Business Process Management and Production Systems
Code | Completion | Credits | Range | Language |
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16S1BPM | Z,ZK | 6 | 2P+2C | English |
- Relations:
- In order to register for course 16S1BPM, the student must have registered for course 16S1LM in a previous semester.
- Course guarantor:
- Lecturer:
- Tutor:
- Supervisor:
- Institute of Management Studies
- Synopsis:
- Requirements:
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Requirements on student
Continuous evaluation work of the student during the semester:
This evaluation includes:
Write a seminar paper - in the form of an essay on a selected topic (useful in the focus of the lectures) in terms of a specific organization in order to improve the performance of carefully selected process. The scope of the work is at least 7,000 characters (including spaces), references are required according to ISO 690.
Presentation of the content and main tasks of a seminar paper during semester (from: 12.11.2015 till 7.1.2016).
The deadline to submit the final (written) version of the seminal work: 2.1. 2016.
FINAL evaluation tests, held by oral or written knowledge test.
- Syllabus of lectures:
- Syllabus of tutorials:
- Study Objective:
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The aim of this course
The aim of the course is to provide students with theoretical and practical knowledge of modern specific forms of management - Business Process Management (BPM) and Business Process Reengineering and the relationships between them. At the beginning of study, are explained roots of Business Process Management, the individual developmental waves by world authors (King, Fingar, Smith and others.). Students will gain an overview of the evolution of BPM, the application of which today enables enterprises to realize the very rapid changes and have control over the processes throughout the value chain. Besides the theoretical bases of process management as a precondition for the exercise of management and economic functions in companies, the student should be able to apply the knowledge gained from other, already completed courses in Business economics specialization to business processes.
Students will be provided a basic overview chosen in the area of competitive advantage, productivity measurement and analysis of samples chosen from industrial engineering methods that are an essential part of production systems activity too.
While studying this course students will be acquainted with the characteristics of project, batch and mass production, production (manufacturing) technologies, types of industrial materials and the arrangement of production (manufacturing) in more detail.
II. Course description
Students will be familiarized with the possibilities of practical application of the basic components of process management, which are for example: identify the key (main) processes, process mapping and creation of process maps (business process model) as well as for the evaluation of cost effectiveness of processes and increase their efficiency, and continuously improve processes measuring their performance, information technology as a support of business processes etc.
In particular, attention is paid to the modelling processes. Students will be familiar with the procedures for working with the selected complex software tool for modelling, design and optimization of business processes. Among other visualization methods for mapping processes enable effectively structure and document process knowledge and its users are supported by a number of functionalities, not only for process modelling, as well as giving presentations and creating reports.
Easily and clearly defined methodology in this course conveys to students easily define processes which flows through specialized departments of model company.
The course presents the case studies application of a number of different components of process management in different organizations, manufacturing or services.
Value-added is taken into consideration throughout the whole course.
Further aims include introducing students to production planning, the principles of the „push“ and „pull“ management of production (manufacturing) systems, and the philosophies of Total Quality Management (TQM) and Just in Time (JIT) in the creation of flotilla systems for the integration of the manufacturer's suppliers and its customers.
Other methods (or concepts respectively), which are closely related to the above, are also applied in the framework of APS/SCM systems (Advanced Planning System/Supply Chain Management) like for instance: KANBAN, Manufacturing Resource Planning (MRP II) or Theory of Constraint (and its production solution: Drum- Buffer- Rope).
- Study materials:
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Literature
?Jeston, J., and Nelis, J., 2008.Business process management: practical guidelines to successful implementations. 2nd ed. Oxford: Elsevier Butterworth-Heinemann, ISBN 978-0-7506-8656-3.
?Hammer, M. and Champy, J.A.,1993.Reengineering the corporation: A Manifesto forBusiness Revolution, Harper Business Books, New York.
?Scheer, A.W., Kruppke, H., Jost, W., Kindermann, H., 2006.AGILITY by ARIS Business Process Management. Berlin: Springer-Verlag, 2006. ISBN 3-540-33527-7.
?Sharp, A., Mc. Dermontt, P., 2001.Workflow modeling. London: Artech House. ISBN 1-58053-021-4.
?Jost, W., Scheer, A., Abolhassan, W., Kirchmer F., 2002. Business Process Excellence. Berlin: Springer-Verlag. ISBN 3-540-43479-8.
?Scheer, A.W., Abolhassen, F., Jost, W., Kirchmenr, M., 2003.Business Process Change Management. ARIS in Practice. Berlin: Springer-Verlag. ISBN 3-540-00243-X.
?Miller, L. M., 2013Getting to Lean - TransformationalChange Management. Miller Management Press. ISBN 9780578121819.
?Friedli, T., Mundt, A., Thomas, S., 2014. Strategic management ofglobalmanufacturingnetworks: aligningstrategy, configuration, and coordination. Heidelberg: Springer. ISBN 978-3-642-34184-7.
?Darnton, G., 2012.Business ProcessAnalysis: includingarchitecture, engineering, improvement, management, and maturity. RequirementsAnalytics.
?Pullan, P.,Archer, J., 2013.Business analysis and leadership: influencingchange. KoganPage. ISBN 978-0749468620.
?Davis, B. Managing business analysisservices: a frameworkforsustainableprojects and corporatestrategysuccess. Ft. Lauderdale, FL: J. RossPub. ISBN 978-160-4270-792.
?Goetsch, D. L., Davis, S., 2013. Quality management fororganizational excellence: introduction to totalquality. 7th ed. UpperSaddle River, N.J.: Pearson. ISBN 978-0-13-287097-9.?Dilworth, J., B., Production and operations management. London, McGRAW? Hill, International Editions, 1993. ISBN 0-07-112593-0
?Ohno, T., Toyota production system, Productivity Press, New York, 1988. ISBN978-0-915299-14-0
?Zandin, Kjell. B., Maynard's Industrial Engineering Handbook. New York: McGraw-Hill Companies, 2001. ISBN 0-07-041102-6.
?Christopher, M. Logistics and Supply Chain Management: Strategies for Reducing Cost and Improving Service
- Note:
- Further information:
- No time-table has been prepared for this course
- The course is a part of the following study plans:
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- N-PRI-prez.forma od 15/16 (compulsory course of the branch)