David Tucek, Ph.D., Department of Industrial Engineering and Information Systems, Tomas Bata University Zlin, Mostni 5139, Zlin, 760 01, Czech Republic
Traditional model of management is based on hierarchical decomposition of organizational structure. Company is divided on workroom, union, partitions and every formation of his has independent agenda and his responsibility. However the formations often have tendency create about themselves barrier, especially communications and informatics barrier.
Compared to that, process management is relatively new view of organization that moves activities of many companies. Process organization tries organize and manage the work like comprehensive complex, which is of further distributed on individual sub-processes, which are logically linked.
The problems of Business Process Management (BPM) domesticated already in dictionary of our managers. The components of BPM constitute the complex tools and techniques that can in the marketplace with global competition give to competitive advantage not only for big company, but also for the small and middle company.
When the companies actively use the components of BPM (that I will describe below), then the companies (of any sizes) will be able faster and effectively respond to changes in the marketplace and in business surroundings at all.
It is known; that the BPM is exploited in many line productions, non-productive and tertiary sphere and his conventions pays in the same way in all lines. This statement I can corroborate thanks to my research results (below).
Within the overall context of this research, we have understood the aspects of BPM to mean: a view and standpoint on the problems and issues related to the management of enterprises` processes and this includes such areas as aims, factors, components, support as well as the benefits of BPM itself.
In doing so, we:
A) Discovered to what level Czech manufacturing and production enterprises made use of Process Management on the basis of our investigations into a selected set of responders.
B) Clarified the aims, approaches and procedures which are most important for these Czech enterprises when making use of components of BPM. The comparison of the companies have been done:
· In the manufacturing sphere by five different sector specialisation
· According to size.
C) With a view to deriving a more precise view on BPM components exploitation – through, for Czech enterprises, a comparison of their levels of exploitation of these components and the principles of BPM within the context of enterprises within individual branches/sectors and their size.
D) So as to discover which of these processes were preferred by these enterprises (i.e. whether preference is a pre-determined given for selected groups of processes in the fields of: management (control processes), main (key processes), or support, and I pointed out those process areas where the evaluated enterprises had the greatest lacks (i.e. reserves to be filled).
E) In order to discover to what extent the respondents exploit SW in support of BPM (i.e. Control).
F) So as to evaluate just what benefits they achieve and what barriers production (manufacturing) companies encounter in the course of using BPM.