditional reasons for carrying inventories include efficiency gains associated with larger production under economies of scale, product availability in the face of delivery or production delays, protection against demand or supply uncertainty, hedging against price fluctuations, or cost reductions due to production smoothing under diseconomies of scale and fluctuating demand (e.g., Aguirregabiria 1999; Anupindi et al. 2012; Arvan and Moses 1982; Holdt et al. 1960; Nahmias 2008; Zipkin 2000). A parallel strand of the literature has documented that consumers exhibit incentives to store as well. ...

... Traditional reasons for inventories are driven by technological features, such as production smoothing over time in the presence of convex production costs and stockout avoidance when production takes time and cannot be immediately adjusted to demand shocks (e.g., Aguirregabiria 1999; Anupindi et al. 2012;Arrow et al. 1951;Arvan and Moses 1982;Holdt et al. 1960;Kahn 1987;Winter 2007, 2010;Nahmias 2008;Zipkin 2000). The empirical evidence indicates that inventories are procyclical and production is more variable than sales (e.g., Blanchard 1983;Blinder 1986;Ramey and West 1999;Wen 2005). ...

In a dynamic storable good market where demand changes over time, we investigate the producer's strategic incentives to hold inventories in response to the possibility of buyer stockpiling. The literature on storable goods has demonstrated that buyer stockpiling in anticipation of higher future prices harms the producer's profitability, particularly when the producer cannot commit to future prices. We show that the producer's inventories act as a strategic device to mitigate the loss from the lack of commitment. Our results provide a rationale for the producer's inventory behavior that sheds new light on the well-documented empirical evidence about inventories.

... Adopting a process view means that we visualize instances of work, called flow units (e.g., consulting engagements, patients, or orders), flowing through a network of activities and buffers. Buffers store flow units that have finished one activity but are waiting for the next activity to start (Anupindi et al., 2006). This primary work flow is typically accompanied by an information flow (to coordinate the activities) and a cash flow (to support and reward them). ...

Jan Albert Van Mieghem

Strategy and operations are inextricably connected: strategy is a plan to reach an objective and operations is the means of getting there. Operations management involves the planning and coordination of work. Strategically, this involves the long-term planning and structuring of work. Indeed, the task of operations strategy is to design the operating system, which is the joint configuration of resources and processes, such that its resulting competencies are aligned with the organization's desired competitive position. Tactically, the task of operations management is to utilize the operating system and provide the best match of supply with demand.

... Volume flexibility enables increasing and decreasing production above and below the installed capacity (Goyal and Netessine 2011). Functional flexibility enables delivering the desired output variety (Anupindi et al. 2012). Flexibility-by-design, as a particular strategy to implement functional flexibility, requires incorporating alternative execution paths in a process model at design time and selecting the most appropriate path at runtime (Schonenberg et al. as it requires adapting the structure and behavior of the involved processes to enable reallocating capacity and coping with anticipated environmental uncertainty in terms of risky demand. ...

Felix Krause

Das Ziel dieser Dissertationsschrift ist es, einen Beitrag zur ökonomisch sinnvollen Steigerung der Prozessflexibilität zu leisten. Hierzu wird zunächst diskutiert, welche Bedarfstreiber der Prozessflexibilität existieren, wie unterschiedliche Definitionen der Prozessflexibilität mithilfe dieser Bedarfstreiber strukturiert werden können und welche Maßnahmen zur Steigerung der Prozessflexibilität zur Verfügung stehen. Anschließend wurde die ökonomische Bewertung von verschiedenen Maßnahmen zur Prozessflexibilitätssteigerung detailliert betrachtet. Dabei wird insbesondere im Dienstleistungsbereich der Zusammenhang zwischen Investitionen in Flexibilität und der total service time, der Effekt von flexiblen Kapazitäten zwischen Prozessen auf die Volumenflexibilität sowie die Möglichkeit der Einbindung eines externen Dienstleisters in die unternehmenseigenen Prozesse untersucht. Darüber hinaus wird automatisiertes Prozess-Redesign als Maßnahme zur Steigerung der inhaltlichen Flexibilität analysiert. Dabei wird bei der Bewertung aller Maßnahmen die notwendigen Investitionen sowie die laufenden Ein- und Auszahlungen berücksichtigt, um Entscheidungen zur aus ökonomischer Sicht optimalen Investitionshöhe für Prozessflexibilität oder zur Festlegung des aus ökonomischer Sicht optimalen Prozessflexibilitätsgrades treffen zu können.

