Business Process Management Journal

Dag Näslund

2008 Business Process Management Journal

doi: 10.1108/14637150810876634

Purpose – The purpose of this paper is to explore if six sigma and lean are new methods, or if they are repackaged versions of previously popular methods – total quality management (TQM) and just‐in‐time (JIT). Design/methodology/approach – The study is based on a critical comparison of lean with JIT and six sigma with TQM, a study of the measure of the publication frequency – the number of academic articles published every year of the previous 30 years – for each topic, and a review of critical success factors (CSF) for change efforts. Findings – The more recent concepts of lean and six sigma have mainly replaced – but not necessarily added to – the concepts of JIT and TQM. lean and six sigma are essentially repackaged versions of the former, and the methods seem to follow the fad (product) life cycle. The literature offers fairly similar and rather general CSF for these methods, e.g. top management support and the importance of communication and information. What seems to be missing, however, is the need for a systemic approach to organizational change and improvement. Practical implications – A prediction is, given the fad or product life cycle phenomenon, that there will be a new method promoted soon, something perhaps already experienced with the borderline preposterous concept of lean six sigma. On the other hand, based on the gap in time between both JIT and lean, and TQM and six sigma – a gap filled by BRP/reengineering – the next method will be process oriented. This paper concludes with the discussion of the need for a process‐based approach to organizational improvement efforts. Originality/value – This paper is of value in that it analyzes what lessons can be learnt from organizational change and improvement efforts. The analysis includes a comparison of CSF for any change project before discussing the need for a process (systems) perspective for successful organizational improvement efforts.

Sondoss El Sawah; Assem Abd El Fattah Tharwat; Mohamed Hassan Rasmy

2008 Business Process Management Journal

doi: 10.1108/14637150810876643

Purpose – The purpose of this paper is to develop a quantitative model which helps enterprise resource planning (ERP) implementers in Egypt to predict their implementation success as a function of achieved critical success factors and the organizational culture. Design/methodology/approach – A conceptual framework is formulated and operationalized based on existing literature and a series of interviews with key persons involved in ERP implementation in Egypt. A cross‐sectional survey involving 45 ERP implementers is conducted to collect data used to fit the developed model. Findings – Half the surveyed ERP implementations are considered failures according to the research success metrics. While the critical success factors positively contribute to the success of an ERP implementation, the Egyptian organizational culture hinders its progress. The concept of integration provided by ERP systems is considered relatively new to the Egyptian organizations. Research limitations/implications – The surveyed sample size is considered relatively small, which partially restricts the generalization of results to the whole population of ERP Egyptian adopters. Future research will involve combining detailed case studies and a larger survey. Practical implications – ERP adopters should periodically evaluate their implementation process using risk analysis tools for ensuring optimum benefits and avoiding any problems that may occur. Furthermore, the Egyptian organizational culture should be carefully considered while implementing an off‐shelf ERP system. Originality/value – This paper research adds to the growing body of knowledge on ERP implementations, a study of ERP implementation in the Egyptian settings. For practitioners, it provides ERP adopters with a self‐evaluation tool that helps them to monitor and predict the likelihood of project success.

E.O. de Brock; A. Boonstra

2008 Business Process Management Journal

doi: 10.1108/14637150810876652

Purpose – The purpose of this paper is to offer systematic support for the creation of business re‐engineering ideas to exploit new communication channels (such as internet, mobile phone, SMS, and RFID). This approach is designed to enable users to develop new ways of doing business. Design/methodology/approach – Relevant parameters as well as their possible values are identified. These parameters are used to generate a questionnaire containing all possible option descriptions. This (ordered) questionnaire offers systematic support for the creation of business re‐engineering ideas that exploit new communication channels. The methodology is completed by an approach that supports the assessment and selection of new business ideas. A tool that supports this approach has been designed, built, and tested. Findings – The relevant parameters are found to be communication channel, communication mode (informational, interactional, or transactional), stakeholders group, stakeholders status (current or new), product/service group, and product/service status (current or new). Within this approach it is effective to use a workshop leader who organizes and facilitates group discussions. Research limitations/implications – Further research should be directed to the optimal way to use the tool (e.g. by the company itself or by a dedicated consultant). Practical implications – The tool turned out to trigger fruitful group discussions within the company about new business re‐engineering ideas by deliberately utilizing new (or forthcoming) communication channels. Originality/value – The main value of the paper is the systematic (tool) support for the very early stage of the creation of new business ideas.

