Tomas Bata University in Zlín
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Course: Reengineering of Enterprise Processes

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Course title Reengineering of Enterprise Processes
Course code MUPI/2RPPE
Organizational form of instruction Lecture
Level of course Master
Year of study not specified
Semester Winter
Number of ECTS credits 4
Language of instruction English
Status of course unspecified
Form of instruction Face-to-face
Work placements This is not an internship
Recommended optional programme components None
Lecturer(s)
  • Briš Petr, doc. Ing. CSc.
  • Ondra Pavel, Ing.
  • Tuček David, prof. Ing. Ph.D.
Course content
Content of Lectures: (PSW. MOODLE: BPR2018) 1. Process Management - Introduction, reasons for study, the benefits to business practices 2. Management systems - functional and process conception 3. Process-oriented company management system 4. Lean production system, Getting Lean 5. Measuring the performance of business processes, Analysis of business processes 6. I. wave of BPM and its focus on continuous process improvement and 7. II. wave BPM to achieve a radical increase in the organization's performance 8. III. BPM wave leading to the creation of the process- oriented organization and 9. V. BPM wave leading to competitiveness based on the processes and process management software support 10. Relationship between Business Process Management and Business Process Reengineering and certification according to ISO 900X 11. Components of process management and their application in business. Content of Seminars: 1. Introduction - conditions for granting credits, essay outline and scope. 2. Analysis of individual parts of the essay, detailed instructions for its preparation. Introduction to ARIS. 3. Basics of modelling in ARIS - methodology, basic methods, structure of database. 4. Modelling organizational structures using ARIS 5. Fundamentals of process modelling in ARIS, (process landscapes) 6. Creating and editing a FAD model 7. Creating and editing (EPC models) 8. Monitoring and evaluation of models. 9. Separate processing process models according to requirement. Presentations, class exam. 10. Presentations and Evaluation of seminar papers. ARIS - seminars In terms of the subject there is the theoretic knowledge of Business Process Management (BPM) and Business Process Reengineering (BPR) put into practice via working with ARIS Designer. Within the framework of this subject the necessary knowledge has already been gained primary in Reengineering as the perquisite subject. This software presents a complex tool for optimization of business processes. The aim of this course is to convey detailed understanding of the business processes to the students while they are able to draw in and document them in the form of a graphic object. This software product enables an easy definition of processes which pass through all company departments.