... The presented novel approach helps investigating factors driving SCM efficiency at the strategic level, so to systematically deal with the related complexities in supply chains. DMUs compete with each other to maximize their DEA efficiency score; thereby, the competitiveness efficient frontier is the minimal curve containing all current positions in an industry [107]. ...

Despite the growing popularity of supply chain management (SCM) both among managers and scholars, the efficiency of implementation of SCM has been barely assessed in an analytic way. The purpose of this study is to shift the attention of SCM scholars towards an in-depth investigation of SCM efficiency by reporting procedure and outcomes of one possible methodological approach. The current study investigates the relative efficiency of SCM implementation (in terms of ratio of various outputs to inputs) and subsequently identifies influencing factors. This procedure is illustrated by an empirical application based on a European sample of manufacturing plants as Decision Making Units (DMUs), following a two-step approach. (1) Data envelopment analysis (DEA) assesses the relative efficiencies of SCM implementation of DMUs. (2) Subsequently, factors fostering or impeding SCM efficiency are explored through a bootstrapped truncated regression model. Our analysis finds that factors influencing relative SCM efficiency refer to country affiliation, characteristics of manufacturing plants, characteristics of production, buyer's purchasing situation, and buyer-supplier relationship characteristics, confirming previous literature that highlight complex and contingent interrelation between investments into buyer-supplier relationships and performance. Going beyond previous research, our study reframes the strategic implementation of SCM from the distinct angle of the economic principle of efficiency. It provides a novel approach of assessing the efficiency of SCM implementation in an analytic way, thus guiding managers in their strategic decision-making regarding the input-output ratio of SCM. Simultaneously, our study adds to SCM theory by conceptualizing strategic SCM as an input-output system with varying transformation efficiencies.

... A lot of literature has accumulated on evaluation models. Most of these models finalize the supplier selection decision making process on the basis of a set of supplier performance criteria [9]. Some important researches in the field are summarized below. ...

Arvind Jayant

The purchasing function directly affects the competitive ability of an organization in the competitive business environment. Purchasing managers need to periodically evaluate supplier performance in order to retain those suppliers who meet their requirements. The importance of incorporating multiple attributes such as quality, on-time delivery, price and service, into vendor evaluation are well established in the literature. Supply chain management (SCM) has emerged as an increasingly important approach to improving the performance of manufacturing systems. SCM is an integrated approach to increase the effectiveness of the logistics chain by improving cooperation between the partners in the supply chain. The paper proposed a structured model for evaluating vendor selection using the analytical hierarchy process (AHP). The supplier selection problem consists of analyzing and measuring the performance of a set of suppliers in order to rank and select them for improving the competitiveness of the whole supply chain system. As many conflicting factors should be taken into account in the analysis, the problem can be tackled using multi-criteria models and methods. A live case study of an automotive industry for supplier evaluation and selection is also presented to demonstrate the functional application of the model. Keywords: Analytical hierarchy process (AHP), pair-wise comparison, supply chain management, vendor selection.

... A flow unit is an item being analyzed. Depending on the process, it can be a unit of input, a unit of output or a financial value of the input or output (Anupindi et al. 2004). In addition to a flow unit, an object could also be a more abstract concept that must not necessarily be seen, but is at all times present. ...

Process map is an abstract depiction of all company's processes and their relations. It provides an overview of how an organization operates without going into process details. It is often used as foundation for the detailed process modeling where BPMN (Business Process Model and Notation) is used for modeling the details of business processes. Regardless of BPMN's existence, most process maps from practice have been designed with software programs not initially developed for process modeling. Thus, the question we aim to answer is: Why is BPMN not appropriate for designing process maps? To address this, we semantically map process map concepts with BPMN concepts and use the principles of the representation theory introduced by Wand and Weber (1995) to find out whether BPMN is complete and clear in terms of the process map meta-model. By this means, we were able to provide valuable implications for both research and practice.

Jonas Manderscheid

The dissertation mainly focuses on organizational capabilities to facilitate process improvement and innovation, i.e., the most value-creating activities in the business process management lifecycle. The resulting process as well as project management methods and models include, but are not limited to, the identification and performance forecast of critical processes, the automated process redesign based on evolutionary algorithms, and the prioritization (selection and sequential order) of process improvement projects taking different perspectives. Thereby, prototypical implementations complement the scientific findings. Besides, this dissertation also contributes to the field of open innovation in providing insights in how to benefit as an organization from external knowledge. The findings obtained are just as relevant in science and practice, particularly while improving existing processes.

