Research Article
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THE CONTRIBUTION OF MODELLING, IMPROVING, MEASURING AND MANAGING BUSINESS PROCESSES TO BUSINESS PRODUCTIVITY: A CASE STUDY

Year 2021, Issue: 59, 91 - 118, 31.08.2021

Doğan Yıldız

https://doi.org/10.18070/erciyesiibd.883798

Abstract

It is very important for companies to be able to manage their business processes for their
success and productvity. The purpose of this study is to provide information about process
improvement studies in an company and its contribution to company productvity. In order to manage
business processes, first of all, business processes should be modeled and necessary improvements
should be made. After the improvements, a cyclical method should be followed continuously, such as
putting performance metrics on the newly formed processes, then measuring the results of these
metrics and evaluating the results and making improvements if necessary in these processes in the
company. Within the scope of this study, ten main processes and fourty two sub-processes under the
management, support and operational process groups in the company were handled and the
improvement studies and metrics in these processes were determined, enabling the company to carry
out its processes more efficiently. In addition, in the findings section of the study, the contributions
to the company with examples within the scope of these process studies were explained and how the
process work carried out was beneficial.

Keywords

Business Process Modeling Process Performance Process Management Process Improvement

References

  • Adesola, S. ve Baine, T. (2005). Developing and Evaluating a Methodology for Business Process Improvement. Business Process Management Journal, 11(1), 37-46.
  • Antony, J. ve Gupta, S. (2018). Top Ten Reasons for Process Improvement Project Failures. International Journal of Lean Six Sigma.
  • Aysolmaz, B., Coşkunçay, A., Demirörs, O. ve Yıldız, A. (2011). Kamuda İş Süreçleri Modelleme: Gereği ve Yararları. 5. Ulusal Yazılım Mühendisliği Sempozyumu UYMS'11.
  • Bandara, W., Indulska, M., Chong, S. ve Sadiq, S. (2007). Major Issues in Business Process Management: An Expert Perspective. European Conference on Information Systems (ECIS), (s. 1240-1251).
  • Barjis, J. (2008). The Importance of Business Process Modeling in Software System Design. Science of Computer Programming, 71(1), 73-87.
  • Brocke, V. J., Theresa, S., Jan, R., Trkman, P., Willem, M. ve Stijen, V. (2014). Ten Principles of Good Business Process Management. Business Process Management Journal, 20(4), 530-548.
  • Chan, P. S. ve Peel, D. (1998). Causes and Impact of Reengineering. Business Process Management Journal, 4, 44-55.
  • EFQM Excellence Model. (2012). Avrupa Kalite Yönetimi Vakfı (European Foundation for Quality Management - EFQM).
  • Hammer, M. (1997). Beyond Reengineering, How the Process-Centered Organization Is Changing Our Work and Our Lives. Harper Collins e-books.
  • Hammer, M. (2020, Mayıs 09). The Process Audit. Harward Business Review: https://hbr.org/2007/04/the-process-audit
  • Hammer, M. ve Champy, J. (1993). Reengineering The Corporation, A Manifesto For Business Revolution. Harper Business.
  • İlisulu, F., Tarhan, A. ve Türetken, O. (Eylül 2015). İş Süreci Olgunluğu İçin Bir Öz-Değerlendirme Aracı. Conference IX. Ulusal Yazılım Mühendisliği Sempozyumu. İzmir.
