Wyniki wyszukiwania - BazTech

1

Initiatives to implement business process management solutions in organizations

Bitkowska Agnieszka, Dziembek Damian, Gzik Tomasz

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

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2025

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z. 217

7--14

EN

Purpose: The aim of the article is to identify key initiatives in the implementation of business process management solutions in modern organizations. Design/methodology/approach: A review of the relevant literature and studies on business business process management and artificial intelligence. Findings: Classical concepts of the process-oriented approach to management, rooted in the Industrial Revolution, are evolving towards the concept of intelligent business process management based on information technology and artificial intelligence. Practical implications: The presented research results and practical guidelines can be a reference point for both companies already using the process approach and those that are just planning to implement it. Implementing a process-based approach allows not only for better use of resources, but also for increased innovation and the organization's ability to respond effectively to new challenges. Originality/value: The research indicates that both in the strategic and operational perspective of business business process management, artificial intelligence will be increasingly present. The challenge will not be its implementation, but the way it will be used. The way in which organizations integrate AI mechanisms into the management and implementation of business processes will determine their competitive advantage. Therefore, an interesting research direction seems to be to determine in which elements of BPM artificial intelligence is likely to provide the most benefits to companies of specific sizes, models and scopes of operation.

2

The modelling of cargo transshipment operations using the business process modelling tools

Popa Catalin, Goia Ionela

Zeszyty Naukowe. Transport / Politechnika Śląska

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2024

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z. 124

157--169

EN

This paperwork explores the transshipment operations at the Port of Constanta, Romania, focusing on the unloading of big bags from barges. Utilizing Business Process Management (BPM) software, the study models the transshipment process to identify optimization opportunities. The investigation reveals challenges such as coordination complexities and potential cargo damage, alongside the benefits of cost-efficiency and flexibility offered by transshipment services. Through literature review and analysis, the study emphasizes the importance of efficient business processes and the role of BPM software in enhancing operational efficiency. By employing Aura Portal Modeller for simulation, the study identifies bottlenecks and proposes optimization strategies for the transshipment process. The proposed measures include real-time cargo assessment, inventory tracking systems, equipment analysis, and storage layout optimization. This research contributes to the understanding of transshipment operations and highlights the effectiveness of BPM software in process visualization and analysis, offering insights for enhancing efficiency and mitigating delays in supply chain management.

3

Technological and Managerial Aspects in the Context of Business Process Management and Optimization

Rudolf Łukasz, Roszak Marek

Decision Making in Manufacturing and Services

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2024

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Special Issue: Business Process Management

27--38

EN

This article presents an original business-process-management (BPM) approach that integrates modern information technologies with managerial methods to enhance operational agility and organizational adaptability in a dynamic environment. The findings indicated that a harmonious integration of diverse information technologies with managerial methods significantly improved the execution of processes and enhanced organizational efficiency in achieving strategic objectives. A two-stage analysis was conducted, including a detailed review of key tools and strategies that supported essential business processes such as production, distribution, customer service, and order processing. Subsequently, the interdependencies among these processes were assessed, thus analyzing their impacts on operational flexibility and fluidity. The results suggested that an integrated approach that combines modern information technologies with managerial methods leads to significant improvements in performance, shorter lead times, optimized resource utilization, and faster responses to changing market demands. This study provides practical insights for those organizations that seek to maximize the benefits of digitalization and implement proven managerial methods to improve operational outcomes and achieve sustainable competitive advantages amid increasing competition and dynamic market changes.

4

Leveraging Business Process Management for Sustainable Transformation: Case Study of MECK Decarbonization Strategy

Szelągowski Marek, Berniak-Woźny Justyna, Zawalich Beata, Radziszewski Bartosz

Decision Making in Manufacturing and Services

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2024

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Special Issue: Business Process Management