... In case of uncertain demand, to ensure that one can still provide some degree of protection against stock-outs, firms maintain safety stocks in addition to the EPQ or economic order quantities (EOQ) described above. Depending upon the level of service that one would like to provide to the end customers, taking into account the demand variability and production (or supply) lead times, the following formula is used to compute the safety stocks (Anupindi, Chopra, Deshmukh, Van Mieghem, & Zemel, 2006, pages:169e194). Safety Inventory; I s Zz)s LTD ; ð2Þ where z is the service level factor that determines the probability of meeting the demand for a given service level, s LTD represents the variability corresponding to demand as well as lead time uncertainty and is computed using the following equation. ...

In the current paper, using a sample data of 58 firms, consisting of automakers and auto component suppliers across a 14-year period, we study the factors contributing to efficient inventory management in the Indian automotive Industry. We use fixed effects regression models to document trends in inventory holdings over time and how this varies across inventory types and across tiers in the supply chain. Our results show that inventory holdings have declined differentially across tiers and across different types of inventories. We find tier-1 suppliers reduced all components of their inventories with the help of TQM and lean efforts.

... "The total time spent by a flow unit within process boundaries is called flow time" (Anupindi et. al, 2012). In an ideal PMF-Network LT is the elapsed process time between two next-following CPs. Every Interval resp. MFS has its own LT which is transferred to all MFOs passing through. Each of these sub-intervals is divided into strictly ordered next-following sub-sub-intervals whereby each represents a certain section in the supply chain and ...

Purpose: : The purpose is to design a new concept for control of the Supply-Chain for the era of industry 4.0 exploiting the huge amount of actual data of material flow objects which are available thru new identification technologies, localization and communication systems and to use appropriate tools for evaluation and analyzing actual data. Methodology: The approach uses the idea of a Digital-Twin Concept for logistics that bases of three pillars: 1) 'reality': actual status of material flow objects 2) 'repository': digital mapping of material flow objects 3) 'regulation' of material flow. The real and virtual material flow objects are permanently compared, deviations are evaluated and harmonized by using the principle of closed-loop-control. Originality: The concept is a very new approach to master material flow for final products and required components. For this a 'Big- Picture' of a Digital Control Twin (DCT) System is designed, which is a necessary complement to the engineering oriented Digital-Twin-Concept to run a smart factory. Findings: The paper shows how the idea of a Digital Twin Concept for engineered products can be transferred into the world of logistics and especially for supply chains. The Digital Control Twin controls, monitors and balances material flow objects according to quantity, location and time and can help to predict and solve problems in advance

... The model heavily relies on SME interaction and historical data to determine results. Reference [14] published their ongoing research model that maps the toplevel business processes with the digital assets utilizing [15] to make better decisions. Working on similar lines, researchers from MITRE corporation, introduce crown jewel analysis (CJA) [16], the model is further updated to as Cyber Mission Impact Business Process Modeling tool (CMIA) [17], where the key accomplishment is representing the cyber dependencies between assets. ...

Threats of cyber attacks are very real today and greatly impact everything including the public health sector, economics, electric grids, internet of things (IoT), and national security. The number of new evolving threats and reported vulnerabilities has severely increased in the last few years [1]. Perpetually refined cyber-attacks have set data, organizational assets, organizations, and individuals at considerable risk. Protecting sophisticated networks and interdependent systems, or reducing the impact of cyber-attacks has become a major challenge , where today's effective countermeasures can be completely ineffective tomorrow. The various risk assessment frameworks and methodologies are either high-level, missing risk metrics values, not suitable for all kinds of networks, or publicly not available. To address this issue, we present a quantitative risk assessment model, that helps to model the organizational security posture, evaluates the security controls in place, and provides an understanding of the associated risks. We further provide a detailed explanation of the formulations and evaluate the proposed model on an industrial scenario.

... Process is a series of related activities that are performed to achieve a specific goal (Anupindi et al., 2006). A process is a set of intraorganizational activity that fulfills a single goal and can generate certain output from a specific input (Shrivastava, 1983). ...