  • Indulska, M., Recker, J., Rosemann, M. ve Green, P. (June 8-12, 2009). Business Process Modeling: Current Issues and Future Challenges. Advanced Information Systems Egineering, 21 st International Conference, CAISE 2009. Amsterdam.
  • Kalder, T. K. (09 Mayıs 2020). http://www.kalder.org/efqm_mukemmellik_modeli. EFQM Mükemmellik Modeli.
  • Kaygusuz, Y. ve Kaygusuz, S. (2014, Temmuz). Süreç İyileştirmenin İşletme Performansına Etkileri. PARADOKS Ekonomi, Sosyoloji ve Politika Dergisi, 10(2), 31-50.
  • Kılıç, Ş. ve Aydınlı, C. (2015). Sağlık Kurumlarında Süreç Yönetimi Uygulamaları. İşletme Araştırmaları Dergisi, 7(3), 143-172.
  • Ko, R. K., Lee, S. S. ve Lee, E. W. (2009). Business Process Managemnet (BPM) Standards: A Survey. Business Process Managemnet Journal, 15(5), 744-791.
  • Law, C. C. (2019). Managing Enterprise Resource Planning Adoption And Business Processes - A Holistic Approach. Cambridge Scholars Publishing.
  • Leyer, M., Heckl, D. ve Moormann, J. (2015). Process Performance Measurement (Second Edition, Cilt Handbook on Business Process Management 2, Strategic Alignment, Governance, People and Culture). (J. V. Brocke ve M. Rosemann, Dü) Springer.
  • Mans, R. S., Aalst, W. M. ve Vanwersch, R. J. (2015). Process Mining in Healthcare-Evaulating and Exploiting Operational Healthcare Processes. Springer.
  • Mendling, J. ve Reijers, W. (2010). Seven Process Modelling Guidelines (7PMG). Information and Software Technology, 52(2), 127-136.
  • Mertins, K. ve Jochem, R. (1999). Quality-Oriented Design of Business Processes. Springer Science Business Media LLC. Mohapatra, S. (2013). Business Process Reengineering- Automation Decision Points in Process Reengineering. Springer. Object Management Group (OMG) Business Process Maturity Model (BPMM). (2008). Version1.
  • Object Management Group (OMG) Business Process Model and Notation (BPMN). (2011). Version 2.0.
  • Özveri, O., ve Kabak, M., (2016). Süreç Yönetimi Olgunlluk Modelleri ve Bir Organizasyonun ve Süreç Yönetimi Olgunluğunun Değerlendirilmesi, AKÜ İİBF Dergisi, XVIII (1), 101-110.
  • Rosemann, M. ve Brocke, J. V. (2015). The Six Core Elements Of Business Process Management (Second Edition, Cilt Handbook on Business Process management 1, Introduction, Methods and Information Systems). (J. V. Brocke ve M. Rosemann, Dü) Springer.
  • Sarıgül, S. S. ve Oralhan, B. (2016). EFQM Mükemmellik Modeli Ve Mobilya Sektörüne Yönelik Bir Uygulama. Sosyal Ekonomik Araştırmalar Dergisi, 16(31).
  • Scheer, A. W. ve Hoffmann, M. (2015). The Process of Business Process Managemnt. (J. V. Brocke ve M. Rosemann, Dü) Springer.
  • Standardization, I. O. (2019). ISO 9001: 2015 How to use it.
  • Trkman, P. (2010). The Critical Success Factors of Business Process Management. International Journal of Information Management(30), 125-134.
  • Wasana , S., Rosemann, M. ve Guy, G. G. (2002). Measuring Process Modelling Success. E. S. Wrycza (Dü.), 10th European Conference on Information Systems (ECIS 2002), (s. 331-341). Gdansk.
  • Wenhong, L. ve Tung, Y. (1999). A Framework for Selecting Business Process Modeling Methods. Industrial Management and Data Systems, 7, 312-319

İŞ SÜREÇLERİNİN MODELLENMESİ, İYİLEŞTİRİLMESİ, PERFORMANSININ ÖLÇÜLMESİ VE YÖNETİLMESİNİN İŞLETME VERİMLİLİĞİNE KATKISI: BİR UYGULAMA

