A comprehensive exploration of business process management, quality enhancement, and process mining
Introduction
In the context of the fourth industrial revolution, marked by the integration of cyber-physical systems, the internet of things (IoT), and advanced data analytics, streamlining, and optimizing business processes has become imperative. The integration compels organizations to identify process inefficiencies, reduce variability, accelerate operational speed, enhance customer satisfaction, and boost profitability. Therefore, business process management (BPM) [1], business process improvement (BPI) [2], and quality management techniques [3] are pivotal in the modern world for amplifying an organization’s output. The methodologies provide a structured approach to managing and optimizing complex business processes within organizations. Through the integration of digital technologies like process mining [4] into current practices, organizations can gain a competitive edge by making data-driven decisions to continually enhance business processes. As business economics scrutinizes organizational behavior and decisions across dimensions like demand, cost, profit, and productivity, business process management focuses on refining and optimizing the processes through which these decisions are executed. The literature review presented in this article aims to provide a comprehensive understanding of BPM strategies and quality management, augmented by process mining within organizational contexts.
1. A framework for initiating BPM
BPM is focused on managing day-to-day activities to achieve revenue outcomes in various business scenarios. A generic framework [5] for assessing and improving the existing business workflow that can be applied to multiple business functions such as manufacturing, healthcare, IT, etc. is illustrated in figure 1 and the corresponding steps are summarized in table 1. By incorporating the BPM framework, organizations can quantify their workflow, identify bottlenecks, and determine how to act on and improve them.
A generic model for business process management [5]
Table 1 provides a comprehensive breakdown of the framework and can help readers gain a deeper understanding of the specific goals and objectives and implementation-level details of BPM. In other words, the framework offers a detailed roadmap for optimizing business processes, improving overall performance, and strategically planning BPM.
Overview of the business process management framework
The described methodology focuses on enhancing customer satisfaction, improving product quality, optimizing workforce efficiency, reducing inventory costs, and generating profits — all encompassed within the realm of operational excellence (OpEx) [6]. Process mining tools offer an array of functionalities that significantly contribute to BPM, and society at large. These tools enable real-time monitoring and analysis of process performance, facilitating the timely identification and resolution of issues. Certain vendors provide predictive analytics and machine learning features to optimize processes and improve outcomes. Thus, the subsequent section delves into a comparative analysis of various process mining tools available in the market, each with the potential to amplify BPM.
2. Exploring process mining tools: a comparative study
This section will briefly discuss the analytical capabilities of various process mining tools and the factors to consider while evaluating their ability to generate data-driven insights. The objective is to provide an overview and guidance to assist readers in selecting a suitable tool that meets their specific business needs. Table 2 compares the value propositions of different commercially available process mining tools from multiple vendors, enabling organizations to choose the one that best meets their BPM requirements [7].
Comparative analysis of commercially available process mining tools [7]
In summary, the preceding discourse offers valuable insights into the considerations that organizations enriched by digital technology should consider while choosing a process mining tool aligned with their unique objectives. The following section will delve deeper into the exploration of implementing quality monitoring initiatives and the overarching criteria for selecting the most suitable tools.
3. Quality monitoring with process mining in BPM
The real value and adoption of process mining tools depend on their ability to drive business management changes across the organization and drive BPI programs. BPR [8] is a procedural methodology that can help businesses achieve better process visibility, automate processes, and make informed decisions. It can be used in conjunction with BPI to reduce defects and waste, achieve continuous improvement, and improve operational efficiency. However, BPR has received criticism for not always resulting in tangible improvements, being resource-intensive, ignoring the human element, and being more suitable for smaller companies [8]. In order to obtain the maximum value, BPI and BPR should be used together, and once improvement factors are identified, a suitable BPI methodology can be chosen to enhance the quality of the current processes, as described in table 3.
