Geschäftsprozesse im Verwaltungs- und Dienstleistungsbereich werden häufig durch den Eingang von Dokumenten angestoßen. Hierfür ist es unerlässlich, dass sie den richtigen Mitarbeiter im Unternehmen oder der Organisation erreichen. Oftmals sind jedoch dem externen Sender die internen Organisationsstrukturen nicht klar, so dass eine zentrale Stelle angeschrieben wird. Diese muss dann das Dokument, basierend auf seinem Inhalt, an die zuständigen Kollegen weiterleiten. Dies kann beträchtlichen personellen Aufwand mit sich bringen. In der Forschungsarbeit wird ein System entwickelt, das diese Aufgabe maschinell erfüllen soll. Hierzu werden verschiedenartige Klassifikationsverfahren erprobt und hinsichtlich ihrer Verlässlichkeit beurteilt. Weiterhin werden Verbesserungen gegenüber gängigen maschinellen Verfahren angestrebt.

Thesis (MPhil (Information Science. Information and Knowledge Management))--Unkiversity of Stellenbosch, 2007. / Quality management, business process engineering and other business management change tools of the late 20th century are often denigrated in knowledge management literature as fads, with no permanent value. Other authors credit these tools with being predecessors of knowledge management. The objective of this assignment is to investigate the origins, theory and practice of some of the process and technology-oriented fads, and to assess the extent to which they build the intellectual capital of the organisation and therefore can be classed as knowledge management tools. The time period covered by the study is 1960 – 1999, with most emphasis on the period 1975 – 1995. This starting point has been selected because it coincides with maturation of business management as a science, evolving from economic and social science theories; wide acceptance of Penrose’s resource-based theories and early proliferation of information systems in business. The end point has been selected because it coincides with expansion of the global network – based on embedded information technologies, the Internet and the World Wide Web; diffusion of on-line, real-time, end-user-controlled computing and the maturity of knowledge management as a discipline. This assignment starts with a study of the historical origins and development of business management theory, including the evolution of business management as a science, the study of organisational behaviour, the development of strategic, environmental, competitive and internal analysis techniques. This is followed by a brief assessment of most important changes in the business environment during the period under review, including the adoption of information technology, and the development of globalisation An overview of several changes in business management in the period surveyed – including strategic management, organisational structure, information orientation, organisational learning, excellence, collaboration and innovation - is followed by more detailed reviews of two of the new methods (fads): quality management and business process reengineering and management. An introduction to intellectual capital, including some approaches to classifying and measuring it, is followed by evidence linking intellectual assets to knowledge resources, and that these resources are managed with knowledge management. This is followed by a presentation of evidence of the contribution of various fads to knowledge and knowledge management, with reference to reference models developed by Skyrme (1999) and Botha and Fouché (2002). By relating intellectual capital to knowledge, the author demonstrates that many of these fads have in fact provided a solid foundation for knowledge management.

Business leaders around the world are expressing equal amounts of excitement and urgency for implementing artificial intelligence (AI) technologies. Yet the upcoming AI revolution is clouded with uncertainties and misconceptions. In this thesis, the business value and application potential of AI were studied in a context of enterprise resource planning (ERP) systems through a case study at a consultancy firm with small- to midsize clients. Three research questions were posed and answered: how can, or do, organizational processes covered by ERP systems benefit from AI, what AI features do customers typically request when ordering ERP systems, and is AI adopted with the purpose of reducing costs or increasing revenue? Using a framework for data analysis, multiple organizational processes covered by ERP systems were explored through interviews with ERP experts. The results indicated that small- and midsize companies were still primarily requesting and working to implement basic, incremental AI with the purpose of reducing costs through automations. Future leaders may instead need to implement AI that fundamentally reinvents their business processes, with the purpose of increasing revenue through augmentations. Overall, while some organizational processes have already been improved with AI solutions, many processes have yet to be AI-powered in the ERP solutions sold by the consultancy firm examined in this study. However, the consultants of the firm express great positivity for the untapped potential of AI, and many further AI solutions are being developed. / Affärsledare världen runt upplever såväl entusiasm som brådska för att implementera artificiell intelligens (AI). Men den kommande AI-revolutionen är fylld av osäkerheter och miss-uppfattningar. I denna uppsats undersöktes det affärsvärde och den användningspotential som AI har i en kontext av affärssystem (enterprise resource planning system, ERP) genom en fallstudie på en konsultfirma med små- och mellanstora kunder. Tre forskningsfrågor ställdes och besvarades: hur kan organisatoriska processer som täcks av affärssystem komma att gynnas av AI, eller hur gynnas de redan, vilken typ av AI efterfrågar kunder när de beställer affärssystem, och införskaffas AI i syftet att minska kostnader eller öka intäkter? Med hjälp av ett ramverk för dataanalys utforskandes ett flertal organisatoriska processer som täcks av affärssystem genom intervjuer med affärssystemsexperter. Resultatet tyder på att små- och mellanstora företag fortfarande primärt efterfrågar och jobbar med enkla, inkrementella AI-utvecklingar, med syftet att minska kostnader genom automatiseringar. Framtida ledare kan istället komma att vilja implementera AI som fundamentalt återuppfinner organisationens affärsprocesser, med syftet att öka inkomsterna genom att göra personalen kraftfullare. På det stora hela har enbart än så länge endast ett mindre antal organisatoriska processer blivit förbättrade med AI-lösningar i de affärssystem som säljs av konsultfirman som undersöktes i denna studie. Företagets konsulter uttrycker dock starkt positivitet för den outnyttjade potentialen som kan hittas i AI, och fler AI-lösningar för affärssystemen håller på att utvecklas.