Lee E. Allen

2008 Business Process Management Journal

doi: 10.1108/14637150810876661

Purpose – The purpose of this paper is to identify and examine the concerns of administrative and clerical employees towards a web‐based business system and associated training which were not identified either before or during an enterprise resource planning (ERP) implementation. Post‐implementation analyses revealed that while an implementation can be deemed a success immediately following go‐live dates, long‐term planning is essential to maintain change management continuity for administrators and employees. Design/methodology/approach – The stages of concern component of the concerns‐based adoption model offered a method of analysis of the Dallas, Texas, Independent School District's employees to identify the perceptions and levels of acceptance of the users in regards to the implementation of an ERP system in a public school district. Findings – The findings for the research questions assisted in interpreting and categorizing the responses to the open‐ended portion of the stages of concern questionnaire; and providing recommended guidelines for future ERP implementations in similar environments. Practical implications – The paper shows how leaders in an organization must understand the employees' perceptions of the changes taking place in an ERP implementation and post‐implementation. Based on the findings, a summary, conclusion, and recommendations for further research are provided to assist K‐12 districts in planning for ERP implementations. Originality/value – The significance of this study encompasses the impact of the integration of new technology with various associated people, processes, and systems. Understanding the impact of such potentially significant change by measuring a user community's overall perception and level of acceptance is a key component in providing guidance for future implementations in similar organizational and institutional environments.

Ilyas R. Mohammed; Ravi Shankar; D.K. Banwet

2008 Business Process Management Journal

doi: 10.1108/14637150810876670

Purpose – The purpose of this paper is to study the characteristics of flexible, agile and lean supply chains and establish, by factor analysis, that outsourcing can be a key intervention achieving the triple objective of flexibility, agility and leanness. Design/methodology/approach – The paper is a blend of theoretical framework and practical application and employs structural analysis to draw an interventional roadmap to facilitate value chain outsourcing. Findings – The paper finds that by outsourcing activities processes, organizations can deliver better value to the customer. Originality/value – The paper is of value in identifying the variables for effective value chain outsourcing.

Veli Denizhan Kalkan

2008 Business Process Management Journal

doi: 10.1108/14637150810876689

Purpose – The purpose of this paper is to offer an overall view of knowledge management challenges for global business via discussing the challenges and proposing theoretical and managerial implications. Design/methodology/approach – Based on a comprehensive literature review, the paper identifies six main knowledge management challenges faced by global business today. Then, the challenges are discussed in relation to managerial practice. Findings – The paper argues that developing a working definition of knowledge, dealing with tacit knowledge and utilization of information technology, adaptation to cultural complexity, attention to human resources, developing new organizational structures, and coping with increased competition are the main knowledge management challenges faced by global business today. Practical implications – Suggested implications include a more significant managerial emphasis on considering and dealing with the knowledge management challenges in a holistic manner, taking into account all internal and external factors influencing the knowledge‐management process. Originality/value – The paper evaluates the critical findings of the literature within the historical progress of knowledge management, clarifies the main knowledge management challenges faced by global business organizations today, and offers a basic framework for further studies.