BPI methodologies for quality improvement [8]
Choosing the right process mining tool that best suits an organization’s goals is crucial. The tool should align with the organization’s needs, bridge task-level knowledge management [9], and deliver BPI project or program success. Thus, the evaluation criteria for selecting a process mining tool can be divided into four segments: quality, compatibility, expandability, and functionality. The quality factor mainly considers the accuracy of data-driven solutions. The compatibility factor considers the possibility of retrofitting the tool into an enterprise system. The expandability factor considers how easily the tool can be scaled and implemented, while the functionality factor focuses on the user experience and criteria for adopting the tool. A detailed overview of the evaluation criteria for process mining tool selection is provided in table 4.
Process Mining tool evaluation criteria
Thus, choosing the right process mining tool can lead to significant benefits for organizations in terms of improving efficiency, improved service delivery, increased accountability and transparency, new job creation and skills development, and ethical and responsible data use.
Conclusion:
To conclude, the comprehensive review of the literature reaches its culmination, providing valuable insights into crucial aspects of business process management. It highlights the value of BPM and its potential to initiate transformative shifts in organizational change management. The article effectively fulfills its objectives by acquainting readers with fundamental BPM principles and highlighting its capacity to elevate business advancement through digital innovation. Moreover, the discussion also brings into focus the characteristics and functionalities inherent in commercially accessible process mining tools. This exploration of business process management, quality enhancement, and process mining collectively underscores their pivotal roles in the contemporary organizational landscape. Process mining emerges as a potent tool, capable of propelling improvements, fostering innovation, and facilitating research. As technology’s evolution persists, the influence of process mining is poised to extend its reach, shaping not only the future of businesses but also influencing broader societal contexts.
References:
1. Bastian Wurm, Thomas Grisold, Jan Mendling, Jan vom Brocke, “Business Process Management and Routine Dynamics”, in Cambridge Handbook of Routine Dynamics, ed. M. Feldman, B. Pentland, L. D’Adderio, K. Dittrich, C. Rerup, & D. Seidl (UK, Cambridge University Press, 2021), 513–524, https://doi.org/10.1017/9781108993340.042
2. Aichouni AB, Ramlie F, Abdullah H, “Process improvement methodology selection in manufacturing: A literature review perspective”, International Journal of Advanced and Applied Sciences 8, no.3 (March 2021):12–20, https://doi.org/10.21833/ijaas.2021.03.002
3. Nandy, M., “Importance Of Total Quality Management (TQM) And Lean Six Sigma For Business Organizations”, International Research Journal of Modernization in Engineering Technology and Science 4, no.8 (August 2022): 702–708, https://www.doi.org/10.56726/irjmets29248
4. van der Aalst, W.M.P., “Process Mining: A 360 Degree Overview” in: Process Mining Handbook. Lecture Notes in Business Information Processing ed. van der Aalst, W.M.P., Carmona, J. (UK, Springer, Cham., 2022), 3–34, https://doi.org/10.1007/978-3-031-08848-3_1
5. Butt J., “A Conceptual Framework to Support Digital Transformation in Manufacturing Using an Integrated Business Process Management Approach”, Designs 4, no.3 (June 2020): 17, https://doi.org/10.3390/designs4030017
6. Bilal Saeed, Tasmin R., Ayyaz Mehmood, Aamer Hafeez, “Exploring The Impact Of Transformational Leadership And Human Resource Practices On Operational Excellence Mediated By Knowledge Sharing: A Conceptual Framework”, International Journal Of Scientific & Technology Research 9, no.2 (February 2020):4458–4468
7. Drakoulogkonas P, Apostolou D, “On the Selection of Process Mining Tools”, Electronics 10, no.4 (February 2021):451, https://doi.org/10.3390/electronics10040451
8. Kajba, M., Jereb, B., & Gumzej, R., “Business Process Reengineering–Process Optimization of Boutique Production SME”, Montenegrin Journal of Economics 18, no.4, (October 2022):117–139, https://doi.org/10.14254/1800-5845/2022.18-4.11
9. Yang, Li-Ren et al. “Exploring the Links between Task-level Knowledge Management and Project Success”, Journal of Testing and Evaluation 46, no.3 (October 2017): 1220–1237, https://doi.org/10.1520/JTE20160199
