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Each decision-making involves risk; therefore, risk is a strategic element in management and organization. In terms of risk management, the transformation process in organizations should be aimed at optimizing and improving the most important performance criteria such as cost, quality, flexibility and speed, rather than just as required by legislation. Transformation process has sustainability risks for organizations. ATO transformation process should be well designed. Process also should include clear steps to implement them. Sound and well-designed process will be useful for organizational performance and quality management. The management of the risks of conversion processes is vital for the continuation of operations without interruption. In aviation universities’ approved training organizations (ATOs), each system must be handled and processed separately. Transformation plans should be prepared considering the risks of each system. The purpose of this study is to develop process flowcharts of all systems in sustainable ATO transformation process from risk management perspective.

Flowchart method is useful to identify process risks in organizational system transformation. Flowcharts simplify communication and provide effective analysis of the process. Flowchart enables designing plan which is suitable for aimed results. Flowcharts method provides efficient coding and system analysis and program development phase also serves as a guide while debugging errors. In this study, flowcharts including all stages have been developed for transition to an ATO authorization. With these flowcharts, all elements of the process and the risks, threats and opportunities that may be faced can be proactively identified together. Thus, improvements will be possible to achieve the corporate objectives of the transformation and reorganization process and increase the corporate performance with optimum resource usage.

Flowcharts may contribute to the reorganization and transformation of processes in all aviation academies. In this sense, it provides infrastructure for future studies. New studies can be carried out for the reorganization of all departments in aviation. It is believed that this research will contribute to the aviation management literature. Flowchart is also called as process flowchart or process flow diagram. Flowchart is effective methodology to manage transformation process risk. Owing to clarify each step in transformation process, risks may be managed with timely decision-making by managers. In this research, five fundamental flowcharts have been developed in ATO system. These include all processes in transformation as preparation of manuals, new authority application, competent authority inspections, corrective and preventive actions, revalidation and fees in transformation process and its parts. Presented flowcharts may be useful to identify and manage process risk in initial phase as consent with proactive management style.

This research presents designed flowcharts for ATO transformation risk management process. This research may extend at other departments in aviation universities such as air traffic control, maintenance and management.

As a methodology, flowcharts can be considered as schematic algorithms. The flowchart is a detailed representation of the process to carry out a specific task. In this research, flowcharts have been developed for transformation process stages at ATO authorization. These flowcharts are useful for proactive identification of process elements and their risks – threats and opportunities. Thus, improvements will be possible to achieve the corporate objectives of the transformation and reorganization process and increase the corporate performance with optimum resource usage. Flowcharts may contribute to the reorganization and transformation of processes in all aviation academies. In this sense, it provides infrastructure for future studies. New studies can be carried out for the reorganization of all departments in aviation. It is believed that this research will contribute to the management and strategy literature with engineering.

ATO transformation process risk management has not been studied much in literature. The operational manuals of ATO's management and strategy planning prepare according to both legal regulations and handbooks of aviation authorities which obliged for ATO. It is anticipated that this original study may be useful for determining the risks of transformation processes of flight training departments of civil aviation universities and for good process design. Flowcharts may contribute to the reorganization and transformation of processes in all aviation academies. In this sense, this study provides infrastructure for future studies. New studies can be carried out for the reorganization of all departments in aviation. It is believed that this research will contribute to the aviation management literature. Flowchart is also called as process flowchart or process flow diagram. Flowchart is effective methodology to manage transformation process risk. Owing to clarify each step in transformation process, risks may be managed with timely decision-making by managers. The aviation universities operate with authorization. This research may contribute to their process management and strategy to complete their transformation and transition via risk management. Developed flowcharts present all necessary steps to become authorized as an ATO. This research may serve as a kind of framework guide for other aviation organizations to be used in their transformation/transition process.

