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The purpose of this paper is to study the effectiveness of combining process mapping and system dynamics (SD) in an organization’s ongoing business process improvement projects.

Norfield Industries, designer and manufacturer of prehung door machinery, used process mapping and SD in a project targeting the improvement of its design document control process. The project team first used process mapping to document its current process and identify potential improvements. The team then developed an SD model to investigate the potential impacts of proposed process changes.

The case study supports the communication and transparency benefits of process mapping reported in earlier studies. Consistent with other case studies using simulation, SD provided useful insights into possible results of proposed process changes.

The findings have limitations with respect to generalizability consistent with the use of a case study methodology.

Organizational managers desiring to include simulation modeling in process improvement efforts have a choice between discrete event simulation and SD. SD may prove able to consume less organizational resources than discrete-event simulation and provide similar benefits related to reducing the risks associated with process changes.

The current case study adds to the existing literature documenting the use of process mapping combined with simulation modeling in process improvement efforts. The case study supports existing literature regarding the value of process mapping in making system processes more transparent. The results also support previous findings regarding the value of SD for simulating the possible results associated with scenarios under consideration for process improvements.

The purpose of this paper is to explore the skill mapping process in a manufacturing organization and to examine its relationship with the select performance indicators, such as quality and defects. This paper also explores the role of the supervisor in the whole process of skill mapping of the blue-collar employees.

The study uses a case-based approach and the company selected is Mahindra and Mahindra Ltd, Swaraj Division, located in Phase 4, Industrial Area, Mohali (Punjab). The qualitative aspect of the paper is based on ten semi-structured interviews of the senior-level managers. These interviews are conducted in order to understand the role of the supervisor in skill mapping process and its relationship with the organizational performance. The quantitative aspect is based on the regression analysis to find out the impact of skill index on select performance indicators.

The results of the study indicate that the role of the supervisor in performance appraisal is very important in the whole process of skill mapping. Swaraj is an example where a robust skill mapping process for blue-collar employees have supported the business in improving the skill of employees and consequently supporting the business to perform well on key deliverables, such as better quality and less defects. The select variables are inter-correlated and variations in the select organizational performance indicators (production and defects) are due to variations in the skill index of the blue-collar employees in the manufacturing organization. The performance indicators of the manufacturing organization in terms of manufacturing defects have declined and also the production has increased, which is a good indicator for the organization.

The present study is of interest to researchers who are trying to understand the system for skill mapping and utilization of appraisal inputs in improving organizational performance.

To the authors’ best knowledge, this paper is one of the first to address the skill mapping process in a manufacturing organization especially for the blue-collar employees.

Examines the problems, and the limitations, of the use of process mapping techniques in the light of sociotechnical experience in systems analysis. To do this, first, the fundamental characteristics of the various process mapping techniques are illustrated, highlighting how these can be characterised by a conception of business processes based on the notion of “technology” which has been developed within modernist organisation theory. Then, the contribution of sociotechnical theory to office work analysis and design is presented, with particular reference to the work of Calvin Pava on the relationship between the method of analysis and the nature of work. Concludes with some reflections on the residual role attributed to social aspects within process mapping and on the problem of artificial rationality and linearity linked to an acritical use of modelling languages.

The purpose of this paper is twofold: to identify and explore the reasons why organisations decide to use process mapping software (PMS) facilities in support of business process management (BPM); and to determine the objectives set by senior management for its introduction, and understand extent to which organisations achieve expected benefits.

This paper uses an exploratory research design and investigates the elements of organisations’ objectives, implementation and evaluation of using PMS. The research data were collected through semi-structured interviews with business managers responsible for the implementation of PMS. The respondent organisations were selected from a range of industries who were using the same software.

The results of the research show that organisations do set objectives for using PMS, relevant to a wide range of business, operational and strategic objectives, dependant on the needs of the organisation. Additionally, the results show that some gain further advantages post-implementation, based on their PMS experience. Regarding explicit evaluation of their investment, organisations attempt this to a very limited extent; whilst recognising a broad a range of “softer” benefits.

This exploratory research has been conducted on a small range of organisations, all using the same software, therefore the results cannot be clearly generalizable. The research suggests organisations are making effective decisions regarding adopting PMS, further research on the evaluating its benefits could support better decision-making in the future.

The practical implications of this research are for decision-makers in organisations recognising and understanding the strategic/operational benefits that could be achieved by implementing a software system for BPM.

Whilst the use of process mapping of organisation’s operations is widespread the benefits achieved by organisations are only partially understood. Knowledge of the strategic impact of BPM is limited, as reported by numerous researchers. This research attempts to explore the context of organisations using such software, and point towards further approaches to its investigation.

The purpose of this paper is to describe an approach to build a quality culture within a higher education institution.

This paper is based on Action research and a Case study.

The authors show the result of the mapped processes of a higher education institution, Management planning and control, Education, Research and Support, and describe how the mapping was performed, working in cross-functional teams. Further on, they discuss the result of the pilot and the plan for implementation.

A process-oriented approach in higher education institutions, with its complexity, creates opportunities for successful quality assurance and control when having an integrated quality assurance system.

We embarked on a case study to explore one organization’s experiences with radical change for the purpose of uncovering how they achieved success. The organization we examined was Honeywell Inc. in Phoenix, Arizona, USA. From the interview data, we were able to devise a set of ten lessons to help others transform successfully. Two important lessons stand out above the rest. First, execution of a carefully developed change plan separates the high performers from less successful BPR projects. Second, recognition that dealing with change is difficult and complicated is not enough. Top management should make change management a top priority and communicate the change vision across the organization.