Purpose: Business Process Management is a systematic way to design, implement and manage business critical processes at different organizational levels to ensure business sustainability. In this paper, we conduct a business process re-engineering exercise for KBK Securities Co., a small size security company operating in Iranian stock and mercantile market. The company suffered from inefficiencies and poor and delayed decision-making due to poor visibility and complexity with business critical processes. Design: We employed a semi-quantitative approach using ELECTRE TRI decision-making method to identify the business critical processes. Through document analysis, we identified 103 financial and stock market processes to streamlining purposes. We use Multi-Attribute Utility Theory (MAUT) and ELECTRE TRI methods for first, arriving to a consensus for the imprecise information elicited from a group of departmental managers, and second making a decision-making to determine the 32 business critical processes out of 103, and third clustering these processes for business process re-engineering. We make significant contribution in theory by employing a multi criterion decision-making (MCDM) in the financial sector in the context of a developing economy like Iran. Originality: We provide a structured framework along with an off the shelf software tool for practitioners to implement this approach to rationalize the number of processes and subsequently to improve the business critical processes to enhance financial performance in the stock market. Findings: Our findings suggest that company can cut down approximately 68% waste by reducing its business critical processes and spend their available time and resources in growing the business.

... To this end, the measurable performance is necessary to imp rove any processes as described by [1], and an effective system with a greater insight into the company's deals with suppliers must be applied for the delivery performance measurement [40]. He thus suggested some stages must be followed when conducting the performance system such as: 1) the objective(s) must be identified 2) Determine the frequency and format for data reporting and who should take such responsibilities. ...

Ali Kamali

I. Abstract The On Time Delivery (OTD) is defined as ready to dispatch items from the warehouse to customers as per the agreed delivery. The delivery is one of the key elements that could enable companies to sustain their busine ss and attract customers' trust, which u ltimately plays the important role to gain profits. One of the measurement tool that is used to assess on-time delivery is KPI, wh ich are the key performance indicators measuring whether an order is ready to be shipped before or on the due date. According to many literatures, there are still some issues related to measuring the delivery performance if there is a triadic relationship with other stakeholders within the supply chain, and companies in Bahrain suffer fro m this issue as well accord ing to my experience in the field throughout the past 20 years. The underlying problem of the research, according to the author's point of view, emerges from lack of conceptual frameworks for dealing with development of theory on the supply chain. In this paper the author discusses strategies to improve the OTD process in order to gain competitive advantage against the competitors for companies in Bahrain since business is growing and a range of challenges are occurring, and hence such the issues could prevent them to continue to grow and thrive. The paper consists of an analysis the efficient methods that companies in Bahrain can follow to imp rov e OTD based on the latest literature and concepts that recently being merged and imp lemented by some international co mpanies to achieve their goals. This research uses qualitative methods to analyze the current state of the OTD process and what strategies can be used to improve the process, using both the primary and secondary source methods through interviews and reviewing the reliable studies conducted in this aspect. The findings from the analysis were used to suggest the best methods that companies can use to improve the OTD process for their business. his study explores the ideal methods of the on-time-delivery (OTD) process which is an important element to enhance the relationship with customers in the supply chain. During my twenty years in the logistics, I was able to identify the OTD process is one of the main issues that companies still have weaknesses in, and most of them have failed to measure how their business could achieve with their delivery performance and how it can be measured feasible. The OTD process as cited by Forslund by [14] is a process that consists four sub-processes: i) the customer ordering, ii) the supplier delivery, iii) logistics by the service provider (LSP) transportation, and iv) and the customer goods receipt sub-process, and that imp lies that the OTD process includes at least three different actors: a customer, a supplier and LSP t ransportation. The OTD process is a part of the supply chain and it has a significant role to enhance relationships with customers. Furthermore, the process determines the capability of business when a company is able to produce a certain amount of goods at a certain time, and the best indicator of such capability when the faster OTD process is implemented to respond to customer needs.

... Lead-time (LT), also called 'flow time', is the most important parameter for MRP and a crucial element in ERP-Systems at all. "The total time spent by a flow unit within process boundaries is called flow time" (Anupindi, et. al, 2012, p. 48). The LT is in an ideal PMF-schema simply the elapsed time between two or more successive CP's. Because of the ideality of PMF-Structure we can add the LT of all next-following intervals (s. fig. 9), so the completely LT of a flow-item is the sum of all passed intervals. ...

Wilmjakob Herlyn

Nowadays product variants are increasing, production and supplying networks are expanding: e.g. an automotive OEM operates up to hundred plants and gets materials from thousands of suppliers around the world. For such international concerns with their subsidiaries and plants and their supplier network an appropriate MRP-concept is required. The fun-dament of this MRP-concept is a well-defined production and material flow structure which bases on an ideal Boolean Interval Algebra. At certain entry-points different kinds of Bill-of-Materials are linked that contains the required material for the final products.