Part‐list interference occurs when reading a few items from a previously viewed list interferes with recall of the remaining items. The purpose of this study is to examine if the review of an incomplete flowchart, following the review of a complete narrative, interferes with auditors’ recall and evaluation of internal control information. The potential interaction between auditors’ internal control knowledge and the extent of part‐list interference is also investigated. The results indicate there was a significant interaction between knowledge and part‐list interference, suggesting that interference related to an incomplete flowchart occurred primarily with less knowledgeable auditors. Therefore, higher levels of knowledge may reduce interference when recall cues are organized schematically, as found in flowcharts.

The paper discusses the problem of business process modelling, various techniques which are used to carry out business process modelling and aims to analyse the use of different techniques to find a better solution.

Business process modelling techniques could be divided into two groups, the diagrammatic and tabular techniques. As a representative of diagrammatic techniques, a flowchart is chosen and discussed in detail. A process model could also be developed using the activity table as a representative of tabular techniques. A comparative analysis of the two techniques is consequently carried out. The pros and cons of both techniques were analysed on the two case‐studies – the problems of Sales_Claim and Credit_Card are used as examples to test both techniques.

Based on the comparative analysis, several useful remarks are given as a result of this work. First, both techniques are simple and useful for business processes modelling. Drawing a flowchart is easier than developing an activity table. Second, it was found that the flowchart technique is too flexible and does not possess any mechanism to control gaps which could exist in the process model. On the other hand, the vertical linkage mechanism imposes a strict order on the development of the activity table, which enable the analyst to discover gaps existing in the table. Third, it was found that the visibility of a flowchart is good when the model is relatively small, but it becomes unclear in large models. The activity table is more visible even when the table contains hundreds of activities. The visibility depends on the analyst and his/her experience; many analysts prefer a diagrammatic presentation of processes, whereas other analysts are more tabular‐oriented. Fourth, concerning user involvement, the structure of the activity table requires an active user involvement, because every user (internal entity) occupies a certain column in the table, where the entity's activities are indicated. For this reason, the user is interested in cooperating in defining his/her activities correctly. On the other hand, the user's role in creating a flowchart does not go beyond observation. Business process modelling is a complex and difficult task. Using one technique may result in a model that does not reflect the original business process. For this reason, using a combination of both techniques could produce a process model which represents a true reflection of reality. Thus, it is suggested that because of the strict role imposed by vertical linkage, the analyst starts process modelling by developing the activity table and then continues by transforming the table into a flowchart. Having such a flowchart, which represents a good transformation of the original business process, is essential for successful continuation of business process simulation or other methods for business process improvement or reengineering.

The paper summarises and suggests several useful remarks as a result of this work, which also recommends the possibility of linking the two techniques to develop better business process models.

Training management has critical in developing of civil aviation sector in Turkey. It requires using serious corporate sources for this reason is directly topic of aviation management and strategy.it is also about process management. According to this view, this paper aims to become a guidance to management training for maintenance or training organisations in the aviation sector wishing to obtain the authorisation, given national civil aviation authority (Directorate General of Civil Aviation), of providing type rating trainings that cover the types of aeroplanes including Beech 90 Series, Socata TB Series and Cessna/Reims-Cessna 172/F172 Series.

Aviation training organisations must be managed according to aviation law and regulations. It includes several approval processes about training content. Managers must be organising their resources, and they should get well timely decision made in optimum time. In this study, a flowchart, that is the procedure to follow in accordance with the related aviation regulations, has been developed while taking the opinion of experts and using experience gained from the approval process for the type trainings. This flowchart may gain time to managers in their approval process. It may use as guidance to create optimum flow in their process management.

The purpose of flowchart developed is to shorten the authorisation processes of the relative institutions by eliminating the challenges caused by the excess and complexity of national or international regulations related to the of authorisation of aircraft type rating training.