Year 2021, Issue: 59, 91 - 118, 31.08.2021

Doğan Yıldız

https://doi.org/10.18070/erciyesiibd.883798

Abstract

İşletmelerin iş süreçlerini yönetebilmeleri başarıları ve verimlilikleri için çok önemlidir. Bu
çalışmanın amacı, bir işletmedeki süreç iyileştirme çalışmaları ve işletme verimliliğine yaptığı katkı
ile ilgili bilgiler sunmaktadır. İş süreçlerini yönetebilmek için öncelikle iş süreçlerinin modellenmesi
ve gerekli iyileştirmelerin yapılması gerekmektedir. İyileştirmeler sonrası yeni oluşan süreçler
üzerinden performans metriklerinin konulması, ardından bu metriklerin ölçülerek sonuçlarının
değerlendirilmesi ve işletmedeki ölçüm yapılan bu süreçlerde gerekmesi durumunda iyileştirmelerin
tekrar yapılması şeklinde sürekli olarak döngüsel bir yöntem izlenmelidir. Bu çalışma kapsamında,
bir işletmede yönetim, destek ve operasyonel süreç grupları altında on ana süreç ve altında yer alan
kırk iki alt süreç ele alınmış ve bu süreçlerdeki iyileştirme çalışmaları ile metrikleri belirlenerek
işletmenin süreçlerini daha verimli bir şekilde yürütmesi sağlanmıştır. Ayrıca çalışmanın bulgular
kısmında ise bu süreç çalışmaları kapsamında örnekler ile işletmeye katkıları açıklanarak yapılan
süreç çalışmasının nasıl bir fayda sağladığı aktarılmıştır