... refere-se à rede de atividades paralelas e sequenciais que deve ser realizada para a entrega do serviço; iii) Recursos Técnicos e Físicos: refere-se aos recursos da empresa presentes no seu arranjo físico que são necessários para a concretização do serviço; iv) Sistemas de Controle: refere-se aos elementos de controle, como softwares, estrutura organizacional, normas e regulamentos, que apoiam a operação produtiva; v) Funcionários; e vi) Clientes do serviço (EDVARDSSON, 1997 Aumentar a cooperação do cliente no processo de produção do serviço ou limitar a participação do cliente Influenciar o comportamento do cliente por meio de comunicações publicitárias e redução de preços nos períodos de baixa procura ou aumento nos preços nos períodos de pico, de forma a reduzir as filas ou melhorar o grau de utilização dos recursos produtivos Fonte: Adaptado de (ANUPINDI et al., 2006;BLUMBERG, 1994;DELAUNAY, 1999;FITZSIMMONS;FITZSIMMONS , 2005;GRÖNROOS, 2009;JOHNSTON;CLARK, 2008;LOVELOCK;WIRTZ, 2006;MARTIN JR.;HORNE;CHAN, 2001;OJASALO, 1999;SHAFTI;VAN DER MEER;WILLIAMS, 2007;SCHMENNER, 1999;TORRES JÚNIOR;MIYAKE, 2011;ZEITHAML;BITNER, 2011) ...

Noel Torres Júnior
Ana Lúcia Miranda Lopes

Through the method of Systematic Review of Literature (SRL), this study conducted an analysis of productivity in services. For this purpose, fourteen journals of Operations Management and Scielo database were consulted. The studies were analyzed with respect to six criteria for classification: i) type of study, ii) investigated business sector, iii) affiliation of authors, iv) prevailing methodological approach, v) themes, e vi) methods used in comparative analyzes of performance. It was found that the greatest amount of work used the modeling approach to assess the productivity, particularly by linear programming methodology - Data Analysis Envelopment (DEA). It was observed that the vast majority of authors are academic, there are few publications of researchers from companies or that have both types of researchers. The study identified four recurring themes in the articles. Then, some studies have focused on the establishment of productivity indicators and their analysis over time, comparing the performance of different firms or industries. Other studies have identified the characteristics and difficulties of measuring productivity in services in relation to manufacturing companies. Different studies have proposed indicators to measure productivity in services. Finally, in light of the main textbooks on operation's management and service literature, this study identified key strategies and methods for improving productivity in services. It was found that the theme productivity in services is a promising research topic.

... The process architecture or process structure can be characterized in terms of five main components or elements (see, for example, Anupindi et al. 2012): the inputs and outputs, the flow units, the network of activities and buffers, the resources, and the information Introduction to Business Process Design structure, some of which we have touched on briefly already. To a large extent, process design and analysis has to do with understanding the restrictions and opportunities these elements offer in a particular situation. ...

... These strategies lead to a reduction of procurement or production costs in the case of outsourcing and oshoring. By centralizing production facilities economies of scale can be exploited; in the case of centralization of warehousing facilities inventory costs can be reduced due to risk pooling eects (see, e.g., Anupindi et al., 2006, Chopra andMeindl, 2010). But as a negative sideeect supply chains become longer and/or more complex (Tang, 2006). ...

Janis Grabis

Customer flow management (CFM) systems integrated hardware, sensing, software and data analysis technologies to delivery customer service processes. While the traditional CFM systems focus of managing customer queues independently of the service provided, this paper investigates business processes where flow management is an integral part of the business processes delivered. A method for design of the CFM systems is elaborated. The method focuses on identification and evaluation of business process delivery variants providing the best customer flow management performance. The evaluation is performed using static analysis and simulation, and run-time adjustment algorithms are used to alter process delivery according to the current execution context. The design method is applied in a case study exploring development of interactive museum expositions.

Amy Hamijah Ab Hamid

Responses to disastrous radiation and nuclear meltdown incidents require a large and complex emergency health and social care capacity planning framework. Incompleteness, inconsistency, and infeasibility of the provided requirements of the proposed planning framework might create unnecessary conflicts during the system development. In this paper, we propose the requirements engineering of an emergency preparedness and response simulation model for the Malaysian radiation and nuclear emergency plan simulator. This simulator development refers to an empirical interpretive approach following the pragmatism view. This approach involves the construction of the dedicated simulator by interpreting insights and document analysis relevant to the stakeholders in the respective emergency plan in order to plan and manage responses to emergencies and disasters. Dedicated process models (overall process map and workflow diagram) explain that, those organisations unable to define and identify the disaster coordinator roles and responsibilities, resources and equipment may contribute 65.63 % of emergency plan disorder and severe calamities. Those models are able to materialise the structure of a simulation workflow in order to demonstrate in training the emergency response prerequisites rather than intervention principles alone. It is likely that, this approach is significantly useful and justifies a mixture of tacit and explicit knowledge among the emergency plan experts. Therefore, a strategic, simplified and prevailing radiation and nuclear emergency plan simulator can be attained, though it is certainly as complex.