107--116

EN

The heating sector is a critical focus for climate change mitigation, as it accounts for 40–50% of global energy consumption and remains a major source of greenhouse gas (GHG) emissions. Miejska Energetyka Cieplna sp. z o.o. (MECK), a municipal heating company in Poland, faces an urgent need to undergo green transformation in order to comply with the Corporate Sustainability Reporting Directive (CSRD) and European Sustainability Reporting Standards (ESRS). This study aims to demonstrate how business process management (BPM) can be effectively applied to support MECK’s transition toward sustainable practices, ensuring its compliance with CSRD and ESRS requirements while fostering long-term profitability and competitiveness. Through the application of BPM, MECK has successfully embedded sustainability into its operations; key achievements have included developing actionable insights for process improvements, decarbonizing operations, reducing waste, creating new sustainable products, and adhering to CSRD and ESRS reporting standards. These efforts have enhanced MECK’s ability to secure long-term profitability while significantly improving its environmental sustainability. This case study highlights the pivotal role of BPM in enabling heating companies to meet regulatory requirements and advance their sustainability agendas. MECK’s experience underscores the importance of data quality, transparency, process optimization, and continuous improvement as foundational elements for achieving sustainability goals.

5

Improving Business Processes at mBank – Case Study on “Return Disposition Management” Process

Toporowska Magdalena, Mańkowski Piotr, Jadczyszyn Agnieszka, Pustelnik Dorota, Szelągowski Marek

Decision Making in Manufacturing and Services

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2024

|

Special Issue: Business Process Management

71--81

EN

The main objective of this article is to present a method for improving the business processes of a bank through an illustrative case study. The presented method enables financial institutions that operate in heavily regulated markets to combine a holistic view of business-process management (BPM) with a multi-faceted analysis of the effectiveness and risks of their implemented business processes, as well as to implement selected improvements that follow the banks’ project management standards. This method combines elements of BPM and project management, which allow for a continuous analysis of the implementations of changing financial regulatory requirements and emerging opportunities (including technological ones) while prioritizing any implemented changes considering the regulator’s imposed obligations, risk mitigation, efficiency of changes, and employee development.

6

Digital Transformation: Impact of Modern Technologies and Project Management on Optimization of Production Processes in Era of Industry 4.0

Stelmach Adrian

Decision Making in Manufacturing and Services

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2024

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Special Issue: Business Process Management

39--47

EN

This article explores the impacts of digital transformations and new technologies in industrial sector (particularly through the Fourth Industrial Revolution) on optimizing production processes. Characterized by key technologies such as the Internet of Things (IoT), big data analytics, artificial intelligence (AI), blockchains, and advanced robotics, Industry 4.0 has significantly shaped modern manufacturing management. IoT enables autonomous communications between machines and equipment, providing real-time insights into production parameters and enabling predictive maintenance, and big data plays a vital role by analyzing the large volumes of data that are generated by these devices, thus supporting informed management decisions. AI and machine learning help automate complex tasks, optimize production schedules, and improve product quality through real-time adjustments. Blockchain enables decentralized and secure data recording, which is particularly useful in supply-chain management. Advanced robotics increases production speed and accuracy, thus reducing labor costs and mitigating any risks that are associated with hazardous tasks. Integrating these technologies requires strategic planning, including identifying key challenges, conducting pilot projects, integrating with existing IT and OT systems, and managing organizational change. Measuring the effectiveness of Industry 4.0 implementation should involve well-defined key performance indicators (KPIs) and return-on-investment (ROI) analysis. The primary challenges that are associated with adopting Industry 4.0 include the alignment of technology with specific business needs, employee resistance to change, and hidden costs of implementation. In summary, industrial transformation offers opportunities for companies to optimize production processes, reduce costs, and increase competitiveness in the global marketplace. However, a careful approach is necessary to maximize efficiency, foster innovation, and secure long-term success in an increasingly digitalized world.

7

BPMN in Legislation on Example of Public Procurement Law – Case Study

Biernacki Piotr

Decision Making in Manufacturing and Services

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2024

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Special Issue: Business Process Management

95--105

EN

The subject of the study was the use of BPMN in the creations and implementations of legal regulations on examples of projects that concern the reforms of public procurement law and supporting them with IT tools. The most important observation that resulted from the study is that any legal regulations that concern the proceedings are basically (business) information systems and, as such, can be reflected in BPMN as pools (participant). The method of carrying out the procedure itself can be represented using a business-process model that is recorded in BPMN notation in the form of a Collaboration diagram; on this, the “regulation” exchanges information (data) with the other entities that carry out the procedure. Precise BPMN recording ensures the unambiguity of a regulation and allows for an assessment of the effects of the regulation before its implementation. The models that were used at the analysis stage can be transformed into executable models using IT tools that support supervision over the implementation of the procedure in accordance with a given regulation; this ensures the full coherence of the regulation and its subsequent implementation (supported by IT tools). BPMN models can be an annex to the regulation and, thus, contribute to its better understanding. On the other hand, the ability to read BPMN models is becoming a core competence – not only for consultants and programmers but also for lawyers and those officials who carry out such proceedings in accordance with a given regulation.