The theme of this work focuses on the strategies of quality and aims to analyze the influence of the implementation of the Quality Management System in strategic content and business processes of companies. Considering the influence of the Quality Management System on the strategic content and processes of companies was developed with an exploratory descriptive qualitative approach through primary sources. The study focuses on companies located in three Local Productive Arrangements, in the northwestern part of the state of Paraná, belonging to different branches of activities, which are: Local Productive Arrangement Metals toilets Loanda, Local Productive Arrangement Making of Maringa, and Arrangement Local Production of Medical and Dental of Campo Mourao. The results lead to the conclusion that the implementation of quality management system in companies located in clusters in the region northwest of the state of Paraná, specifically Loanda (Metal Health), Maringá (Clothes) and Campo Mourao (Measured Hospital), by putting the Quality Management System, its strategic content (product and market) were affected to a lesser or greater extent and that companies had to define new strategies and shape their processes to suit new forms of management. / O tema deste trabalho incide sobre as estratégias da qualidade e, tem como objetivo analisar a influência da implantação do Sistema de Gestão da Qualidade no conteúdo estratégico e dos processos empresariais de empresas. Tendo em vista a influência do Sistema de Gestão da Qualidade sobre o conteúdo estratégico e nos processos de empresas foi desenvolvida uma pesquisa exploratória descritiva com abordagem qualitativa por meio de fontes primárias. O estudo está centrado em empresas instaladas em três Arranjos Produtivos Local, na região Noroeste do Estado do Paraná, pertencentes a ramos de atividades diferentes, que são: Arranjo Produtivo Local de Metais Sanitários de Loanda, Arranjo Produtivo Local de Confecção de Maringá; e Arranjo Produtivo Local de Equipamentos Médicos e Odontológicos de Campo Mourão. Os resultados obtidos levam a concluir que a implantação do Sistema de Gestão da Qualidade nas empresas instaladas nos APLs da região Noroeste do Estado do Paraná, especificamente de Loanda (Metais Sanitários), Maringá (Confecções) e Campo Mourão (Medido Hospitalar), ao implantarem o Sistema de Gestão da Qualidade, seus conteúdos estratégicos (produto e mercado) foram afetados em menor ou maior escala e que as empresas tiveram que definir novas estratégias, bem como moldar seus processos para se adequarem às novas formas gerenciais.

Made available in DSpace on 2016-06-02T19:51:43Z (GMT). No. of bitstreams: 1 2936.pdf: 3139197 bytes, checksum: 47c057fb07abfb333d482ec541599887 (MD5) Previous issue date: 2010-02-19 / Sugar industries usually deal with several problems in their operations mainly due to the seasonal nature of their production. Furthermore, they also face many administrative difficulties, particularly in issues surrounding labor and manpower hiring. Such occupations require a broad range of abilities, including manual labor jobs and jobs which require skilled technician duties. These factors associated to the stable nature of the sugar cane culture cause huge complications in its cost accounting. The purpose of this work is to examine the use of action research methodology as well as methods and techniques of business processes modeling to identify manpower cost drivers and to support a system development for distribution and allocation automation of these costs within the accounting. / As empresas agrícolas produtoras de cana-de-açúcar lidam normalmente com muitos problemas operacionais devido, acima de tudo, ao caráter sazonal de sua produção. Por outro lado, enfrentam também muitas dificuldades administrativas, principalmente no que se refere à utilização de mão-de-obra. Necessitam de ampla faixa de competências, que vai do mais simples serviço manual à utilização de serviços técnicos especializados. Isso associado ao caráter permanente da cultura de cana-de-açúcar gera enormes complicações na contabilização de seus custos. A proposta deste trabalho consiste em utilizar a metodologia de Pesquisa-ação, juntamente com métodos e técnicas de Modelagem de Processos de Negócios para identificar direcionadores de custos de mão-deobra e apoiar o desenvolvimento de um sistema para automatizar a distribuição e alocação desses custos na contabilidade.

