According to W. Edwards Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, he explains the principles of management transformation and how to apply them.

Out of the Crisis

LNBIP reports state-of-the-art results in areas related to business information systems and industrial application software development – timely, at a high level, and in both printed and electronic form.  The type of material published includes  • Proceedings (published in time for the respective event) • Postproceedings (consisting of thoroughly revised and/or extended final papers) • Other edited monographs (such as, for example, project reports or invited volumes) • Tutorials (coherently integrated collections of lectures given at advanced courses, seminars, schools, etc.) • Award-winning or exceptional theses LNBIP is abstracted/indexed in DBLP, EI and Scopus. LNBIP volumes are also submitted for the inclusion in ISI Proceedings.

Lecture notes in business information processing

Delivering high quality health and social care is considered to be one of the key governance challenges in the UK. People are living longer, and chronic diseases are more prevalent, which puts ever more pressure on health and social services to deliver. In order to better co-ordinate these services and deal with increased demand and funding pressures, authorities at both national and local levels are moving towards integrated care services. However, the integration of these services is plagued with difficulties. This chapter will explore the complexities of joining-up health and social care. It includes a case study of Continuing Healthcare (CHC), which is a package of care provided by the National Health Service (NHS) and which involves a number of providers across the health and social care sectors. While much of the chapter focuses on health and social care challenges in England, it will finish with analysis of Scotland's progress towards integrated services.

What is integrated care

Business Process Management Systems: Strategy and Implementation

The Checklist Manifesto—How to Get Things Right

The process lifecycle systematizes the method of implementing and managing business processes in the organization. Due to changes in the social culture and the availability of technologies, the process lifecycle are also undergoing constant changes. The aim of this article is to analyze the direction of these changes and to propose a new process lifecycle, which would account for the requirements of the knowledge economy. The article presents an overview of relevant literature on managing the process lifecycle. In the second part, it discusses changes to the principles of holding business operations, which are increasingly more limiting with respect to the scope of using traditional process management. In the third part, the article proposes an updated the business process lifecycle, which would adjust the lifecycle to observed business changes and make use of emerging ICT solutions. The proposed process lifecycle guarantees the coherence of the implementation process in KE.

/pdf/evolution-of-the-bpm-lifecycle-15d341i98d.pdf

Evolution of the BPM Lifecycle

The knowledge and process continuum

The aim of the study is to indicate the need for variability in the presentation of clinical pathways, in various phases of their implementation, and to define the forms of presentation of clinical pathways required by physicians in both the Hospital Information Systems (HIS) and Electronic Medical Records (EMR) Systems, as well as the determinants of the selection of the forms of description, in relation to the performed medical actions. The results of the study are a significant lead-in towards further research on the required form of the user interface in systems supporting dynamic business process management (dynamic BPM). The research is a pilot of a survey study, conducted to ascertain the usefulness and feasibility of the adopted methodology, for a wider project on the determinants of the form of description of clinical pathways. An exploratory pilot survey, in a large multi-specialization hospital in Poland, was conducted. The survey sample consisted of 28 purposely selected heads of all hospital departments, and the medical team of the pediatric ward. Descriptive analysis was carried out on the data collected. The results of the study have unambiguously supported the claim that physicians require the form of presentation of clinical pathways to change, depending on the particular phase of the diagnostic–therapeutic process, as well as establishing the main determinants thereof. This pilot study is one of the first attempts to establish the factors determining the choice of clinical pathway presentation in HIS/EMR systems. While not conclusively decisive in terms of the forms of presentation or the determinants of their choice, it indicates the directions of further research, both from the point of view of ergonomics and the usability of HIS/EMR systems, as well as the management of medical knowledge, as part of the dynamic management of clinical pathways.

https://www.mdpi.com/1660-4601/16/15/2638/pdf

A Process-Centered Approach to the Description of Clinical Pathways—Forms and Determinants

As customers demand easier access to individualized products and services, companies now face an ongoing problem of how to deliver flexible and innovative solutions while maintaining efficiency and competitiveness. In this environment, the only sustainable form of competitive advantage rests in the ability to learn faster than the competition (de Geus, 1988). The article returns to the somewhat forgotten concept of the learning organization and explores how its principles can be applied with the use of dynamic business process management (dynamic BPM). Enabling in this concept individual or team-based limited experimentation and providing conditions for learning though experience in the course of performing business processes allows for the constant creation of practical knowledge. This article provides examples of how dynamic BPM facilitates the constant creation and verification of practical knowledge, with the aim of improving and adapting processes to maintain the competitive advantage of the organization.

/pdf/becoming-a-learning-organization-through-dynamic-business-237504pqzx.pdf

Becoming a Learning Organization Through Dynamic Business Process Management

The aim of this article is to present the relationship between the nature of business processes (BPs) and the nature of knowledge used in the course of their execution on the basis of an analysis of the relevance of different dimensions of BPs. The conclusion presented herein points to the inextricable relationship between business process management (BPM) and knowledge management (KM) in the knowledge economy (KE).,The paper is conceptual in nature and is grounded in the theories of BPM and KM.,The article analyses the significance of the changing nature of BPs for particular dimensions of BPs, as well as the relationships between the nature of BPs and the kinds of knowledge used in subsequent stages of the BPM Lifecycle. These relationships, which are primarily tied to the dimensions of BP Unpredictability and Knowledge-intensity, should be taken into account in each element of the BPM ecosystem to a larger degree, the larger the significance of processes which require dynamic management in an organization.,The article is a contribution to the theoretical reflection on the holistic approach to BPM. It expressly points to the inevitable necessity of integration (dynamic) BPM with KM, with the exception of the specific case of traditional BPM, which encompasses structured BPs. This integration requires us to take into account the influence of KM in virtually all of the elements of the BPM ecosystem.,The article points to the necessity of researching the nature of executed and managed BPs as early as in the course of preparing the organization to implement BPM in the KE. The aim is to select and/or adapt implementation methodologies and systems, supporting BPM in the organization to the real BPs nature. The analysis presented in the article on the dimensions of BPs points to the particular significance of the method of adjusting elements of the BPM ecosystem in the execution and analysis and diagnosis stages of the BPM lifecycle.,The article presents an original view of the interrelations between BPM and KM in the knowledge intensive organizations (KIOs) in the KE.

Marek Szelągowski

Papers

Evolution of the BPM Lifecycle

The knowledge and process continuum

A Process-Centered Approach to the Description of Clinical Pathways—Forms and Determinants

Becoming a Learning Organization Through Dynamic Business Process Management

The knowledge and process dimensions