Learning activities and teaching methods
Lecturing, Dialogic (Discussion, conversation, brainstorming), Methods for working with texts (Textbook, book)
prerequisite
Knowledge
Student will be able to create complex process model of the organization.
Student will be able to create complex process model of the organization.
learning outcomes
Student will be able to create complex process model of the organization.
Student will be able to create complex process model of the organization.
Output knowledge (the student demonstrates this knowledge) The student knows the basic components of functional and process control, recognizing the differences between them and in their application. The student has knowledge of the basic components of process management for service and manufacturing companies. In addition, the graduate of the course can: - define the basic terminology of the whole subject. - describe the process of building a process-oriented organisation - define the principle of process management - explain the essence of business process classification - express the process of introducing process management as well as the elements of the company's process model - outline and explain the process map - draw and discuss a process environment diagram - use methods for identifying business processes - discuss the "7S" framework of critical success factors of a company - classify according to basic criteria the software tools supporting process management and modelling - draw the process triangle of Edwards and Peppard - interpret Porter's value chain model or Professor Scheer's Y model - explain the Balanced Scorecard value chain - formulate the basic pillars of Total Quality Management - characterise the powers and responsibilities of the process owner - express the structure of a Quality Management System - understand the basic local quality management tools - explain the structure of the ISO 900X standards and certification according to them - divide the ISO 9001 processes (using the criteria table for dividing processes) - evaluate the use of the QS 9000 and VDA standards - analyse the level of the company's orientation towards continuous process improvement - identify the quality loop - calculate total productivity, partial productivity, express standard productivity and productivity index and explain the links between them - interpret customer satisfaction - explain the essence of Business Process Excellence, i.e. competitiveness based mainly on exceptional process mastery
Output knowledge (the student demonstrates this knowledge) The student knows the basic components of functional and process control, recognizing the differences between them and in their application. The student has knowledge of the basic components of process management for service and manufacturing companies. In addition, the graduate of the course can: - define the basic terminology of the whole subject. - describe the process of building a process-oriented organisation - define the principle of process management - explain the essence of business process classification - express the process of introducing process management as well as the elements of the company's process model - outline and explain the process map - draw and discuss a process environment diagram - use methods for identifying business processes - discuss the "7S" framework of critical success factors of a company - classify according to basic criteria the software tools supporting process management and modelling - draw the process triangle of Edwards and Peppard - interpret Porter's value chain model or Professor Scheer's Y model - explain the Balanced Scorecard value chain - formulate the basic pillars of Total Quality Management - characterise the powers and responsibilities of the process owner - express the structure of a Quality Management System - understand the basic local quality management tools - explain the structure of the ISO 900X standards and certification according to them - divide the ISO 9001 processes (using the criteria table for dividing processes) - evaluate the use of the QS 9000 and VDA standards - analyse the level of the company's orientation towards continuous process improvement - identify the quality loop - calculate total productivity, partial productivity, express standard productivity and productivity index and explain the links between them - interpret customer satisfaction - explain the essence of Business Process Excellence, i.e. competitiveness based mainly on exceptional process mastery
Skills
Exit skills (student demonstrates these skills): Create a comprehensive process model of an organization Create a CANVAS model of a company/business. Describe the process flow using the SIPOC method Create a Swimlane process diagram Evaluate the voice of the customer (VOC) Set measurable process performance indicators Operate basic software functionality (ARIS) Utilize process management support software (ARIS) to model business processes Demonstrate the use of process modeling on a practical example of a company from the level of process groups to the level of sub-processes Demonstrate process improvement both in the form of the KAIZEN approach and on the basis of Business Process Reengineering Interpret the basic principles of continuous process improvement Apply the principles of the second wave of BPM to achieve a radical increase in organizational performance Practice the fundamentals of the third wave of BPM leading to a process-oriented organization
Exit skills (student demonstrates these skills): Create a comprehensive process model of an organization Create a CANVAS model of a company/business. Describe the process flow using the SIPOC method Create a Swimlane process diagram Evaluate the voice of the customer (VOC) Set measurable process performance indicators Operate basic software functionality (ARIS) Utilize process management support software (ARIS) to model business processes Demonstrate the use of process modeling on a practical example of a company from the level of process groups to the level of sub-processes Demonstrate process improvement both in the form of the KAIZEN approach and on the basis of Business Process Reengineering Interpret the basic principles of continuous process improvement Apply the principles of the second wave of BPM to achieve a radical increase in organizational performance Practice the fundamentals of the third wave of BPM leading to a process-oriented organization
teaching methods
Knowledge
Dialogic (Discussion, conversation, brainstorming)
Dialogic (Discussion, conversation, brainstorming)
Methods for working with texts (Textbook, book)
Methods for working with texts (Textbook, book)
Lecturing
Lecturing
assessment methods
Written examination
Grade (Using a grade system)
Grade (Using a grade system)
Written examination
Oral examination
Oral examination
Recommended literature
  • CARMONA, J., ENGELS, G., KUMAR. A. Business Process Management Forum. Springer Cham, 2017. ISBN 978-3-319-65015-9.
  • Darnton, G. Business Process Analysis: including architecture, engineering, improvement, management, and maturity. Requirements Analytics, 2012.
  • Davis, B. Managing business analysis services: a framework for sustainable projects and corporate strategy success. Ft. Lauderdale, FL: J. Ross Pub. ISBN 978-160-4270-792.
  • DUMAS, M., LA ROSA, M., MENDLING. J. Fundamentals of Business Process Management. 2018. ISBN 978-3662565087.
  • Friedli, T., Mundt, A., Thomas, S. Strategic management of global manufacturing networks: aligning strategy, configuration, and coordination. Heidelberg: Springer, 2014. ISBN 978-3-642-34184-7.
  • GERTH, Ch. Business process models: change management. Berlin: Springer, 2013. ISBN 978-3-642-38603-9.
  • Goetsch, D. L., Davis, S. Quality management for organizational excellence: introduction to total quality. Upper Saddle River, N.J.: Pearson, 2013. ISBN 978-0-13-287097-9.
  • Hammer, M. and Champy, J.A. Reengineering the corporation: A Manifesto for Business Revolution. Harper Business Books, New York, 1993.
  • Chang, F. J. Business process Management Systems: Strategy and Implementation. CRC Press, E-book, 2016. ISBN 978-1420031362.
  • JESTON, J. Business Process Management: Practical Guidelines to Successful Implementations. Routledge, 2022. ISBN 978-0367771607.
  • Jeston, J.,and Nelis, J. Business process management: practical guidelines to successful implementations. Oxford: Elsevier Butterworth-Heinemann, 2008. ISBN 978-0-7506-8656-3.
  • JESTON, John a Johan NELIS. Business process management: practical guidelines to successful implementations. 2014. ISBN 978-0-415-64176-0.
  • Jost, W., Scheer, A., Abolhassan, W., Kirchmer F. Business Process Excellence. Berlin: Springer-Verlag., 2002. ISBN 3-540-43479-8.
  • Miller, L. M. Getting to Lean - Transformational Change Management. Miller Management Press, 2013. ISBN 9780578121819.
  • Paul Harmon. Business Process Change: A Business Process Management Guide for Managers and Process Professionals. Amsterdam: Elsevier/Morgan Kaufmann. ISBN 978-0128158470.
  • Pullan, P., Archer, J.. Business analysis and leadership: influencing change. Kogan Page, 2013. ISBN 978-0749468620.
  • SHARP, A., Mc. DERMONTT, P. Workflow modeling. London: Artech House, 2001. ISBN 1-58053-021-4.
  • SCHEER, A.W., ABOLHASSAN, F., JOST, W., KIRCHMER, M. Business Process Change Management. ARIS in Practice. Berlin: Springer-Verlag, 2003. ISBN 3-540-00243-X.
  • SCHEER, A.W., KRUPPKE, H., JOST, W., KINDERMANN, H. AGILITY by ARIS Business Process Management. Berlin: Springer-Verlag, 2006. ISBN 3-540-33527-7.
  • Sinur, J., Odell, J., Fingar, P. Business process management: The Next Wawe. Megan-Kiffer Press, 2013. ISBN 978-0929652-22-1.
  • Verma, N. Business Process Management: Profiting from Process. Global India Publications, 2009. ISBN 10-8190794175.
  • VOM BROCKE, Jan a Michael ROSEMANN. Handbook on business process management. Berlin: Springer, 2015. ISBN 978-3-642-45099-0.


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Tomas Bata University in Zlín, date of update: 18.04.2024 23:50.