8

Dynamic process improvement – theoretical and empirical perspectives

Brajer-Marczak Renata, Marciszewska Anna

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

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2023

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z. 172

41--59

EN

Purpose: The paper's main objective is to fill the research gap by theoretically and empirically exploring current approaches to business process improvement issues. In particular, attention is paid to the internal factors of dynamic business process improvement. Design/methodology/approach: The article is based on the results of a quantitative survey conducted using the CAWI technique. Respondents to the survey were middle managers representing companies in various industries where process improvement is taking place. Conclusions were drawn from a sample of 444 companies. Findings: The research conducted here made it possible to investigate and clarify aspects of dynamic business process management. The main conclusions that emerge from the results of the study allow to indicate the main internal factors which play the most significant role in dynamic process improvement. Is important to state that organisations must have certain resources in order to be able to implement dynamic process changes. They must also have certain capabilities that allow these resources to produce the desired effects. Research limitations/implications: The study targeted the perspective of middle managers, which was a key factor in selecting respondents for the study. Future research could move in the direction of expanding the pool of respondents to include other levels of management. Qualitative research, and in particular the case study method, could also prove useful in developing the topic further. Practical implications: In line with dynamic capabilities, middle managers should be oriented towards identifying the individual factors determining the company's development, arriving at synthetic, current and reliable knowledge necessary for the decision-making process, and reacting quickly to changes occurring inside and outside the organisation. Originality/value: The subject of this article is the issue of dynamic business process improvement. This is a topic that has not yet been sufficiently researched. The presented research area is interesting from a cognitive point of view and the perspective of management practice. It is part of the current research on the effectiveness of business process execution and, by extent, the effectiveness of entire organisations. It responds to the current need to react quickly to unpredictable, rapid environmental changes, which corresponds to the metaparadigm of dynamic reality.

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Towards integration of business process management and knowledge management. IT systems’ perspective

Bitkowska Agnieszka, Detyna Beata, Detyna Jerzy

Engineering Management in Production and Services

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2023

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Vol. 15, no. 4

34--52

EN

The processes of globalisation, the ongoing threat of the COVID-19 epidemic, the continuing war in Ukraine, and constantly emerging new technological solutions require organisations to adapt to changes constantly. Meanwhile, implemented business process management (BPM) often fails to integrate processes and knowledge resources. The awareness of the IT systems’ role in management processes is still lacking. These premises influenced the implementation of the main research goal to identify the approach of Polish private and public enterprises and various industries to the BPM integration with knowledge management (MK) in the context of using new information technologies. The presented research results justify the usefulness of building relationships between the process and knowledge resources under dynamically changing conditions using IT systems. The diagnostic survey results confirmed the key importance of developing such BPM and MK elements as evidencebased decisions, strategic goals, measurement systems, databases, digital innovations, and IT use for data processing. The presented material can support managers of various organisation types in decision-making processes by fully understanding the IT systems’ role and potential in process and knowledge management. Also, the article’s implications are a source of guidelines, helping organisations to implement management systems based on modern technologies. The value of the publication is a wide range of respondents: 107 large, medium, small, and micro-enterprises operating in Poland. The article’s research results also concern economic activities such as production, logistics, transport, banking, insurance, IT, telecommunications/ media, public administration, healthcare/pharmaceuticals, consulting, energy, and construction.

