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"[Penelitian ini membahas mengenai penerapan perbaikan proses bisnis pada salahsatu divisi riset di Bank XYZ untuk aktivitas penyebarluasan laporan hasilanalisis tim atau Economic Report Dissemination. Penulis menerapkan modelrekayasa ulang proses bisnis (Business Process Re-Engineering/BPR) dariMuthu, Whitman et al (1999) yang terdiri dari lima tahapan yakni persiapan,pemetaan proses saat ini, perancangan proses baru, implementasi dan perbaikanberkelanjutan. Dalam memetakan proses bisnis, penulis menggunakan alat bantuflowchart dan kerangka perbaikan proses Baltzan (2014) dalam mengidentifikasimasalah dalam proses saat ini.;This research discuss about the implementation of Business ProcessImprovement (BPI) in XYZ Bank?s research division. The object of this researchis their main activity called Economic Report Dissemination (ERD) which is theprocess to distribute economic report throughout the firm in accordance to itsneeds. This research followed Muthu, Whitman et al (1999) Business ProcessReengineering consolidated model that consist of five steps include preparation,current process mapping, develop new process, implementation and continuousimprovement. The current and to-be process was drawn using flowchart. Toidentify the problem in current process, Baltzan (2014) business processimprovement model was used.;This research discuss about the implementation of Business ProcessImprovement (BPI) in XYZ Bank?s research division. The object of this researchis their main activity called Economic Report Dissemination (ERD) which is theprocess to distribute economic report throughout the firm in accordance to itsneeds. This research followed Muthu, Whitman et al (1999) Business ProcessReengineering consolidated model that consist of five steps include preparation,current process mapping, develop new process, implementation and continuousimprovement. The current and to-be process was drawn using flowchart. Toidentify the problem in current process, Baltzan (2014) business processimprovement model was used., This research discuss about the implementation of Business ProcessImprovement (BPI) in XYZ Bank’s research division. The object of this researchis their main activity called Economic Report Dissemination (ERD) which is theprocess to distribute economic report throughout the firm in accordance to itsneeds. This research followed Muthu, Whitman et al (1999) Business ProcessReengineering consolidated model that consist of five steps include preparation,current process mapping, develop new process, implementation and continuousimprovement. The current and to-be process was drawn using flowchart. Toidentify the problem in current process, Baltzan (2014) business processimprovement model was used.]"

"Sebelum melaksanakan proses perubahan, Pabrik Presto mengalami beberapa masalah dan terkena risiko, baik internal (laporan tidak diinternalisasi, proses di luar kendali, sikap buruk staf) dan eksternal (masalah keriting, masalah kualitas) seperti pada gambar 1.1. Setelah mengalami krisis, Pabrik Preston memutuskan untuk menerapkan formulasi strategi proses baru yang berfokus pada rekonsiliasi kebutuhan pasar dengan sumber daya operasi untuk jangka panjang. Tujuannya adalah untuk mencapai line of fit alignment dimana kebutuhan pasar dan kapabilitas sumber daya sejalan dengan proses perubahan seperti pada gambar 1.2. Proses perubahan dimaksudkan untuk membantu menerapkan perubahan dari perpindahan A ke B dan memahami persyaratan pasar dan sumber daya operasi saat ini dan yang diinginkan sehingga tingkat dan sifat perubahan dapat dinilai

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Before implementing the change process, Presto Plant is experiencing several issues and exposed themselves to risk, internally (reports not being internalised, out of control processes, staff bad attitude) and externally ( the curl problem, quality problems) like in figure 1.1. After experiencing crisis, Preston Plant decided to implement a new process strategy formulation that focus on reconciling market requirements with operation resources for a long term. The goal is to reach the line of fit alignment where the market requirements and resource capability align together with the change process like in figure 1.2. The change process is meant to help implementing change from moving A to B and understand the current and intended market requirements and operation resource so that the extent and nature of the change can be assessed. "

"Every business process in every organization can be made better, more efficient, more flexible and more adaptable to changing needs. Business process improvement (BPI) can drive substantial bottom-line increases, ultimately accelerating the revenue cycle. "The Power of Business-Process Improvement" proves that even sweeping BPI initiatives don't have to be complex, time-consuming projects. This incredibly practical book cuts through lengthy, technical explanations with a 10-step method designed for busy professionals with real-world problems. Starting with simple tools to help the reader develop a process inventory, the book shows how to prioritize and map processes, apply improvement techniques, test new processes and rework them as necessary and implement the changes."