This diploma thesis concerns the possibility of increasing productivity and improving business processes using methods and tools of industrial engineering and systems implementation of lean manufacturing in the company Schwan-STABILO ČR, s.r.o. The concept of lean production is known from the 50 of the last century and was first applied to the Japanese automaker Toyota, which due to its production system (Toyota Production System) was able to produce faster, cheaper and above all to a higher standard than its Western competitors. The main objective of this thesis is an analysis of the current state of the process and drafting of the required state of the process so that waste can be eliminated and productivity increased. With the implementation of lean methods and tools of production has been achieved the following improvements: - reduce the number of operators from the current 9 to shift to 5 operators in the shift, - increase the overall efficiency of facilities by more than 10 %, - reduction of machines from an average of 83 minutes to 22 minutes, - reducing the continuous production period of 59 days (74,14 days that for 15 days), - decreasing of the stock material, semi finished products and finished products from 404 790 pieces to 82 350 pieces.

Submitted by Fabio Sobreira Campos da Costa (fabio.sobreira@ufpe.br) on 2016-10-31T12:26:44Z No. of bitstreams: 2 license_rdf: 1232 bytes, checksum: 66e71c371cc565284e70f40736c94386 (MD5) DISSERTACAO_RAONI_MONTEIRO_DE_OLIVEIRA.pdf: 5342727 bytes, checksum: e90a018631808e7172edd33660941802 (MD5) / Made available in DSpace on 2016-10-31T12:26:44Z (GMT). No. of bitstreams: 2 license_rdf: 1232 bytes, checksum: 66e71c371cc565284e70f40736c94386 (MD5) DISSERTACAO_RAONI_MONTEIRO_DE_OLIVEIRA.pdf: 5342727 bytes, checksum: e90a018631808e7172edd33660941802 (MD5) Previous issue date: 2016-03-03 / Historicamente, o mundo dos negócios tem reconhecido o planejamento da estratégia de negócios, e a seleção de projetos como as responsabilidades dos administradores das empresas, enquanto julgam que o planejamento e a execução dos projetos devem ser realizados pelos gerentes de projeto e suas equipes. Em muitos casos, estes processos não estão alinhados e, como resultado, as organizações podem ter dificuldades em garantir a execução de seus projetos. Em uma pesquisa realizada pela PricewaterhouseCoopers, foi verificado que noventa e sete por cento dos respondentes concorda que o gerenciamento de projetos é crítico para o desempenho do negócio, crescimento e sucesso da organização. No contexto da estratégia de negócios, Business Process Management (BPM) tem sido considerado prioridade para as organizações que querem sobreviver em ambientes de mercados altamente competitivos. Para lidar com estas novas perspectivas globais, as Pequenas e Médias Empresas (PMEs) e/ou as organizações que possuem características similares a estas estão recorrendo a abordagens gerenciais consolidadas, principalmente no âmbito da gestão de projetos e, mais recentemente, da gestão por processos de negócio. Tendo como base o escopo do BPM e da gestão de projetos, este trabalho propõe o Framework de Gestão de Processo e Projeto (GP2). Criado a partir de uma pesquisa-ação e da realização de experimentos em uma organização com características similares a de uma Pequena e Média Empresa (PME), o GP2 baseia-se no Corpo Comum de Conhecimento em BPM (CBOK), bem como no Project Management Body of Knowledge (PMBok), e nos princípios do manifesto ágil, visando a integração destas disciplinas e buscando a aplicabilidade em PMEs. / Historically, the world of business has recognized business strategy planning, and the project selection as the responsibilities governed by senior managers and project planning and execution processes as the activities performed by project managers and their project teams. In many cases, these processes are not aligned; As a result, organizations may fail to tie their projects either to their business strategy, which may cause them to terminate the project or to continue implementing projects that do not contribute to the organization’s goals. In the survey conducted by PricewaterhouseCoopers, it was verified that ninety-seven percent of respondents agree that the project management is critical to business performance, growth and success of the organization. On the other hand, Business Process Management (BPM), has also been considered a priority for organizations that want to survive in the highly competitive market environments. To deal with these new global perspectives, Small and Medium Enterprises (SMEs) are resorting to consolidated management approaches, especially in the context of project management and, more recently, the management of business processes. Based on the scope of BPM and project management, this paper proposes the Framework Process and Project Management (GP2). Created from an action research and of conducting experiments in an organization similar to a small and Medium Enterprise (SMEs), the GP2 is based on the Common Body of Knowledge in BPM (CBOK) as well as in the Project Management Body of Knowledge (PMBOK) in practices, originating of the lean and of the agile project management aiming at merging of these disciplines and seeking applicability in SMEs.