Togar M. Simatupang; Ramaswami Sridharan

2008 Business Process Management Journal

doi: 10.1108/14637150810876698

Purpose – The purpose of this paper is to clarify the architecture of supply chain collaboration and to propose a design for supply chain collaboration (DfC), which enables participating members to create and develop key elements of the proposed architecture. Design/methodology/approach – The paper offers a concept for designing the five elements of the architecture of supply chain collaboration, namely collaborative performance system, decision synchronisation, information sharing, incentive alignment, and innovative supply chain processes. A case study was carried out to illustrate the applicability of the framework. Findings – DfC was confirmed using a case to evaluate a supply chain system in which the chain members concurrently designed the architecture of supply chain collaboration. The findings show that design for collaboration facilitates the chain members to have a broader view to develop and ensure an effective collaboration. Research limitations/implications – Secondary data were collected to describe the collaborative practice in the company. Future research is required to elicit primary data using interview or focus group representing key players of collaboration for the purpose of model enhancement and action research. Practical implications – The concept of DfC can be used by the chain members in the discussion forum to (re)design appropriate settings of the five elements of the architecture that lead to better overall performance. Originality/value – Previous research has indicated the emerging school of design for collaboration. However, current researchers pay little attention to integrating and revealing the interactions of key design elements that drive the effectiveness of the chain members to realise better performance. The paper, for the first time, offers a novel framework for understanding DfC.

Omar Romero‐Hernández; Miguel de Lascurain Morhan; David Muñoz Negrón; Sergio Romero Hernández; David G. Muñoz Medina; Arturo A. Palacios Brun; Manuel A. Oneto Suberbie; Jose E. Detta Silveira

2008 Business Process Management Journal

doi: 10.1108/14637150810876706

Purpose – The purpose of this paper is to illustrate a business process modelling approach based on: the incorporation of the best practices in the industry; higher reliability standards for operation; real‐time settlement; improved security; and transparency in the process and information handling. Design/methodology/approach – This novel process modelling considers three major phases. First, devising a new operating model covering the following main aspects: core services, secondary services, support services, common processes for all services and, system interaction with the national and international financial markets. Second, modelling of the redesigned business processes. Third, construction of a new system. Findings – Significant improvements in the five attributes mentioned above were achieved by incorporating a straight‐through continuous processing model with a single entry and exit channel, a new account structure, an intelligent pre‐settlement process, and by stressing transparency in every process (system log). Research limitations/implications – The illustrated methodology represents close to 10,000 work‐hours of research and consultancy at the Mexican central securities depository –CSD (INDEVAL). Although, arithmetic results are case specific, insight knowledge can be easily adapted on other CSD worldwide. Practical implications – International standards as well as the best international practices were incorporated in the new system. Hence, the operation of INDEVAL will be in the leading edge of financial systems. Originality/value – The present contribution illustrates a comprehensive re‐design of a complex business environment. One of the most innovative proposals for this new model was the new pre‐settlement module which optimizes the settlement process. Moreover, the incorporation of a straight‐through continuous processing model for a securities depository provides a transparent and efficient operation for a CSD.

James R. Maxwell

2008 Business Process Management Journal

doi: 10.1108/14637150810876715

Purpose – The purpose of this paper is to look at job design, motivation and teamwork. As the market gets more competitive, companies must change their plan of attack on almost a daily basis. They need to answer the question: what is the best way to do business? As employers look at job design they will find that it is not the only factor that indicates how productive employees are in the workplace. Motivation also determines how much energy employees will expend, as well as what tasks will be accomplished, and in what amount of time it will be completed. Design/methodology/approach – Increasing productivity among employees is the key to a successful work group and firm. This paper will look at job design, motivation in the workplace and teamwork as they continue to be the major factors that determine the amount of work an individual does within a firm. Job design includes three main categories: job enlargement, job rotation, and job enrichment. The job characteristics model, a more recent approach to job design, includes five core job characteristics that include skill variety, task identity, task significance, autonomy, and job feedback. Findings – The paper presents plenty of evidence that organizations are increasingly relying on teams to handle work once taken on by one person. Self‐managed teams are given the authority to make decisions that were once reserved for managers. Cross‐functional teams are used to improve coordination among different departments involved in carrying out a joint project. Many organizations are implementing these teams successfully into their structure. The result is that they are finding them to be more productive and prosperous than the work of single individuals. Practical implications – Work teams such as self‐directed teams and cross‐functional teams are becoming increasingly popular among firms in today's work environment. Teams can work together in a dynamic business world to gain an edge over the competition. Originality/value – Overall, job design, motivation, and teamwork tie together and create a work environment that can either help or hurt an organization. If a proper plan is implemented, then the firm should be more productively successful.