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According to the literature concerned with this study, less than satisfactory outcomes have been achieved through implementing business process improvements methods (BPIMs) in industries, in general, and in healthcare, in particular. The existing methods used need to be enhanced in order to create more effective outcomes. There has also been a lack of studies documenting gaps or shortfalls in implementing BPIMs, to be presented to the BPI research community. Therefore, researchers of this paper have attempted to fill gaps between theory and practice. On the contrary, there is also a need to link practical outcomes in the healthcare domain with those of the BPI research community. The purpose of this paper is to review popular BPIMs, techniques and tools applied in the healthcare domain; it seeks to examine and highlight their significant roles, clarify their pros and cons, and find opportunities to enhance their impact on the achievement of more sustainable improvements in the healthcare domain.

This study has been carried out by using a methodology combining an in-depth literature review with a comparison framework, which is called as the “Framework for Comparing Business Process Improvement Methods.” The framework is composed of seven dimensions and has been adapted from four recognized, related frameworks. In addition to the in-depth review of related literature and the adapted comparison framework, researchers have conducted several interviews with healthcare BPI practitioners in different hospitals, to attain their opinions of BPI methods and tools used in their practices.

The main results have indicated that significant improvements have been achieved by implementing BPIMs in the healthcare domain according to related literature. However, there were some shortfalls in the existing methods that need to be resolved. The most important of these has been the shortfall in representing and analyzing targeted domain knowledge during improvement phases. The tool currently used for representing the domain, specifically flowcharts, is very abstract and does not present the domain in a clear form. The flowchart tool also fails to clearly present the separation of concerns between business processes and the information systems processes that support a business in a given domain.

The findings of this study can be useful for BPI practitioners and researchers, mainly within the healthcare domain. The findings can help these groups to understand BPIMs shortfalls and encourage them to consider how BPIMs can be potentially improved.

This researchers of this paper have proposed a comparison framework for highlighting popular BPIMs in the healthcare domain, along with their uses and shortfalls. In addition, they have conducted a deep literature review based on the practical results obtained from different healthcare institutions implementing unique BPIMs around the world. There has also been valuable interview feedback attained from BPI leaders of specific hospitals in Saudi Arabia. This combination is expected to contribute to knowledge of BPIMs from both theoretical and practical points of view.

The purpose of this paper is to provide a structured overview of so‐called business process improvement (BPI) approaches and their contribution to the actual act of improving. Even though a lot is said about BPI, there is still a lack of supporting the act of improving the process. Most approaches concentrate on what needs to be done before and after the improvement act, but the act of improving itself still seems to be a black box.

This paper is mainly based on a review of literature that deals with the term “Business Process Improvement”. The analysis of the literature is supported by qualitative content analysis. The structure of the evaluation follows the mandatory elements of a method (MEM).

A lot of literature and consulting approaches deal with the restructuring and improvement of business processes. The author finds that even so‐called BPI approaches do not describe the act of improvement itself. And if they do, they lack a methodological structure that can be reused.

To constrain the complexity of this research at this first stage of investigation only the search criterion “business process improvement” was used in the database search (EBSCO and Emerald).

The paper is valuable for academics and practitioners because the impact of BPI on organizational performance is high. Its originality is in the structured evaluation of so‐called BPI approaches according to the MEM, which so far no one has investigated.

There appears to be an ever‐insatiable demand from markets for organisations to improve their products and services. To meet this, there is a need to provide business process improvement (BPI) methodologies that are holistic, structured and procedural. Therefore, this paper describes research that has formed and tested a generic and practical methodology termed model‐based and integrated process improvement (MIPI) to support the implementation of BPI; and to validate its effectiveness in organisations. This methodology has been created as an aid for practitioners within organisations.

The research objectives were achieved by: reviewing and analysing current methodologies, and selecting a few frameworks against key performance indicators. Using a refined Delphi approach and semi‐structured interview with the “experts” in the field. Intervention, case study and process research approach to evaluating a methodology.

The BPI methodology was successfully formed and applied by the researcher and directly by the companies involved against the criteria of feasibility, usability and usefulness.

The paper has demonstrated a new knowledge on how to systematically assess a BPI methodology in practice.

Model‐based and integrated process improvement methodology (MIPI) methodology offers the practitioner (experienced and novice) a set of step‐by‐step aids necessary to make informed, consistent and efficient changes to business processes.

The novelty of this research work is the creation of a holistic workbook‐based methodology with relevant tools and techniques. It extends the capabilities of existing methodologies.

As reimbursements fall and costs for services climb, organizations are forced to follow the painful motto of doing more with less. A solution could be the adaptation of industrial business process improvement (BPI) methods such as Lean to the hospital setting (HS). The purpose of this paper is to analyze if Lean approaches related in the literature provide sufficient methodological support for other practitioners to reproduce the reported results.

The authors analyzed the published Lean literature in the HS using a methodological maturity-level framework and what the authors defined as the 11 characteristic activities of BPI.

The literature analysis reveals that a Lean approach with a high-methodological maturity level that includes the 11 characteristic activities of BPI has never been reported. Considering this, the paper suggests a meta model for a high-methodological maturity-level Lean method based on the characteristic activities of BPI.

This is the first study on the Lean approach in the HS that evidences the absence of a robust Lean methodology in the literature. For Lean to be adopted and implemented by hospital practitioners a structured robust method should be provided.

This paper tries to generalize business process improvement (BPI) methodology. It utilizes the seven-waste framework as an essential step in the methodology. While the seven-waste concept is usually applied for manufacturing activities, this paper tries to explore the applicability of it to office-work activities. Also, this paper demonstrates that information technology can be used as a tool for reducing waste in the office-work.