It is important to gain authority. But more important is to manage the authority as sustainable way in aviation training. Loosing authority in specific field may effect on both corporate reputation and doing aviation business. Anadolu University manages related risk via scientific project during using their authorisation. The results developed as a result of the expert opinions and the experience gained during the aircraft type training authorisation process will contribute to the literature. When considered from this point of view, it is expected for this study to fill an important gap in the literature. It is highly important for the aviation sector in terms of evaluating and interpreting academically such a process for practice, and also raising awareness or providing awareness for similar practices. It may also useful for process management.

The purpose of this paper is to compare the effect of different representations while teaching basic algorithmic concepts to novice programmers.

A learning activity was designed and mediated with two conceptually different learning environments, each one used by a different group. The first group used the learning environment “Visual Flowchart”, which enables the students to construct and examine an algorithm using visual representation based on actual flowchart objects. The second group used the software “Language Interpreter”, which allows the students to express an algorithms using pseudocode.

Analysis of results among the two groups showed no statistically significant differences in the students’ performance with respect to the tool they used to solve the activity, the school stream they followed in high school and their gender.

The lack of difference among the two groups could be attributed to the non‐complicated nature of the given activity. In addition, longitudinal studies of the effect of the different representation in the frame of an introductory first semester academic course in computer science could further validate the results.

Two alternative learning environments aimed to support learning of basic programming skills.

Two alternative learning environments were presented and discussed in detail, aimed to support learning of basic programming skills. The conclusions of the present study are in contrast to the research that has taken place in the past which compared usage of flowcharts and pseudocode to educate novice programmers, and wider adoption of “flowcharts” was depicted.

An article in the Volume 13, Number 2 issue of the Managerial Auditing Journal introduced a comprehensive business process control model that captures the full spectrum of process controls being implemented by world‐class organizations, including value‐adding controls focused on quality, cost and time. The purpose of this article is to demonstrate a new approach to flowcharting business processes which highlights the five broad categories of controls included in the model. This approach clearly shows how the various types of controls interact with process activities and provides a basis for evaluating how effectively these controls contribute to the achievement of business process objectives.

This paper aims to make news as a platform for the libraries to transmit information from the library resources and events to the huge mass of the society. The focus of the study is to design a flowchart of digesting the daily news and interlink them regularly to the library resources and events to build up a chain of development on a topic, enhance the easy promotion of the library resources to the public and offer them easy access to information.

The study is a theoretical explanation from the point of view of increasing the use of news acquired by a library and its resources. Literature on news-clipping service of the libraries, various news-clipping software and the trending online news applications have been studied extensively to ensure a harmonic design of the proposed flowchart.

The findings of the study describe the news digests that are expected as the outcome of the flowchart. The significant features and advantages of the news digests have also been discussed in the study.

The limitation of the study is that the flowchart which has been designed and described in this study is a blueprint. It has not been developed in real and has not been tested. But from the library’s perspective, if the flowchart is developed and implemented in each library, it will maximize the utilization and consumption of information from the news and library resources.

News applications are dynamic and often publish similar or ambiguous news which is difficult for an individual to identify. Moreover, the libraries mostly provide news-clipping service. If the libraries can collect the news and process them in their own way, it can extract the complete and actual information. The libraries can also tag their possessions for complementing each news digest and thus providing the users for accessing an authentic content of information.

To determine the criteria for internal benchmarking candidate processes. Using those criteria, to develop a decision flowchart to employ internal or external benchmarking. To then propose a framework for implementing internal benchmarking in an organization. Finally, to use a case study to apply both the Decision Flowchart and the proposed implementation framework.

The method is theoretical framework design supported by a case study.

The development of a practical flowchart and framework is achieved. This is successfully used in improving a business process thorough an actual case study.

The information is limited to situations where quality programs including benchmarking are used or anticipated. Information is drawn from a single successful case study and existing literature.

Provides a practical prescriptive approach for identifying and applying the quality tool of benchmarking to internal processes.

This provides a new method of evaluating processes for improvement based on the availability of internal knowledge. No such flowchart has been proposed to date. It should be of use to both practitioners and academics by offering a step‐by‐step approach to improving their business processes and profitability.