Submitted by Fabio Sobreira Campos da Costa (fabio.sobreira@ufpe.br) on 2016-10-31T12:38:07Z No. of bitstreams: 2 license_rdf: 1232 bytes, checksum: 66e71c371cc565284e70f40736c94386 (MD5) VERSAOFINALDISSERTACAOBRUNOFIGUEIREDO.pdf: 3063476 bytes, checksum: c8babf719687b86ef5dbc4015778c40f (MD5) / Made available in DSpace on 2016-10-31T12:38:07Z (GMT). No. of bitstreams: 2 license_rdf: 1232 bytes, checksum: 66e71c371cc565284e70f40736c94386 (MD5) VERSAOFINALDISSERTACAOBRUNOFIGUEIREDO.pdf: 3063476 bytes, checksum: c8babf719687b86ef5dbc4015778c40f (MD5) Previous issue date: 2016-02-16 / FACEPE / Contexto: Multi Level Autonomic Business Process (MABUP) é uma opção para auxiliar no gerenciamento de processos de negócios autonômicos. Ela considera aspectos relativos à variabilidade, compreensibilidade, escalabilidade e Requisitos Não- Funcionais. Contudo, identificamos algumas limitações para adoção da abordagem MABUP, entre elas a necessidade do desenvolvimento de uma ferramenta de apoio que permita não apenas a modelagem dos processos de negócios com características autonômicas, mas também a sua execução. Objetivo: Portanto, nesta dissertação propomos o desenvolvimento da ferramenta MABUPTool, a partir da extensão do framework Activiti, com o objetivo de auxiliar na adoção e compreensão da abordagem MABUP. Método: Após o desenvolvimento da ferramenta foram feitas duas avaliações experimentais com o objetivo de investigar a adoção da abordagem como sua ferramenta de apoio. Os resultados obtidos são promissores uma vez que os dados indicam que a adoção dos elementos estendidos auxilia a compreensão da abordagem MABUP. Conclusões: Para avaliar a qualidade da ferramenta, uma avaliação de usabilidade foi feita e os resultados indicaram que os quatro fatores analisados (satisfação geral, utilidade do sistema, qualidade da informação e qualidade da interface) foram alcançados com sucesso. / Context: Multi-level Autonomic Business Process (MABUP) approach is an option to manage autonomic business processes, it is considers aspects such as to variability, understandability, scalability and Non-Functional Requirements. However, we have identified several limitations for the adoption of MABUP approach. Among then, the need for a supporting tool, that allows not only the modeling of the business process with autonomic characteristics, but also its execution. Objective: Hence, in this dissertation we propose the development of MABUPTool tool, from the extension of Activiti framework, in order to assist in the adoption and understanding of MABUP approach. Method: After the tool development, some experiments were conducted to assess both the adoption of the MABUP approach and its supporting tool. The results indicate that the adoption extended elements enhances the understanding of MABUP approach. Conclusions: To assess the quality of the tool, a usability evaluation was performed and the results shows that all four factors analyzed (overall satisfaction, system utility, quality of information and interface quality) were successfully achieved.

