Business improvement: Difference between revisions
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'''Improvement of Business Processes''' is one of the forms of improving the functioning of an [[enterprise]], which is based on<ref>Snee,R.D.(2004)</ref>: | '''Improvement of Business Processes''' is one of the forms of improving the functioning of an [[enterprise]], which is based on<ref>Snee,R.D.(2004)</ref>: | ||
* defining the [[strategic goals]] of the [[company]] | * defining the [[strategic goals]] of the [[company]] | ||
| Line 25: | Line 8: | ||
Companies increasingly invest in innovative technological solutions, improve processes, [[organization]], thus trying to gain an advantage over competitors<ref>Cook I. R.(2008)</ref>. | Companies increasingly invest in innovative technological solutions, improve processes, [[organization]], thus trying to gain an advantage over competitors<ref>Cook I. R.(2008)</ref>. | ||
Speaking of improving business processes, we can talk about the relationship between the company's space and the [[behavior]] of people<ref>Hoyt L. M.(2005)</ref>. | Speaking of improving business processes, we can talk about the relationship between the company's space and the [[behavior]] of people<ref>Hoyt L. M.(2005)</ref>. | ||
==Business process improvement== | ==Business process improvement== | ||
'''Business process improvement''' can be explained in terms of<ref>Snee,R.D.(2004)</ref>: | '''Business process improvement''' can be explained in terms of<ref>Snee,R.D.(2004)</ref>: | ||
* [[kaizen]] - continuous change for the better | * [[kaizen]] - continuous change for the better | ||
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Improving business is an important and ongoing process<ref>Hoyt L. M.(2005)</ref>. | Improving business is an important and ongoing process<ref>Hoyt L. M.(2005)</ref>. | ||
It is estimated that the implementation of these processes lasts from 1.5 to 3 years, and the [[risk]] of introducing them is relatively small<ref>Snee,R.D.(2004)</ref>. | It is estimated that the implementation of these processes lasts from 1.5 to 3 years, and the [[risk]] of introducing them is relatively small<ref>Snee,R.D.(2004)</ref>. | ||
{{infobox5|list1={{i5link|a=[[Transformational outsourcing]]}} — {{i5link|a=[[Cost reduction]]}} — {{i5link|a=[[Strategy and information technology]]}} — {{i5link|a=[[Strategic cost management]]}} — {{i5link|a=[[Types of organizational change]]}} — {{i5link|a=[[Innovation management]]}} — {{i5link|a=[[Methods of restructuring]]}} — {{i5link|a=[[Knowledge management system]]}} — {{i5link|a=[[Examples of strengths]]}} }} | |||
==References== | ==References== | ||
* Cook I. R. (2008). | * Cook I. R. (2008). ''[http://nrl.northumbria.ac.uk/4465/1/cook_2008_mobilising_urban_policies_urban_studies.pdf Mobilising Urban Policies: The Policy Transfer of US Business Improvement Districts to England and Wales]''. Department of Social Sciences, Northumbria University, London, Urban Studies, 45 (4), pp. 773-795. | ||
* Hoyt L. M. (2005). ''[http://lorlenehoyt.com/yahoo_site_admin/assets/docs/Hoyt_JPER.40112543.pdf Do Business Improvement District Organizations Make a Difference?]''. Crime In and Around Commercial Areas in Philadelphia, Journal of [[Planning]] [[Education]] and Research 25, pp.185-199. | * Hoyt L. M. (2005). ''[http://lorlenehoyt.com/yahoo_site_admin/assets/docs/Hoyt_JPER.40112543.pdf Do Business Improvement District Organizations Make a Difference?]''. Crime In and Around Commercial Areas in Philadelphia, Journal of [[Planning]] [[Education]] and Research 25, pp.185-199. | ||
* Snee, R. D. (2004). [https://www.researchgate.net/profile/Ron_Snee/publication/245526469_Six_Sigma_The_evolution_of_100_years_of_business_improvement_methodology/links/56216edb08aea35f2681baa4.pdf | * Snee, R. D. (2004). [https://www.researchgate.net/profile/Ron_Snee/publication/245526469_Six_Sigma_The_evolution_of_100_years_of_business_improvement_methodology/links/56216edb08aea35f2681baa4.pdf Six-Sigma: the evolution of 100 years of business improvement methodology]. International Journal of [[Six Sigma]] and [[Competitive advantage|Competitive Advantage]], 1(1), 4-20. | ||
==Footnotes== | ==Footnotes== | ||
<references/> | <references/> | ||
{{a|Daria Ziętara}} | {{a|Daria Ziętara}} | ||
[[Category:Process management]] | [[Category:Process management]] | ||
Latest revision as of 17:42, 17 November 2023
Improvement of Business Processes is one of the forms of improving the functioning of an enterprise, which is based on[1]:
- defining the strategic goals of the company
- defining the company's clients (current and desirable)
- targeting business processes to meet the expectations of customers at the highest level
Improvement is carried out without major changes in the organizational structure of the company and the way it operates[2]. From the very beginning of the company's establishment, the process of its improvement takes place[3]. Companies increasingly invest in innovative technological solutions, improve processes, organization, thus trying to gain an advantage over competitors[4]. Speaking of improving business processes, we can talk about the relationship between the company's space and the behavior of people[5].
Business process improvement
Business process improvement can be explained in terms of[6]:
- kaizen - continuous change for the better
- increasing profits and reducing cost of performing business activities
- production and sales process improvement and development
- better coordination of complex functions
- product innovation and process innovation
- implementing management information system
- shortening the time of work process implementation and quality improvement
- efficient control (data, information, etc.)
- increase in internal and external communication
- employee development (creating evaluation and reward criteria)
- delivering best customer value
- optimization of resources utilization
- decreasing natural environment impact
- implementing changes and adapting to future
Benchmarking
It is also worth mentioning Benchmarking. Benchmarking allows organizations to improve on the basis of learning from the best. It can be effectively used by various types of organizations in all areas of their functioning[7].
Generally, these processes are perceived positively and we can talk about the benefits of using them. Business owners perceive business improvement processes as a mechanism useful to obtain the necessary funds to improve experience and compete successfully against other enterprises[8]. Thanks to the use of processes that improve business, the enterprise brings significant benefits such as showing your more competitive local economy or an improved trading environment[9].
On the other hand, some entrepreneurs are not unconvinced about them "Specifically, skeptics suggest that BIDs are a threat to democratic accountability, create wealth-based inequities in the delivery of services, and negatively impact adjacent residential neighborhoods."(Hoyt L. M., 2005)[10].
Conclusions
Improving business is an important and ongoing process[11]. It is estimated that the implementation of these processes lasts from 1.5 to 3 years, and the risk of introducing them is relatively small[12].
| Business improvement — recommended articles |
| Transformational outsourcing — Cost reduction — Strategy and information technology — Strategic cost management — Types of organizational change — Innovation management — Methods of restructuring — Knowledge management system — Examples of strengths |
References
- Cook I. R. (2008). Mobilising Urban Policies: The Policy Transfer of US Business Improvement Districts to England and Wales. Department of Social Sciences, Northumbria University, London, Urban Studies, 45 (4), pp. 773-795.
- Hoyt L. M. (2005). Do Business Improvement District Organizations Make a Difference?. Crime In and Around Commercial Areas in Philadelphia, Journal of Planning Education and Research 25, pp.185-199.
- Snee, R. D. (2004). Six-Sigma: the evolution of 100 years of business improvement methodology. International Journal of Six Sigma and Competitive Advantage, 1(1), 4-20.
Footnotes
Author: Daria Ziętara