The paper examines a financial service innovation process, which is referred to as financial product innovation: improvements to existing services. This study conducts a critical analysis of the operational process of opening a Lloyds TSB Student Account at a local branch.

The process of opening a student bank account is documented in a flowchart/flow network, which highlights operational steps and the visibility line between front‐end and backroom staff. This process mapping technique/flowchart allows for the diagnosis and identification of both potential and actual bottlenecks in the existing process, which prevented a quality service encounter for the customer. After outlining these problematic areas/non‐value added activities, the adopted qualitative triangulated methodological approach yields a redesigned flowchart illustrating these changes. Furthermore, this paper proposes a re‐engineered process (i.e. e‐process or virtual process), which removes these bottlenecks systematically.

The results show the increased efficiency, productivity and customer satisfaction levels that are the key to innovation process performance. The study concludes with evidence of non‐financial performance results of this type of financial service innovation.

The study does not quantify the performance of e‐process operations, and it does not examine customer concerns related to complexity, trust security and safety issues. However, it provides useful managerial recommendations for improving the process of opening a student account. Numerous key learning points and invaluable insights gathered during this project are practical contributions both to managers involved in innovation process and researchers interested in this domain.

This paper provides a re‐engineered process which is simpler, more economical and faster than the original process. It presents principles to diagnose appropriate service operation processes for re‐engineering using action mapping programmes and review their innovation performances. Managers will learn new frameworks, diagnostic tools and analysis techniques to better understand and improve their firm's service operations. This study is designed to give service innovation managers and e‐marketers instantaneous and continuous improvement in the quality of their e‐service designs.

One of its contributions lies in increasing the ability of managers to improve their knowledge and skills for responding to the e‐service innovation process. It adds to the growing literature on the innovation process for financial services. While the study answers a number of salient questions, it also produces a stimulus for further investigation of service innovation through the provision of future research directions in this area.

Successful commissioning and startup (CSU) is critical to successful capital project completion. Industrial facility production and operations can also be affected by the level of CSU success. Specifically, transitions between construction, commissioning and startup (CCSU) phases, as well as between project organizations, have been identified as an opportunity for improvement across the industry. The purpose of this paper is to establish and clarify CCSU accountabilities and responsibilities for industrial-type capital projects across these transitions.

This research used a panel of industry practitioners to assist with data collection, review research products and provide industry perspective. The authors used the insight of these CCSU experts to craft new CCSU models. A separate set of industry practitioners was used to validate the findings, and an illustrative case study is also provided. Descriptive analyses and statistics aid the interpretation of research findings.

Substantial research findings include: three novel CCSU project delivery models, a comprehensive CCSU activity flowchart applicable across industrial sectors, and an extensive CCSU RACI (Responsible, Accountable, Consulted and Informed) matrix detailing responsibility and accountability assignments across 60 project functions for all of the 124 CCSU flowchart activities. Four key leadership functions are found to be accountable for most of the CCSU process. A need for frontloading CCSU activities during construction is clearly demonstrated, and the value of administrative activities as enablers of core CCSU activities should not be underestimated.

The findings contribute to a more accurate model of CCSU execution best practices for industrial applications. Specifically, CCSU project delivery models give insight into high-level transition structures between organizations and across phases.

The extensive listing of CCSU activities along with suggested accountability and responsibility assignments for each activity give CCSU managers a starting point for ensuring that important tasks are not left undone during this critical phase of capital projects.

New CCSU models for industrial capital projects presented in this paper (including CCSU project delivery models, activity flowchart and RACI matrix) constitute substantial contributions to the industrial construction body of knowledge. These models provide more comprehensive coverage of CCSU topics than their predecessors, and specifically address activities and issues pertinent to industrial construction. The establishment and clarification of responsibility and accountability assignments are of particular value during this high-transition stage of capital projects.