The clothing sector is currently characterised by frequent assortment rotation in stores, a quick response product development and a focus on minimising end-of-campaign stock levels. This paper is based on a case study carried out at a value brand retailer, with a purpose to show how the company increased competitiveness in a market requiring more responsiveness. The case presented shows that the establishment of an adequate supply strategy for differentiated product segments, the introduction of mini-collections, the redesign of business processes (especially the new product development and the order fulfilment processes) and the redesign of the supply chain, lead to a sales increase and purchasing savings. Moreover, the study treats how a value brand retailer, facing different supply chain challenges compared with the leading brands, balance global and local production, lean and agile manufacturing and how it is possible to abandon the traditional two-campaign paradigm in favour of more rapid replenishment.

Die Bedeutung von Flexibilität im Allgemeinen wie auch von Prozessflexibilität im Speziellen nimmt kontinuierlich zu, da sie versprechen, mit steigender Nachfragevielfalt und -unsicherheit umgehen zu können. In den letzten Jahren haben die Prozessmanagement- sowie die Produktions- und Operations- Management-Community zahlreiche Ansätze vorgeschlagen, um den Wertbeitrag von Prozessflexibilität zu untersuchen und herauszufinden, wie sich ein angemessener Prozessflexibilitätsgrad bestimmen lässt. Die meisten dieser Ansätze sind jedoch recht restriktiv, was ihren Anwendungsbereich anbelangt, und vernachlässigen Eigenschaften der untersuchten Prozesse und deren Outputs, die über Nachfrage und Kapazität hinausgehen. Zudem wird Prozessflexibilität nur selten einer umfassenden betriebswirtschaftlichen Analyse unterzogen. Die Autoren schlagen daher ein Optimierungsmodell vor, mit dessen Hilfe sich ein angemessener Prozessflexibilitätsgrad im Einklang mit den Prinzipien der wertorientierten Unternehmensführung ermitteln lässt. Das Modell berücksichtigt Nachfrageunsicherheit, Nachfragevielfalt, Kritikalität und Ähnlichkeit als Prozesseigenschaften. Sie berichten zudem über Erkenntnisse, die sie bei der Anwendung des Optimierungsmodells auf die Umdeckungsprozesse eines Versicherungsmaklerpools gewonnen haben.

Background: Healthcare processes in hospitals, likewise processes in companies or governmental organizations, may accumulate problems and obstacles over time, which consequently cause the processes to become ineffective. BPM (Business Process Management) is an approach to process modeling, improvement and automating, which has been used with great success for process improvement. Methods: This work was to examine the possibility of improving healthcare process by using BPM. To implement BPM ideas, a revised TAD (Tabular Application Development) methodology was developed, representing an important contribution to BPM. The first three phases of the TAD methodology were introduced in a step-bystep approach. The first phase deals with process identification, the second develops the "as-is" model, and the third phase discusses process improvement by developing a "to-be" model. Results: We found that (a) the Surgery process is efficient and well organized; (b) patient stay in the Department could be shortened; however for humane and social reasons the leadership prefers to leave the residence time as it is; (c) the process is associated with some time-consuming activities that are performed by other departments and represent the bottleneck of the process. Conclusions: (a) BPM proved to be a suitable approach to implementing healthcare process improvement; (b) the revised TAD methodology was found to be consistent and efficient in performing BPM approach; (c) the Surgery process was found to be effective and no changes or improvements are needed; (d) concerning time-consuming activities, the leadership decided to discuss this problem with the management of the departments where the activities are carried out.

Within operations management courses, most instructors choose to devote classroom time to teaching the topic of lean management. However, because the amount of time available for instructors to devote to this topic varies considerably, there is a great deal of latitude on which specific lean tools and techniques should be discussed. The authors reflect on this issue by considering the most important practices of lean from the perspective of three stakeholders: academic research, textbook authors, and industry professionals. Based on the comparison, the authors develop a list of recommendations to help instructors who are teaching lean at the undergraduate level.

