This website favors the following definitions of business process management (or simply “process management”) and its delimitation to business process reengineering: Business process management (BPM) cannot be considered as a single BPR project but it deals with how to manage processes on an ongoing basis (Armistead and Machin, 1997). BPR often addresses the reengineering of …
The approach of (business) process orientation emphasizes process as opposed to hierarchies with special focus on outcomes, particularly customer satisfaction (McCormack and Johnson, 2001). Process orientation means focusing on business processes ranging from customer to customer instead of placing emphasis on functional structures (Reijers, 2006). A process-oriented organization applies the concept of business process management …
A myriad of books and articles refer to the idea of business process reengineering (BPR). The purpose of this website is not to comprehensively treat the idea of BPR, since BPR is a single project undertaken by a firm and not an approach of managing a firm based on its processes on an ongoing basis. …
Processes have been classified by several authors; one possible classification is provided by Suter (2004), who states that there are four generic groups of processes: Value-adding processes, which are processes concerned with the daily business of an organization. Value-adding processes carry out all transformations to acquire, execute and supply a customer order (e.g. production process). …
Business processes aren’t new phenomena. The term process (e.g. production process) has long been common place in many sectors of the economy. Processes have been an integral part of all firms (Armistead and Rowland, 1996). There is no doubt that there are always processes in an organization, whether they are articulated or not (Karlöf and …