10

AI for augmenting human judgement in Business Processes Management

Osuszek Łukasz, Stanek Stanisław

Scientific Journal of the Military University of Land Forces

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2021

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Vol. 53, No. 3(201)

507--518

EN

The paper outlines the recent trends in the evolution of Business Process Management (BPM) – especially the application of AI for decision support. AI has great potential to augment human judgement. Indeed, Machine Learning might be considered as a supplementary and complimentary solution to enhance and support human productivity throughout all aspects of personal and professional life. The idea of merging technologies for organizational learning and workflow management was first put forward by Wargitsch. Herein, completed business cases stored in an organizational memory are used to configure new workflows, while the selection of an appropriate historical case is supported by a case-based reasoning component. This informational environment has been recognized in the world as being effective and has become quite common because of the significant increase in the use of artificial intelligence tools. This article discusses also how automated planning techniques (one of the oldest areas in AI) can be used to enable a new level of automation and processing support. The authors of the article decided to analyse this topic and discuss the scientific state of the art and the application of AI in BPM systems for decision-making support. It should be noted that readily available software exists for the needs of the development of such systems in the field of artificial intelligence. The paper also includes a unique case study with production system of Decision Support, using controlled machine learning algorithms to predictive analytical models.

PL

W artykule przedstawiono najnowsze trendy w ewolucji zarządzania procesami biznesowymi – zwłaszcza zastosowanie sztucznej inteligencji do wspomagania decyzji. Sztuczna inteligencja ma ogromny potencjał, by wzmocnić ludzki osąd. Uczenie maszynowe może być uważane za dodatkowe i uzupełniające rozwiązanie zwiększające i wspierające produktywność ludzi we wszystkich aspektach życia osobistego i zawodowego. Idea łączenia technologii uczenia się organizacji i zarządzania przepływem pracy została przedstawiona przez Wargitscha. Ukończone sprawy biznesowe przechowywane w pamięci organizacyjnej służą do konfigurowania nowych przepływów pracy. Wybór odpowiedniego przypadku historycznego jest poparty komponentem wnioskowania opartym na przypadkach. To środowisko informacyjne zostało uznane na świecie ze względu na znaczny wzrost wykorzystania narzędzi sztucznej inteligencji. Istnieje duża liczba kwalifikujących się do użycia i łatwo dostępnych algorytmów na potrzeby rozwoju systemów sztucznej inteligencji wspierającej procesy biznesowe. W tym artykule omówiono także, w jaki sposób można zastosować techniki automatycznego planowania (jeden z najstarszych obszarów AI), aby umożliwić nowy poziom automatyzacji i wsparcia przetwarzania. Wdrożenie sztucznej inteligencji wykazuje znaczące wyniki, szczególnie w celu uzyskania wyższego zysku. Autorzy artykułu postanowili przeanalizować ten temat i omówić stan wiedzy naukowej oraz zastosowanie sztucznej inteligencji w systemach BPM do wspomagania decyzji. Artykuł zawiera także unikalne studium przypadku z systemem produkcji wspomagania decyzji, wykorzystujące algorytmy kontrolowanego uczenia maszynowego do predykcyjnych modeli analitycznych.

11

Barriers to implementation of business process governance mechanisms

Jurczuk Arkadiusz

Engineering Management in Production and Services

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2021

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Vol. 13, no. 4

22--38

EN

One of the main challenges in implementing process-oriented management is establishing a governance mechanism in the organisation. It creates a coherent framework for the execution, management and perception of business processes, which is the foundation of consistent Business Process Management (BPM). Process governance (PG) refers to an organisation’s ability to manage its relationships with all process stakeholders and support the value chain for its customers. Its implementation involves establishing process regulation mechanisms and stakeholder-oriented criteria to support prioritisation, cascading, and change management within BPM initiatives. A review of the domain literature reveals that while process governance has been discussed from several but separated perspectives (strategy, business roles, performance, and maturity), only a few studies identify and synthesise the barriers to its implementation in organisations. The paper mainly aims to identify and classify the key barriers to the implementation of process governance. The author’s approach refers to the six core elements of Business Process Management capability and process governance frameworks. Research results confirm that most process governance barriers polarise around the competence gaps of the process stakeholders and the immaturity of the process-oriented culture of companies. Another significant group of constraints to process governance arises from the existing organisation’s structure. They are mainly related to the proper division of responsibilities and a weak position or the lack of BPM centres of excellence. The research contributes to the literature on management by identifying potential barriers to business process governance that constrain BPM initiatives. The identified PG challenges can provide a basis for developing a theoretical framework for Business Process Management and models for BPM success factors.