Muhammad Mahboob Ali

How to cite this paper: Ali, M. M. (2021). Digital opportunities in the healthcare enterprises during COVID-19: An empirical analysis of the developing country. Corporate Governance and Organizational Behavior Review, 5(2), 44-55. The health sector in Bangladesh is yet to develop and provide universal healthcare services. The aim of this study is to investigate whether the applicability of digitization especially medical robots and blockchain technology can help to improve healthcare enterprises in Bangladesh during the ongoing COVID-19 pandemic. The findings indicate that Bangladesh healthcare enterprises are in a vulnerable situation because of unethical work practices of health workers, the need for medical robots, artificial intelligence, and blockchain technology to improve healthcare management. The study suggests that large investment, pro-patient care, corruption-free and ethical services in the healthcare management and service delivery is required, through joint collaboration with the public and the private sectors and also collaborative effort from the foreign sectors to implement the fourth industrial revolution in healthcare enterprises of the country.

We model a single-supplier, 73-store supply chain as a dynamic discrete choice problem. We estimate the model with transaction-level data, spanning 3,251 products and 1,370 days. We find two interrelated phenomena: the bullwhip effect and ration gaming. To establish the bullwhip effect, we show that shipments from suppliers are more variable than sales to customers. To establish ration gaming, we show that upstream scarcity triggers inventory runs, with stores simultaneously scrambling to amass private stocks in anticipation of impending shortages. These inventory runs increase our bullwhip measures by between 6% and 19%, which corroborates Lee et al.'s (1997) hypothesis that ration gaming causes the bullwhip effect.

Jon Atle Gulla

In enterprise systems projects, modeling is used both to configure the application and work out more efficient work processes. Due to the complexity and volatility of the domain, these projects tend to be very expensive and can easily fail and threaten the whole existence of the enterprise. This paper emphasizes the use of models in these projects and exposes some of the challenges they need to deal with. We present some recent work that may help us apply conceptual modeling more successfully when developing new business processes and configuring new systems. In particular we discuss how models may be expanded with performance-related information that is needed to assess the quality of the business processes supported by the computerized enterprise system.

Yuan Jiang
Xu Guan
Yao Tang
Simiao Chen

This paper investigates the signaling role of stocking for new experience products in a two‐period setting. The seller privately observes the product quality information, which cannot be resolved until the second selling period. We show that the stocking plays a pivotal role in signaling the quality information, and the equilibrium strategy depends highly on ordering cost and the consumer prior belief about the seller type. If the seller is unable to dynamically decide the retail prices, separating equilibrium arises more frequently and such a fixed pricing may result in a win‐win situation for both seller and consumers.

Muhammad Mahboob Ali

Digitization has transformed societies and economies throughout the world. This exploratory and explanatory research has been performed in the context of digitization of Bangladesh economy. The research question is whether the transformation of Bangladesh towards the digital economy can act effectively and efficiently for the benefits of the society and the economy. Quantitative and qualitative analysis was conducted. Sixteen hypotheses were tested based on the Chi-square test. The time period of the study was from April 1, 2019, to December 31, 2019. The Chi-square test findings were significant for the following null hypotheses: Internet of Thinking will not bring benefits of the human beings; robots are not needed for industries; big data cannot be used for the business intelligence; artificial intelligence (AI) is not effective; bitcoin transactions should not be allowed; the banking sector is not relatively digitalized; chatbots do not need to be used in banks; drones cannot be used for commercial purpose; robots cannot be used for education purpose; farmers must not learn to yield wirelessly. Another six null hypotheses were rejected. Fear of losing employment was the key obstruction to execute the 4th Industrial Revolution (4IR) in the country as revealed from the study. Proper information and communication technology (ICT) based education, preparation and knowledge were required. Good governance and regulation should be established with the help of digitization in Bangladesh. The study is suggested to answer the research question, if the benefit from transforming the society to the digital economy may outweigh negative impacts and turn threats into opportunities, reduce demand for labor and disguised unemployment and narrow down the scope of creating new employment opportunities in the country. The potential unlocking system in the global market is feasible through ensuring digitization of Bangladesh society.

