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Andrea Sujová, Katarína Marcineková and Ľubica Simanová
internal processes should be determined in a way that enables to monitor the fulfilment of corporate key result indicators or strategic key success factors. This is the reason why the literature review of the article focused on this part of the business process measurement.
Modern management approaches require using modern methods and indicators for performance evaluation. The interconnection between processperformance measurement and corporate performance evaluation has not been addressed in scientific publications. Most of the scientific works deal with corporate
Marian Panasiewicz, Jacek Mazur, Rafał Nadulski, Paweł Sobczak, Kazimierz Zawiślak and Zbigniew Kobus
The objective of the paper was to determine the impact of the value of the oil pressing pressure with the cold pressing method in a screw press on the pressing course and performance. Varied values of pressure were obtained through the use of three replaceable attachments of the pressing unit with a varied diameter of the outlet conduit (ф1=2 mm, ф2=4 mm and ф3=6 mm). The soya oil pressing process performance was determined in relation to the applied attachment and the soya cultivar. Seeds of 7 Polish non-genetically modified soya cultivars constituted research material. It was proved that both variable pressure values and the used soya cultivars have impact on the pressing performance. Based on the analysis of the obtained research results it was proved that varied technical parameters and soya cultivars influence both the process performance and the remaining parameters and pressing conditions.
can be defined as work activity and its dynamics but also as a measurable work outcome [ Roe, 1999 ]. Furthermore, it can be considered on individual, group, or organizational level, which is reflected in specific goals that correspond with each level [ Roe, 1999 ]. Based on this description, six main categories, considering the type and level of performance, have been created: processperformance on the individual level, processperformance on the team level, processperformance on the organizational level, outcome performance on the individual level, outcome
The article sheds light on the issue of controlling performance measurement on the basis of the available literature and empirical research conducted by the author. Sample indicators have been provided, which can be used to confirm the efficiency of using controlling in a company as well as to determine the steps of its improvement and development.
Palmira López-Fresno and Fernando Fernández-González
Business Process Management (BPM) has been increasingly focused as an holistic approach to manage organizations for better organizational effectiveness. BPM involves the use of innovative performance measurement systems to follow up, coordinate, control and improve processes and overall business efficacy and efficiency. In this paper we propose a global holistic perspective of integrated information, combining the view of all stakeholders and both qualitative and quantitative information, as a basic prerequisite for quality of information for better decision making. The paper includes findings from an empirical case study of measuring Parkinson's Disease Neurosurgery process, including stakeholder's view with an integrative perspective.
Vesna Bosilj Vukšić, Dalia Suša Vugec and Anita Lovrić
Background: Social business process management is an integration of social software into the business process management (BPM). Its main goal is to overcome the limitations of classical BPM by applying social software principles within the BPM lifecycle. Since BPM is a holistic discipline it is important to also include cultural and social aspects into BPM studies. Objectives: The main aim of this paper is to examine the link between organizational culture, social software usage and BPM maturity in the observed company. Methods/Approach: A case study methodology has been used for this study. An interview has been conducted in combination with a survey approach. Results: Results of the research revealed a high usage of social BPM within the observed company in combination with a high level of BPM maturity and a clan organizational culture. Conclusions: The observed IT company has knowledge intensive processes and uses social BPM to deal with the process change and optimization. The clan culture is, by its characteristics, a favourable organizational culture for social BPM.
Background and Purpose: Modern companies have found themselves in a situation where the ability for the dynamic adaptation to the changing market conditions is a key competitive advantage. Therefore they are continually searching for intensive ways of improvement of their processes and products. The basis for the implementation of such strategy is the efficient use of information resources. In quality management, appropriate tools and techniques equip decision-makers with information, necessary to take: correction, corrective, preventive, and finally – improvement actions.
Design/Methodology/Approach: The paper presents the results of the survey, conducted on a representative sample of manufacturing companies in Great Poland (region of Poland). The main goal of the survey was to ascertain, from the quality assurance perspective, what kind of problems, at which stage of production process are the most frequent and what kind of quality tools and techniques are used by practitioners for their solutions. Furthermore, the respondents evaluated the importance of appearing problems as well as the effectiveness of used tools.
Results: The results of the survey show that quality tools are most frequently implemented at the manufacturing phase of the production process, then at the production set-up stage and measurement phase. On the manufacturing phase example it was shown, which of the tools included in the survey, are effectively used for problem solutions, concerning the process inputs, process performance and management of the processes.
Conclusion: The obtained results allow contradicting the thesis spreading quality tools universality. In the context of production process stages, some of them are oriented towards selected phases and, such as, may be effectively used by practitioners.
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