12

Characteristic and comparison of UML, BPMN and EPC based on process models of a training company

Nizioł Marcin, Wiśniewski Piotr, Kluza Krzysztof, Ligęza Antoni

Annals of Computer Science and Information Systems

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2021

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Vol. 26

193--200

EN

We describe, characterize and compare three selected modeling notations of business processes: Unified Modeling Language, Business Process Model and Notation, as well as Event-Driven Process Chain. Using processes implemented in a~training company, the selected notations were discussed in detail. We compare various aspects, such as modeling notation origin, the number of graphical elements included. Moreover, notations were analyzed using the 4+1 architectural view model. Justified results of the survey conducted among employees of above-mentioned organization let us conclude that there exist notation differences. Both BPMN and EPC allow the process architects to prepare more precise and legible models than UML.

13

Business Process Recomposition as a Way to Redesign Workflows Effectively

Wiśniewski Piotr, Kluza Krzysztof, Jemioło Paweł, Ligęza Antoni, Suchenia Anna

Annals of Computer Science and Information Systems

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2021

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Vol. 25

471--474

EN

Business process models are subject to changing requirements. The purpose of this paper is to present methods that enable computer-aided recomposition of process models, understood as using existing processes to design new ones. This procedure involves dividing existing BPMN diagrams into smaller components, from which new models can be created. This kind of model generation can be performed manually by the user or run automatically, based on the Constraint Programming technique. The presented algorithms can improve the process of model redesign and allow users to avoid typical anomalies that may occur in the modeling phase.

14

Service processes architecture identification at the financial and accounting shared services centre

Sliż Piotr, Brennenstuhl Martyna

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

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2020

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z. 149

595--607

EN

Purpose: The basic aim of the article was to recreate the service processes architecture in the selected financial and accounting shared services centre. Two auxiliary goals (CC) have been assigned to this goal. CC1: Approximation and definition of the current state of knowledge regarding process management on the example of SSC providing accounting and financial services. CC2: Characterization of inputs, outputs and goals for the identified activities in the main service processes in the studied SSC organization. Design/methodology/approach: The following research methods were used to achieve the stated goals: quantitative bibliometric analysis, systematic literature review, statistical methods (LOESS analysis), participant observation and unstructured interview. The R programming language was used in the analysis of time series in the theoretical study. Findings: As a result of the study, the main service processes in the examined organization were identified and recreated, and their goals, inputs, outputs and sets of implemented activities were determined. On this basis, a reproduced map of selected main processes is presented, taking into account the course of activities between them. This article supplements the knowledge on the issues of service processes management in an organization identified as SSC and can set the research framework for subsequent empirical proceedings regarding the examination of the level of maturity of selected processes, the level of implementation of process orientation in SSC, as well as attempting to use the generated event logs database for exploration of processes and comparing their course with reference models. Research limitations/implications: The limitations of the presented article result from the presentation of the example of one shared service centre in Poland and a limited group of respondents who, due to the data security policy in the examined organization, could take part in the study. This prevented, among others, detailed characterization of management processes and support processes related to administration, controlling, accounting, human resources and IT. Practical implications: The results presented in this article have an application value related to the map of the main SSC service processes presented, which can be discounted both by the SSC management staff and process owners in the SSC design space, measurement of processes and identification of customer-supplier relations in external and internal terms. Originality/value: The article fills the cognitive gap related to the lack of reconstruction studies, using the observation and interview method, the structure of main and auxiliary service processes in SSC, which is the basis for further research in the field of formalization, exploration, measurement and management of identified processes.

15

Operational performance of SME : the impact of entrepreneurial leadership, good governance and business process management

Usman Indrianawati, Hartani Nira Hariyatie, Sroka Mariusz

Polish Journal of Management Studies

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2020

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Vol. 21, No. 1

408--418

EN

The purpose of this study is examines the impact of entrepreneurial leadership and good governance of the entrepreneurs to the operational performance through business process management. The object of this research is SME of Batik product, one of the fastest growing SME in Indonesia. The method of this study is explanatory research, analyze the relationship of entrepreneur leadership, good governance to operational performance and business process management as an intermediate variable. This research conducted in 67 batik entrepreneurs in the center of batik industry in Surabaya and surrounding. The results indicated that entrepreneurial leadership and good governance affect business process management and operational performance. Finding revealed that business process management has no direct impact on operating performance. Based on these findings, concluded that it is important for entrepreneurs to develop entrepreneurial leadership and build a good governance as well in managing their business.