"he book provides an overview of all major useful frameworks (such as LEAN and Six Sigma) without over-investment in one over another, and a unique emphasis on BPM's interrelationship with organizational management, culture and leadership--BPM is about people as much as processes. Its common-sense approach teaches how BPM must be well-integrated across an entire business if it's to be successful: augmented and aligned with other management disciplines. The third edition brings Jeston and Nelis' practicable frameworks and solutions up-to-date with the latest developments in BPM, including the application of the frameworks to value-driven BPM.This new edition includes: 1. Enhanced pedagogy to help students learn and tutors use the book for their classes: now includes learning outcomes, chapter topics, learning objectives, highlighted key points, chapter summaries, critical discussion points and self-test questions; 2. New and revised case studies throughout; 3. New chapters on questions that have become more crucial since the second edition's publication: How should we start--top-down or bottom-up? Should we be customercentric? How does BPM link to today's most pertinent management and technology issues? What are the critical success factors? 4. Due to popular demand, a new and expanded section on IT in BPM; 5. A brand new companion website including slides and assignment answers. Read less"

"Matthias Weske argues that all communities involved need to have a common understanding of the different aspects of business process management. To this end, he details the complete business process lifecycle from the modeling phase to process enactment and improvement, taking into account all different stakeholders involved. After starting with a presentation of general foundations and abstraction models, he explains concepts like process orchestrations and choreographies, as well as process properties and data dependencies. Finally, he presents both traditional and advanced business process management architectures, covering, for example, workflow management systems, service-oriented architectures, and data-driven approaches. In addition, he shows how standards like WfMC, SOAP, WSDL, and BPEL fit into the picture."

"LNBIP 99 and LNBIP 100 together constitute the thoroughly refereed proceedings of 12 international workshops held in Clermont-Ferrand, France, in conjunction with the 9th International Conference on Business Process Management, BPM 2011, in August 2011. The 12 workshops focused on Business Process Design (BPD 2011), Business Process Intelligence (BPI 2011), Business Process Management and Social Software (BPMS2 2011), Cross-Enterprise Collaboration (CEC 2011), Empirical Research in Business Process Management (ER-BPM 2011), Event-Driven Business Process Management (edBPM 2011), Process Model Collections (PMC 2011), Process-Aware Logistics Systems (PALS 2011), Process-Oriented Systems in Healthcare (ProHealth 2011), Reuse in Business Process Management (rBPM 2011), Traceability and Compliance of Semi-Structured Processes (TC4SP 2011), and Workflow Security Audit and Certification (WfSAC 2011). In addition, the proceedings also include the Process Mining Manifesto (as an Open Access Paper), which has been jointly developed by more than 70 scientists, consultants, software vendors, and end-users. LNBIP 99 contains the revised and extended papers from BPD 2011, BPI 2011 (including the Process Mining Manifesto), BPMS2 2011, CEC 2011, ER-BPM 2011, and edBPM 2011."