A comprehensive literature review of BPI methodology studies was conducted in order to propose systematic flowcharts to represent the sequence of processes involved in each step of BPI methodology. The proposed flowcharts are applied to a case study in supply chain planning and allocation planning at a manufacturing company. The seven-waste framework is designed as part of the step, in which equivalency between the definition of waste found on the production floor and waste found in office work is presented.

The BPI methodology generally follows five steps: initialization, selection, design, implementation and evaluation. The seven-waste framework is effectively applied in the selection step. The case study shows that information technology can be used as a tool in business process improvement to reduce waste in the business process.

The case study indicates that the proposed framework and methodology are proven able to reduce the three key performance indicators. They are the number of steps from 54 to 24 (55% reduction), processing time from 890 min to 313.5 min (64% reduction) and the number of the manual process from 41 to 17 (59% reduction).

This paper proposes a generalization of BPI methodology, the seven-waste framework in the selection step of the BPI methodology, the seven-waste concept in office-work activity and the use of information technology for BPI by reducing waste in office-work activity.

This is the third in a series of papers aimed at providing models effective in predicting the degree of pain and discomfort in canines. The first two papers provided benchmarking and examination of dogs suffering from osteoarthritis (OA). In this chapter, we extend the study to include dogs suffering from OA, sarcoma, and oral mucositis (a side effect of chemotherapy and radiation treatments). The R programming language and SAS JMP are used to clean data, generate ANOVA, LSR regression, decision tree, and nominal logistic regression models to predict changes in activity levels associated with the progression of arthritis. The predictive models provide a diagnostic basis for determining the degree of disease in a dog (based on demographics and activity levels) and provide forecasts that assist in establishing appropriate medication dosages for suffering dogs.

The last decade has seen much interest in small and medium‐sized enterprises (SMEs) from successive UK Governments highlighting the importance of this sector to the wealth‐creating process of the UK economy. World‐class manufacturing (WCM) is a set of methodologies that are used by organisations to compete globally and continuously improve their competitiveness. Original equipment manufacturers (OEMs) are now competing at a global level and many are world‐class. The majority of the companies that make up the OEM's supply chains are SMEs. It is, therefore, imperative that SMEs also improve their competitiveness to a world‐class level. This paper aims to address these issues.

The paper uses a triangulation methodology consisting of a literature review, analysis of a 150‐company survey and semi‐structured interviews in the development of the business process improvement (BPI) framework and performance assessment methodology (PAM) tool.

This study advocates a planned and integrated approach for the gradual achievement of WCM in SMEs by a strategy of BPI through continuous improvement and structured training.

The work is of value to SMEs since the study encapsulates the requirements of SME management into the BPI framework and considers their critique of present frameworks; hence a practical framework that is honed for SME application.

This paper fulfils an identified need for SMEs to achieve WCM status and offers a novel/practical framework and PAM tool which are timely because the DTI is promulgating the need for SMEs to become world‐class.

This paper aims to present research into the improvement of knowledge‐intensive business processes.

A literature review is conducted that indicates that a gap exists in the area of knowledge‐based business process improvement (KBPI). Sir Karl Popper's theory of objective knowledge is used as a conceptual basis for the design of a business process improvement (BPI) framework. Case studies are conducted to evaluate and further evolve the improvement framework in two different organisations.

Highlights the gap in the literature. Draws attention to the merits of KBPI. Reports on the design of an improvement framework for knowledge‐intensive business processes, and on the lessons learned from the conducted case studies.

Practical and time constraints limit the scope of the case studies. General applicability can be inferred, but not tested, due to the small number of case studies.

A new practical way to achieve performance improvement, that utilises structured tools on intangible organisational assets. The framework can be applied by organisations that run knowledge‐intensive business processes.

This paper addresses a gap in the area of KBPI. It combines concepts from business process management with a robust theory of knowledge to design a practical improvement framework. The paper also contains interesting argumentation supporting the use of Karl Popper's epistemology in BPI and knowledge management.

Much of the evaluative research on groupware in organizations so far has been preoccupied with the role of groupware as a new interaction medium to replace or extend face‐to‐face communication in groups. It has focused on gains and losses from a group interaction point of view, typically disregarding the impact of other functions such as group access, and contribution to information concerning the organization. Attempts to bridge this gap with an action research into the effects of the introduction of an asynchronous groupware system to support business process improvement groups in a service company based in Brazil. The research suggests that improvements in business redesign efficiency and effectiveness can be attained not only from asynchronous groupware support to group communication, but also from public sharing of historical information about previous business process improvement efforts, and by providing a repository of information about business processes which could be candidates for improvement. Concludes with the proposal of an explanatory model, describing the relationship between the introduction of technology, its integration with a business process improvement meta‐process, and its effects on the efficiency and effectiveness of that meta‐process.

The purpose of this paper is to assess the appropriateness of using the 12 previously published material flow simplicity rules (SRs) to shape the successful design and implementation of improvements in a casting company product delivery process (PDP).

The business process improvement (BPI) project described in this case study was actively supported by the UK knowledge transfer partnership initiative. Hence, the outcome in terms of gain in the key performance indicators has been subjected to close and independent scrutiny. The dynamics of process change observed (and displayed on the factory floor) can thereby be exploited as signatures showing actual rates of improvement. It is then straightforward to highlight the qualitative impact of SR relevance to the likely outcomes.

The 12 SRs were originally posited based on published research (particularly by Jay Forrester and Jack Burbidge) and many others. This case study independently tests their detailed application in one specific environment.

None emerged during this case study. Other investigations may subsequently lead to prioritisation of the rules.

On this evidence the 12 material flow SRs are directly relevant and highly effective in the planning and execution of industrial PDP improvement programmes. They provide structure and build confidence during execution of this important task.

The paper has originality and values primarily due to new proven application of a recent published technique for BPI auditing.