PL

Celem tego badania jest zbadanie wpływu przywództwa przedsiębiorczego i dobrego zarządzania przedsiębiorców na wyniki operacyjne poprzez zarządzanie procesami biznesowymi. Przedmiotem tych badań jest MŚP produktu Batik, jednego z najszybciej rozwijających się MŚP w Indonezji. Metodą tego badania są badania wyjaśniające, analiza relacji kierownictwa przedsiębiorcy, dobrego zarządzania do wyników operacyjnych i zarządzania procesami biznesowymi jako zmiennej pośredniej. Badanie przeprowadzono u 67 przedsiębiorców batikowych w centrum przemysłu batikowego w Surabaya i okolicach. Wyniki wskazują, że przywództwo w zakresie przedsiębiorczości i dobre zarządzanie mają wpływ na zarządzanie procesami biznesowymi i wydajność operacyjną. Odkrycie wykazało, że zarządzanie procesami biznesowymi nie ma bezpośredniego wpływu na wydajność operacyjną. Na podstawie tych ustaleń stwierdzono, że ważne jest, aby przedsiębiorcy rozwijali przywództwo w przedsiębiorstwie i budowali dobre rządy w zarządzaniu swoją firmą.

16

Automated generation of business process models using constraint logic programming in Python

Paszun Tymoteusz, Wiśniewski Piotr, Kluza Krzysztof, Ligęza Antoni

Annals of Computer Science and Information Systems

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2019

|

Vol. 18

733--742

EN

High complexity of business processes in real-life organizations is a constantly rising issue. In consequence, modeling a workflow is a challenge for process stakeholders. Yet, to facilitate this task, new methods can be implemented to automate the phase of process design. As a main contribution of this paper, we propose an approach to generate process models based on activities performed by the participants, where the exact order of execution does not need to be specified. Nevertheless, the goal of our method is to generate artificial workflow traces of a process using Constraint Programming and a set of predefined rules. As a final step, the approach was implemented as a dedicated tool and evaluated on a set of test examples that prove that our method is capable of creating correct process models.

17

Dojrzałość procesowa hoteli i obiektów noclegowych w Polsce – wyniki badania empirycznego

Czubasiewicz H., Grajewski P., Sliż P.

Zeszyty Naukowe Politechniki Poznańskiej. Organizacja i Zarządzanie

|

2018

|

Nr 76

243--258

PL

Celem artykułu jest ocena dojrzałości procesowej hoteli i obiektów noclegowych w Polsce z wykorzystaniem metody sondażowego badania opinii. W artykule przybliżono pojęcie dojrzałości procesowej organizacji oraz przedstawiono autorów wybranych modeli oceny stopnia implementacji elementów podejścia procesowego w zarządzaniu, scharakteryzowanych w polskim i zagranicznym piśmiennictwie. W dalszej części przedstawiono wyniki empirycznej weryfikacji dojrzałości procesowej hoteli i obiektów noclegowych w Polsce. Postępowanie empiryczne zrealizowano z wykorzystaniem wielowymiarowego modelu oceny dojrzałości procesowej organizacji MMPM. Jednostki badania zostały poddane ocenie w trzech wymiarach: krótkookresowym, długookresowym i systemowym. W zdecydowanej większości badane obiekty zostały sklasyfikowane na pierwszym poziomie dojrzałości procesowej. Oznacza to, że dominującą formułą zarządzania w badanych jednostkach jest podejście funkcjonalne z pojedynczymi symptomami, świadczącymi o implementacji rozwiązań procesowych.