Patrick Afflerbach

Digitalization has significantly increased the competitive pressure on organizations. Companies must be able to continuously react on technological innovations as well as to recognize new opportunities of efficiency and competitive advantages. Thus, the ultimate success of surviving the disruptive power of digitalization requires series of correct decisions on IS and fast reactivity towards changes (Meyer et al. 2014; Edwards 1962). A prerequisite of correct IS decision-making is the critical evaluation of both, opportunities and threats with respect to the business value created (Mata et al. 1995, p. 487). For fulfilling this prerequisite, decision-makers have to deal with an enormous decision complexity (Henfridsson and Bygstad 2013). The main objective of this doctoral thesis is to help practical decision-makers to identify situations to provide a suitable tool-kit for assisting in these complex decision situations of IS.

Enterprise applications are used to execute business processes. Users usually have some degree of freedom to select a process execution variant most suited for her/his needs. This chapter develops a simulation model for representing adaptive enterprise applications, where adaptation is aimed at discovering the most efficient ways for business process execution. The simulation model uses process execution productivity as the adaptation criterion. The results obtained show that adaptation allows users to identify the most productive ways for process execution and that the most appropriate process execution configuration depends upon process characteristics. The simulation model is to be used to evaluate alternative solutions for improving productivity of enterprise applications.

Yeming Gong

Chapter 6 introduces concepts of global business process, business process design, business process reengineering, and business process management, to present a process-based view of global operation strategy and to introduce the primary processes of global operation strategy. First, we discuss global supply chain strategy, including its concepts, global sourcing strategy, global internal supply chain strategy, global distribution strategy, global supply chain coordination, global supply chain strategic alliances, and global sustainable supply chain strategy. Second, we introduce concepts of global revenue management strategy, present its globally evolving process, and discuss strategies for global revenue management. Third, we discuss global technology strategy, including its concepts, global product development strategy, R&D internationalization modes, global R&D coordination and communication, global R&D sourcing strategy, and technology strategies for global sustainable operations. Finally, we discuss global risk management strategy, including its concepts, basic operational strategies, basic approaches and the operational risk management framework. In this chapter, we use case examples including Etam Distribution Center, Global Supply Chain of H&M, SkyTeam Alliance, Microsoft Research Worldwide, Mattel's Global Risks and Supply Chains, and a case Tiffany to illustrate process-based fundamentals.

Process improvement and innovation is a key phase within process management that in recent years has become an essential way of ensuring changes in an organization's structure and functioning in order to create a better, more competitive and successful enterprise.

As was mentioned in Chap. 1, a process is the transformation of inputs into outputs. Anupindi et al. (2006) in their book "Management Business Process Flows, Principles of Operations Management" state that a process view considers any organization, or any part of an organization, to be a process that transforms inputs into outputs. The authors also define five elements that characterize this transformation; these are inputs and outputs, flow units, network of activities and buffers, resources, and information structure, see Fig. 5.1. In the following, definitions of these elements are introduced:

Markus Schäfermeyer
Christoph Rosenkranz
Roland Holten

Unternehmen sind mit einer steigenden Komplexität ihrer Geschäftsprozesse konfrontiert und sehen sich Problemen bei deren Standardisierung ausgesetzt. Die Erhöhung des Standardisierungsaufwands scheint dabei eine mögliche Strategie zu sein, um den Erfolg von Standardisierungsprojekten zu verbessern. Dieser Beitrag analysiert das Zusammenspiel von Standardisierungsaufwand, Geschäftsprozesskomplexität und Geschäftsprozessstandardisierung. Es werden die Hypothesen überprüft, dass steigende Geschäftsprozesskomplexität mit steigendem Standardisierungsaufwand sowie sinkender Geschäftsprozessstandardisierung verbunden ist und dass steigender Standardisierungsaufwand mit steigender Geschäftsprozessstandardisierung in Beziehung steht. Hierfür wird ein konzeptionelles Modell entwickelt und validiert. Das Modell trägt dazu bei, die Auswirkungen der Komplexität von Geschäftsprozessen auf deren Standardisierung sowie den Standardisierungsaufwand zu verstehen und zu analysieren. Zur Überprüfung der Hypothesen des Modells werden die Ergebnisse einer Umfrage unter 255 Experten aus dem Bereich Geschäftsprozessmanagement verwendet. Die Ergebnisse zeigen, dass die Komplexität eines Geschäftsprozesses einen starken positiven Einfluss auf dessen Standardisierungsaufwand hat und gleichzeitig die Standardisierung des Prozesses einschränkt. Darüber hinaus wird deutlich, dass zunehmender Standardisierungsaufwand kein Mittel ist, um die Standardisierung komplexer Geschäftsprozesses zu erreichen.

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Source: https://www.researchgate.net/publication/246755549_Managing_Business_Process_Flows_Principles_of_Operations_Management

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