A Gestão do Ciclo de Vida (LCM) pode ser entendida como uma abordagem para melhorar continuamente o desempenho em sustentabilidade da organização e de seus produtos e serviços por meio da incorporação do pensamento de ciclo de vida nas práticas de negócio. Entretanto, faltam instrumentos de gestão para auxiliar na sua operacionalização e implementação. Nesse sentido cabe destacar as possibilidades advindas da abordagem de Gestão por Processos de Negócio (BPM), que visa a reestruturação e otimização das atividades organizacionais. Este trabalho teve como objetivo identificar e analisar as relações entre essa duas abordagens, verificando as possibilidades de contribuições entre elas. Para isso foi conduzida uma revisão bibliográfica sistemática para identificar as definições e práticas de BPM e LCM, que foram utilizadas para a elaboração de definições de trabalho e para a análise das relações entre as práticas e os processos de negócio. Adicionalmente, foi realizado um estudo bibliométrico para identificar relações entre as duas áreas de pesquisa, a partir do qual é possível afirmar que não há referencial teórico compartilhado entre as duas áreas. Em contrapartida, os resultados da análise de publicações indicam que as práticas de BPM estão relacionadas com os processos de negócio e com o desempenho da organização, e que muitas práticas de LCM estão sendo aplicadas nos processos de negócio, havendo assim uma relação indireta entre as abordagens. Além disso, foram identificadas oportunidades de contribuição relacionados a teoria e prática dessas abordagens: BPM possui um conjunto de práticas para a gestão e melhoria dos processos com base no planejamento estratégico, enquanto LCM possui elementos e práticas que visam a sustentabilidade do ciclo de vida de produtos. / Life cycle management (LCM) is an approach for continuously improve the sustainability performance in organizations and its products through the incorporation of life cycle thinking in business practices. However, there are few management instruments to support this approach. Aiming to meet this demand, the purpose of this study is to analyze the relationship of LCM with Business Process Management, which aims at continuous improvement of organizational activities. A systematic literature review was conduct to identify BPM and LCM definitions and practices, which were used to define BPM and LCM and to analyze the relationship between practices and business process. Additionally, a bibliometric study was conducted to identify relationships between the two areas and its results shows that there are no conceptual framework shared between two. In constrast, the results indicate that BPM practices are related to business processes and organizational performance, and that many LCM practices are being applied into business processes, thus having an indiredt relationship between approaches. In addition, opportunities related to theory and practice are indentified: BPM has a set of practices for the management and improvement of process based on strategic planning, while LCM has elements and practices aimed at sustainability of the life cycle of products.

Affärssystem kan ha en stor betydelse för hur organisationer styrs och organiseras och utgör kärnan för informationshanteringen inom organisationer. Att implementera ett affärssystem i en organisation är en omfattande process. Tidigare forskning omaffärssystem har främst fokuserat på hur organisationer ska gå tillväga för att lyckas med implementeringen. Trots detta är misslyckandegraden för affärssystemsimplementeringar hög och flera vetenskapliga artiklar pekar ut en kunskapslucka inom det som kallas postimplementering. Det som sker efter ett affärssystem tagits i bruk, det vill säga efter “go live” kallas för postimplementering. Postimplementeringen består av tre faser och denna studie fokuserar på den första fasen, stabiliseringsfasen, och det arbete som utförs för att nå ett stabilt läge. Ett stabilt läge kan definieras som att organisationens processer fungerar smidigt och effektivt samt att användarna är trygga ianvändningen av systemet. Utifrån litteraturstudien kunde tre teman tas fram som organisationer arbetar med under stabiliseringsfasen. Dessa var utvärdering, användarutbildning och förändring av affärsprocesser. Med dessa teman som utgångspunkt har intervjuer genomförts för att besvara frågan, ”Hur arbetar organisationer med stabiliseringsfasen underpostimplementeringen?”. Utifrån resultat, analys och diskussion identifierades fyra områden som organisationer arbetar med under stabiliseringsfasen för att nå ett stabiltläge: framtagning av prioritetslistor, utvärdering av användarkompetens, användarutbildning samt utvärdering av affärsprocesser. / ERP systems may have a significant impact on how organizations are managed and organized and they are the core of information management in organizations. Implementing an ERP system in an organization is a comprehensive process. Previous research on ERP has mainly focused on how organizations should proceed to accomplish a successful implementation. Despite this, the failure rate of ERP implementations is high and several scientific articles are pointing out a knowledge gap in what is known as post implementation. Post implementation is what happens after an ERP systemsimplementation. The post implementation stage consists of three phases. This study focuses on the first phase, stabilization, and the work done to achieve a stable position. A stable position can be defined as that the processes in the organization works effectively and smoothly and that the users are confident in using the system.  Based on the literature study, three themes that organizations work with during stabilization were identified. These were evaluation, user training and business processes reengineering. On the basis of these themes, interviews were conducted to answer the question, "How do organizations work with stabilization during the post implementation stage?”. Based on result, analysis and discussion, four areas were identified which organizations work with during the stabilization phase to achieve a stable: development of priority lists, evaluation of user expertise, user training and evaluation of business processes.