EN

The aim of article is the hotels’ and accommodation establishments’ in Poland process maturity assessment with usage of survey research. The term of organization’s process maturity and the authors of the selected models of evaluation of process approach elements in management implementation described in polish and foreign literature has been introduced herein. Further, the results of empirical studies regarding process maturity of hotels and accommodation establishments in Poland were presented. The empirical studies were conducted with usage of multidimensional model of organization’s process maturity evaluation MMPM. The research objects were evaluated on the basis of three dimensions: short-term, long-term and systemic dimension. The vast majority of analyzed objectives were characterized at first level of process maturity. This indicates that the functional orientation including single symptoms of process solutions’ implementation is the prevailing approach of management in analyzed facilities.

18

Assessing Process Maturity of an Underground Mine: a Case Study

Brzychczy E., Kostka D.

Inżynieria Mineralna

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2018

|

R. 20, nr 2

55--63

EN

Business process management is now the most dynamically developing concept in organisation management. In order to further improve process efficiency, it is advisable to analyse the current situation and determine the position of the organisation in terms of its progress in implementing the process approach. This is where the evaluation of the organisation’s process maturity proves useful. And the available literature provides an array of models for such assessment. This paper presents the results of a process maturity study for a selected hard coal mine based on the Capability Maturity Model Integration (CMMI) framework. The mine was ranked level 3 in process maturity, which is on a par with other Polish businesses. This score suggests opportunities for further improvement towards a more process-oriented business approach.

PL

Zarządzanie procesami biznesowymi jest obecnie najbardziej prężnie rozwijającą się koncepcją w zarządzaniu organizacjami. Do dalszych działań mających na celu zwiększenie efektywności procesów warto jest dokonać analizy stanu obecnego i określenia miejsca, w którym faktycznie znajdują się przedsiębiorstwa w zakresie wdrożenia podejścia procesowego. W tym celu można wykonać badania poziomu dojrzałości procesowej organizacji, w oparciu o dostępne w literaturze modele. W artykule przedstawiono wyniki badań dojrzałości procesowej w wybranej kopalni węgla kamiennego z wykorzystaniem ogólnego modelu CMMI. Kopalnia została oceniona na 3 poziomie dojrzałości procesowej, co nie odbiega od ogólnej oceny innych polskich przedsiębiorstw. Uzyskany wynik świadczy także o istniejących możliwościach dalszych prac w zakresie reorientacji organizacji na procesy.

19

Podejście procesowe jako ważny element stymulujący wykorzystanie wiedzy niejawnej w procesie zarządzania projektami w szpitalu specjalistycznym (onkologicznym)

Szwiec M.

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

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2017

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z. 102

359--369

PL

Wiedza niejawna odgrywa istotną rolę w procesie kształtowania strategii realizowanych w obrębie szpitala specjalistycznego. Właściwa implikacja wiedzy niejawnej w procesie decyzyjnym intensyfikuje możliwość osiągnięcia zamierzonych efektów. Należy więc zwrócić szczególną uwagę na rozwiązania w zakresie zarządzania, które mogą maksymalizować pozytywny wpływ wykorzystania i dzielenia się wiedzą w publicznej placówce medycznej (szpitalu specjalistycznym). Jednym z takich rozwiązań może być wdrażanie w przestrzeni praktycznej założeń podejścia procesowego.

EN

Tacit knowledge plays an essential role in shaping the strategy implemented within the specialized hospital (oncology center). Correct implementation of this knowledge in the decision making process enhance the achievement of specific goals. We should pay special attention to the management that could maximize the positive impact of using and sparing knowledge in a public healthcare facility. One of this solutions could be implementing in practice the process approach.

20

Koncepcja zielonego zarządzania procesowego w strategii organizacji

Kalinowski T. B.

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

|

2017

|

z. 113

161--174

PL

Dostępne badania naukowe oraz praktyka gospodarcza pokazują, że przedsiębiorstwa w coraz większym stopniu stają się organizacjami zorientowanymi na procesy. Z drugiej strony jednym z wyzwań dla współczesnych organizacji jest zapewnienie odpowiedniego poziomu ochrony środowiska. Celem artykułu jest przedstawienie koncepcja zielonego zarządzania procesami (green business process management) oraz stopnia jej rozpowszechnienia w badanych przedsiębiorstwach.

EN

Available research and business practice show that companies are increasingly becoming process-oriented. On the other hand, one of the challenges for modern organisations is to ensure an adequate level of environmental protection. The aim of this article is to present the concept of green business process management and the degree of its application among surveyed companies.