"LNBIP 99 and LNBIP 100 together constitute the thoroughly refereed proceedings of 12 international workshops held in Clermont-Ferrand, France, in conjunction with the 9th International Conference on Business Process Management, BPM 2011, in August 2011. The 12 workshops focused on Business Process Design (BPD 2011), Business Process Intelligence (BPI 2011), Business Process Management and Social Software (BPMS2 2011), Cross-Enterprise Collaboration (CEC 2011), Empirical Research in Business Process Management (ER-BPM 2011), Event-Driven Business Process Management (edBPM 2011), Process Model Collections (PMC 2011), Process-Aware Logistics Systems (PALS 2011), Process-Oriented Systems in Healthcare (ProHealth 2011), Reuse in Business Process Management (rBPM 2011), Traceability and Compliance of Semi-Structured Processes (TC4SP 2011), and Workflow Security Audit and Certification (WfSAC 2011). In addition, the proceedings also include the Process Mining Manifesto (as an Open Access Paper), which has been jointly developed by more than 70 scientists, consultants, software vendors, and end-users. LNBIP 100 contains the revised and extended papers from PMC 2011, PALS 2011, ProHealth 2011, rBPM 2011, TC4SP 2011, and WfSAC 2011."

"ABSTRAKNama : Martina Ratna UliProgram Studi : Magister ManajemenJudul : Analisis Perbaikan Proses Bisnis Penagihan Biaya Transportasi Studi Kasus : PT X Pembimbing : RR. Ratih Dyah Kusumastuti M.T., Ph.D. Untuk menjadi perusahaan yang memiliki nilai kompetitif, perusahaan harus memastikan bahwa proses bisnis yang dilakukan sudah berjalan secara efisien. Demikian juga halnya dengan yang dilakukan oleh PT X sebagai salah satu perusahaan air mineral dan minuman isotonic di Indonesia. Proses bisnis yang menjadi fokus dalam penelitian ini adalah proses-proses pendukung dalam penagihan biaya transportasi ke PT X, dimana proses ini kerap kali membutuhkan waktu proses yang cukup panjang. Waktu yang panjang ini disebabkan karena dibutuhkannya proses administrasi yang dilakukan secara manual dan kerap kali terjadinya kekeliruan dalam melakukan proses administrasi. Tujuan dari penelitian ini adalah untuk mengidentifikasi proses yang berlangsung saat ini, akar permasalahan yang ada dan juga usulan perbaikan terhadap proses bisnis yang ada. Konsep dari usulan perbaikan ini menerapkan konsep eliminate, simplify, integration dan automation. Sistem yang terintegrasi dan proses yang sudah otomatis akan mengurangi waktu proses bisnis yang pada akhirnya akan dapat meningkatkan nilai kompetitif perusahaan dan juga meningkatkan kepuasan pelanggan maupun transporter. Kata kunci:Business Process Improvement, Supply Chain Management, Proses Penagihan Biaya Transportasi

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ABSTRACTName Martina Ratna UliStudi Program Magister ManajemenTitle Analysis Business Process Improvement for Transportation Cost Invoices Study Case PT X Consuler RR. Ratih Dyah Kusumastuti M.T., Ph.D.To become competitive, every company has to ensure their business processes are done efficiently. PT X, as one of the mineral water and isotonic drink company in Indonesia, also has ambition to do their business processes efficiently. Unfortunately, there rsquo re some prosesess especially for transportation cost invoices that can rsquo t conduct efficiently. Administrative processes are done manually and back and forth between related parties will be resulted in longer waiting time process. The objectives of this research are to identify current business processes, define root cause of unefficient business process and also to propose a business processes improvement. This research use the Business Process Improvement that consist of eliminate, simplify, integration and automation. An integrated system and an automated process will reduce business process time that will ultimately increase the company 39 s competitive value and also increase customers and transporters satisfaction. Keyword Business Process Improvement, Supply Chain Management, Transportation Cost Invoices "

"Qin and Fahringer present a novel workflow language called Abstract Workflow Description Language (AWDL) and the corresponding standards-based, knowledge-enabled tool support, which simplifies the development of scientific workflow applications. AWDL is an XML-based language for describing scientific workflow applications at a high level of abstraction. It is designed in a way that allows users to concentrate on specifying such workflow applications without dealing with either the complexity of distributed computing environments or any specific implementation technology. This research monograph is organized into five parts: overview, programming, optimization, synthesis, and conclusion, and is complemented by an appendix and an extensive reference list."