Keywords

İş Süreçleri Modelleme Süreç Performansı Süreç Yönetimi Süreç İyileştirme

References

  • Adesola, S. ve Baine, T. (2005). Developing and Evaluating a Methodology for Business Process Improvement. Business Process Management Journal, 11(1), 37-46.
  • Antony, J. ve Gupta, S. (2018). Top Ten Reasons for Process Improvement Project Failures. International Journal of Lean Six Sigma.
  • Aysolmaz, B., Coşkunçay, A., Demirörs, O. ve Yıldız, A. (2011). Kamuda İş Süreçleri Modelleme: Gereği ve Yararları. 5. Ulusal Yazılım Mühendisliği Sempozyumu UYMS'11.
  • Bandara, W., Indulska, M., Chong, S. ve Sadiq, S. (2007). Major Issues in Business Process Management: An Expert Perspective. European Conference on Information Systems (ECIS), (s. 1240-1251).
  • Barjis, J. (2008). The Importance of Business Process Modeling in Software System Design. Science of Computer Programming, 71(1), 73-87.
  • Brocke, V. J., Theresa, S., Jan, R., Trkman, P., Willem, M. ve Stijen, V. (2014). Ten Principles of Good Business Process Management. Business Process Management Journal, 20(4), 530-548.
  • Chan, P. S. ve Peel, D. (1998). Causes and Impact of Reengineering. Business Process Management Journal, 4, 44-55.
  • EFQM Excellence Model. (2012). Avrupa Kalite Yönetimi Vakfı (European Foundation for Quality Management - EFQM).
  • Hammer, M. (1997). Beyond Reengineering, How the Process-Centered Organization Is Changing Our Work and Our Lives. Harper Collins e-books.
  • Hammer, M. (2020, Mayıs 09). The Process Audit. Harward Business Review: https://hbr.org/2007/04/the-process-audit
  • Hammer, M. ve Champy, J. (1993). Reengineering The Corporation, A Manifesto For Business Revolution. Harper Business.
  • İlisulu, F., Tarhan, A. ve Türetken, O. (Eylül 2015). İş Süreci Olgunluğu İçin Bir Öz-Değerlendirme Aracı. Conference IX. Ulusal Yazılım Mühendisliği Sempozyumu. İzmir.
  • Indulska, M., Recker, J., Rosemann, M. ve Green, P. (June 8-12, 2009). Business Process Modeling: Current Issues and Future Challenges. Advanced Information Systems Egineering, 21 st International Conference, CAISE 2009. Amsterdam.
  • Kalder, T. K. (09 Mayıs 2020). http://www.kalder.org/efqm_mukemmellik_modeli. EFQM Mükemmellik Modeli.
  • Kaygusuz, Y. ve Kaygusuz, S. (2014, Temmuz). Süreç İyileştirmenin İşletme Performansına Etkileri. PARADOKS Ekonomi, Sosyoloji ve Politika Dergisi, 10(2), 31-50.
  • Kılıç, Ş. ve Aydınlı, C. (2015). Sağlık Kurumlarında Süreç Yönetimi Uygulamaları. İşletme Araştırmaları Dergisi, 7(3), 143-172.
  • Ko, R. K., Lee, S. S. ve Lee, E. W. (2009). Business Process Managemnet (BPM) Standards: A Survey. Business Process Managemnet Journal, 15(5), 744-791.
  • Law, C. C. (2019). Managing Enterprise Resource Planning Adoption And Business Processes - A Holistic Approach. Cambridge Scholars Publishing.
  • Leyer, M., Heckl, D. ve Moormann, J. (2015). Process Performance Measurement (Second Edition, Cilt Handbook on Business Process Management 2, Strategic Alignment, Governance, People and Culture). (J. V. Brocke ve M. Rosemann, Dü) Springer.
  • Mans, R. S., Aalst, W. M. ve Vanwersch, R. J. (2015). Process Mining in Healthcare-Evaulating and Exploiting Operational Healthcare Processes. Springer.
  • Mendling, J. ve Reijers, W. (2010). Seven Process Modelling Guidelines (7PMG). Information and Software Technology, 52(2), 127-136.
  • Mertins, K. ve Jochem, R. (1999). Quality-Oriented Design of Business Processes. Springer Science Business Media LLC. Mohapatra, S. (2013). Business Process Reengineering- Automation Decision Points in Process Reengineering. Springer. Object Management Group (OMG) Business Process Maturity Model (BPMM). (2008). Version1.
  • Object Management Group (OMG) Business Process Model and Notation (BPMN). (2011). Version 2.0.
  • Özveri, O., ve Kabak, M., (2016). Süreç Yönetimi Olgunlluk Modelleri ve Bir Organizasyonun ve Süreç Yönetimi Olgunluğunun Değerlendirilmesi, AKÜ İİBF Dergisi, XVIII (1), 101-110.
  • Rosemann, M. ve Brocke, J. V. (2015). The Six Core Elements Of Business Process Management (Second Edition, Cilt Handbook on Business Process management 1, Introduction, Methods and Information Systems). (J. V. Brocke ve M. Rosemann, Dü) Springer.
  • Sarıgül, S. S. ve Oralhan, B. (2016). EFQM Mükemmellik Modeli Ve Mobilya Sektörüne Yönelik Bir Uygulama. Sosyal Ekonomik Araştırmalar Dergisi, 16(31).
  • Scheer, A. W. ve Hoffmann, M. (2015). The Process of Business Process Managemnt. (J. V. Brocke ve M. Rosemann, Dü) Springer.
  • Standardization, I. O. (2019). ISO 9001: 2015 How to use it.
  • Trkman, P. (2010). The Critical Success Factors of Business Process Management. International Journal of Information Management(30), 125-134.
  • Wasana , S., Rosemann, M. ve Guy, G. G. (2002). Measuring Process Modelling Success. E. S. Wrycza (Dü.), 10th European Conference on Information Systems (ECIS 2002), (s. 331-341). Gdansk.
  • Wenhong, L. ve Tung, Y. (1999). A Framework for Selecting Business Process Modeling Methods. Industrial Management and Data Systems, 7, 312-319
There are 31 citations in total.

Details

Primary Language Turkish
Journal Section Makaleler
Authors

Doğan Yıldız 0000-0002-0946-7251

Publication Date August 31, 2021
Acceptance Date June 1, 2021
Published in Issue Year 2021 Issue: 59

Cite

APA Yıldız, D. (2021). İŞ SÜREÇLERİNİN MODELLENMESİ, İYİLEŞTİRİLMESİ, PERFORMANSININ ÖLÇÜLMESİ VE YÖNETİLMESİNİN İŞLETME VERİMLİLİĞİNE KATKISI: BİR UYGULAMA. Erciyes Üniversitesi İktisadi Ve İdari Bilimler Fakültesi Dergisi(59), 91-118. https://doi.org/10.18070/erciyesiibd.883798

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