Business improvement initiatives have benefit for both an organisation’s operational effectiveness and its knowledge acquisition capabilities. These have a synergistic effect upon the ability to gain and maintain competitive advantage. Among the multitude of approaches that can be adopted process mapping (PMapping) is widely used. The purpose of this paper is to examine the utilisation of PMapping for undertaking business process improvement and the resultant acquisition of knowledge among those that are involved in its performance and the subsequent use of process maps (PMaps).

Adopting the notion of " knowledge as knowing " and Activity Theory as the research framework, a four-year Participatory Action Research study of three organisations was conducted. Data were gathered through cyclically developed semi-structured interviews, on-site observation and instantaneously sampled field notes.

It finds that PMapping is a useful technique for conducting business process improvements and acquiring knowledge of organisations and their people. It also finds that PMaps are useful knowledge repositories that have value beyond aiding the development of improved business processes. Socialisation is a key determinant of knowledge coproduction and transfer. This study finds that it occurs in formal and informal modes between individuals engaged in PMapping.

The choice of PMapping technique may have significant influence upon the knowledge that is acquired by individuals and organisations during business process improvement initiatives. Future research should explore the relationship between PMapping methods, their knowledge-generative potential and the usability of the resultant PMaps.

Organisations undertaking business process improvement initiatives should take account of those factors that mediate its undertaking and its knowledge-generative potential. The objectives of improvement initiatives and of specific activities such as PMapping need to be carefully considered. Changes in objectives need clear communication and justification, and the purpose and benefit of such changes must be weighed against the potential detrimental effect that they may have upon the workforce. Inconsiderate goals setting and changing can lead to individuals coming under significant psychological and sociological pressures.

This research furthers the understanding of knowledge acquisition and business process improvement in non-manufacturing environments. It identifies the challenges involved in adopting PMapping as a business improvement tool. It also provides insight into the use of the tool as a technique for fostering knowledge acquisition in individuals.

The purpose of this paper is twofold: first, a case study on applying lean principles in manufacturing operations to redesign and optimize an electronic device assembly process and its impact on performance and second, introducing cardboard prototyping as a Kaizen tool offering a novel approach to testing and simulating improvement scenarios.

The study employs value stream mapping, root cause analysis, and brainstorming tools to identify root causes of poor performance, followed by deploying a Kaizen event to redesign and optimize an electronic device assembly process. Using physical models, bottlenecks and opportunities for improvement were identified by the Kaizen approach at the workstations and assembly lines, enabling the testing of various scenarios and ideas. Changes in lead times, throughput, work in process inventory and assembly performance were analyzed and documented.

Pre- and post-improvement measures are provided to demonstrate the impact of the Kaizen event on the performance of the assembly cell. The study reveals that implementing lean tools and techniques reduced costs and increased throughput by reducing assembly cycle times, manufacturing lead time, space utilization, labor overtime and work-in-process inventory requirements.

This paper adds a new dimension to applying the Kaizen methodology in manufacturing processes by introducing cardboard prototyping, which offers a novel way of testing and simulating different scenarios for improvement. The paper describes the process implementation in detail, including the techniques and data utilized to improve the process.

The purpose of this paper is to report on observations of administrative work processes in two Danish manufacturing companies. The brown paper method was applied in both cases as a visualization technique to map the process flows and to highlight improvement areas. The paper explores the process and discusses drivers as well as barriers for this form of employee involvement in optimization and change programs.

The paper is based on two case studies that illustrate the process of completing a brown paper exercise. Key staff along the process flow, from sales and order entry to the physical delivery of goods, participated in a structured course over a one‐month period.

The paper stresses the importance of collective learning and validation of current practices. One success factor is the ability to create an atmosphere of openness wherein staff are able to speak freely and honestly. This process provides top management with a range of areas to consider for future optimization. Top management commitment is an important factor in driving the process beyond just mapping as the two cases demonstrate.

Important elements in such visualization processes are commitment and support from top management and a common understanding of the terms, techniques, and methods utilized by employees. Spending time discussing the approach and explaining why it is needed as well as providing training is believed to be vital to the success of the process. This paper has relevance for all types of private and public organizations.

The paper underscores the value of involving employees in assessments of existing business performance gaps, explorations of root causes for their existence, and planning activities in order to develop the business.

The paper makes a contribution to a limited number of publications that report on how companies in practice conduct common process mappings in order to identify areas for improvements.

The purpose of this paper is to describe a processing system for 3D dress geometry modelling and texture mapping.

Since the range image and its corresponding texture from one direction could be acquired by areal 3D scanner simultaneously, the texture can be integrated into the range image exactly. In the geometry modelling stage, the graph‐based algorithm is used for multi‐view registration. In order to enhance its robustness, a method for judging bad pairwise registration is proposed based on the computation of two views' overlapping percentage. In order to enrich its completeness, combined the graph analysis with the metaview method is used to deal with the measurement data for local details. In the texture mapping stage, based on grid search structure, the method of solving the Poisson equation for the colour field that best fits the colour gradients can produce a seamlessly textured surface quickly.

Results show that the processing system can provide a 3D textured dress geometry model with no seams and low distortion successfully.

The processing system can provide an accurate 3D dress geometry model, which can be used to modify the further design or virtual try.

A 3D dress geometry model with no seams and low distortion provides the fashion designer with not only the visual effects, but also accurate data used for design modification.