In this study we analyze the difference in perception regarding the BPM initiative between management and employees of an operational department of the Peruvian Air Force and compared the BPM Maturity with benchmark studies. The research question is: Does differences in perception of BPM Maturity between managers and employees lead to differences in the evaluation of process performance? The underlying BPM maturity model consists of 7 dimensions: Process Awareness, Process Description, Process Measurement, Process Control, Process Improvement, Process Resources and Knowledge, and Process IT Tools. The total dataset consists of 241 respondents and validated scales were used to measure BPM Maturity and Process Performance. The results show that there are no significant differences between managers and employees. Regression analysis shows that Process Measurement, Process Control and Process Resources are the key determents for Process Performance. The results offer opportunities to launch new BPM initiatives within the case study organization.
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During recent years the world has seen rapid changes such as globalization, the Internet, and the rise of new economies. To survive these changes organizations need to be in control of their processes, and be able to continuously improve the process performance. Therefore many organizations are increasingly adopting Business Process Management (BPM). However, it is not clear if the implementation of BPM(S) is really adding value to an organization. Consequently, in this paper, we try to answer the following research question: 'Does adoption of Business Process Management lead to a higher process performance?' Based on quantitative research we show that there is dependence between the performance of processes within an organization and the BPM maturity of that organization. As a result we conclude that improvement in process performance can be attained by increasing the BPM maturity of an organization.
When organizations start to digitize, this often means that processes will be changed. The management paradigm that is centered on the continues review and improvement of organizational processes is Business Process Management (BPM). To digitize processes, an organization should have the right competences to deal with both technological and process changes. However, currently, it is not known which competences are needed by leaders to guide an organization with digital process transformation initiatives. Hence, this paper consists of an explorative study based on interviews with five experts to find out if and how the competences related to digital leadership can guide such initiatives. The experts are employees within five different organizations. The interviews showed some interesting results. First of all, several competences of digital leadership were mentioned by various experts. Many of these competences corresponded with each other. In the interviews, the following competences of digital leadership were mentioned most often: Collaboration, Self-direction, Lifelong learning, and Flexibility. Secondly, there are many approaches to gain insight into processes within organizations. The use of models is necessary to create added value, to help coordinate information provision between the processes and the people who work for the organization. One such approach is the use of Business Process Management Maturity models, which provide insight into the process maturity level of an organization. According to the respondents, there is a relationship between BPM maturity and digital leadership.
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Develop a maturity model based on a quick scan to see how far a (SME) company is in awareness / activities on sustainable logistics (and the direction to zero emission city logistics: ZECL ) and (if it is possible, because this is a 2nd model) how far governments are in their ZE zone planning. Based on the quick scan, companies receive appropriate information about their relevant policy and sustainability measures (including availability of e-vehicles, etc.). Tool can be used by students to quickly reach companies around ZECL and to provide them with information directly via the results. This helps and students learn about this subject, but should also contribute to awareness among a larger group of feeding/receiving and possibly loading parties about ZECL. In addition, with sufficiently participating companies, a good picture can also arise of how far companies are now with regard to ZECL (and this could also be repeated over time in order to get a picture of the development in maturity in this area).
The proposed study is focused on finding out whether Virtual Reality is a feasible method to train for composite manufacturing. The demand for cost-effective training methods for composite production is growing. The current training methods are not satisfying the demands of the fast-growing industry. This could be solved with the help of Virtual Reality (VR), potentially cutting down training time and use of material, hence reducing costs. This project will create insight into the technical and economic feasibility of this idea. This will be achieved with interns from Inholland, lecturer and researchers.
