Understanding Business Process Management: a case study in the manufacturing of mass transportation system
Independent thesis Advanced level (degree of Master (Two Years)), 20 credits / 30 HE creditsStudent thesis
The last two decades were characterized by a shift in how companies operate and think about the business, not anymore in functional or product based terms but more in a process centric perspective. Processes are becoming the real company core asset. In this context a transformation in the traditional managerial discipline is needed together with an operative framework to foster and regulate the associate change management process. Business Process Management (BPM) born with this programmatic intent to promote and foster the process view in the normal business life cycle.BPM is considered the core stone in regulating, promoting and developing any improvement campaign within modern and global operating organizations. Furthermore effective BPM systems have shown to be source of competitive advantage in the market place, leading to a more efficient and effective company operations. BPM can represent an element in mitigate company risk arising by environmental factors. Although BPM advantages are broadly demonstrated and reported in literature, the road map to build an efficient BPM system structure is critical, considering also that the rate of success rely on the ability of the management to tailor the system to the specific organizational structure and the specific long term company objectives. Most of the companies at this stage have just started to implement BPM or have reached medium level of maturity, struggling in achieving synergic and holistic system integration in business operations. Furthermore there is not unitary view in both industrial and academic field on what BPM is and how to implement it. In this context this research carried out at company X aims through the usage of literature review and managerial survey to address the following topics:1. Identify an approach to define BPM and asses its Maturity level.2. Identify the critical aspects and company drivers for BPM implementation.3. Understand what are the lesson learnt and trend that could be generalized from Company X experience.Basically the research aims to give both a framework to evaluate BPM implementation together with cluster of methods to identify the driving/critical factors for deploying an improvement action plan. In the last decades a plethora of companies were involved in BPM projects but rarely the research focused on the overall evaluation of BPM implementation criticality and identification of framework to capture improvement actions. Furthermore this work will provide a real world example of a complex BPM implementation, pointing out potential risks and guide line for improvement. Company X is a perfect example of a global company operating in a highly competitive market where a flawless process execution and process optimization is a primary source of competitive advantage.Major outcomes are related to the specification of the change management role along the BPM implementation effort. The importance of identifying stakeholder needs to adjust BPM implementation strategy. The limitation of Maturity models approach in planning future actions. Main results deriving by company X case study are:1. It is crucial to see BPM implementation under the change management perspective.2. Gradual/agile implementation is preferable to one shot big project. Big organizations are resistant to apply not structured approach.3. Extensive focus on a specific area is not perceived positively within the organization.4. Framework to prioritizing activities/actions must be in place.45. In the identification of quick winner the current level of capability maturity is not that relevant without consideration related to perceived action benefits and foreseen implementation difficulties.6. The perception about the BPM maturity level varies according the organization level, due to inappropriate communication or diversified drivers.7. Strategic alignment, People and Culture are seen as the main elements in process management, especially in the transition phase from function to process centric organizations.8. Leadership barriers undermine heavily any BPM implementation.9. A single strategy behind process improvement must be in place in order to not spread the momentum and the associated organizational agreement in the initiative.10. The maturity models are only indicative, different capabilities have a different associate impact factor according to the BPM life cycle and the specific focus of the implementation. This makes hard the comparison between inter organization BPM system.11. Activity alignment and the trade-off between standardization and flexibility are key aspects for BPM implementation.
Place, publisher, year, edition, pages
2012. , 94 p.
Examensarbete INDEK, 2012:109
Business Process Management
Business Administration Business Administration
IdentifiersURN: urn:nbn:se:kth:diva-104010OAI: oai:DiVA.org:kth-104010DiVA: diva2:562636
Subject / course
Industrial Economics and Management
Master of Science - Industrial Engineering and Management