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<span>History</span> </div> </a> <button aria-controls="toc-History-sublist" class="cdx-button cdx-button--weight-quiet cdx-button--icon-only vector-toc-toggle"> <span class="vector-icon mw-ui-icon-wikimedia-expand"></span> <span>Toggle History subsection</span> </button> <ul id="toc-History-sublist" class="vector-toc-list"> <li id="toc-Adam_Smith" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Adam_Smith"> <div class="vector-toc-text"> <span class="vector-toc-numb">2.1</span> <span>Adam Smith</span> </div> </a> <ul id="toc-Adam_Smith-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Frederick_Winslow_Taylor" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Frederick_Winslow_Taylor"> <div class="vector-toc-text"> <span class="vector-toc-numb">2.2</span> <span>Frederick Winslow Taylor</span> </div> </a> <ul id="toc-Frederick_Winslow_Taylor-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Peter_Drucker" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Peter_Drucker"> <div class="vector-toc-text"> <span class="vector-toc-numb">2.3</span> <span>Peter Drucker</span> </div> </a> <ul id="toc-Peter_Drucker-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Other_definitions" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Other_definitions"> <div class="vector-toc-text"> <span class="vector-toc-numb">2.4</span> <span>Other definitions</span> </div> </a> <ul id="toc-Other_definitions-sublist" class="vector-toc-list"> </ul> </li> </ul> </li> <li id="toc-Related_concepts" class="vector-toc-list-item vector-toc-level-1 vector-toc-list-item-expanded"> <a class="vector-toc-link" href="#Related_concepts"> <div class="vector-toc-text"> <span class="vector-toc-numb">3</span> <span>Related concepts</span> </div> </a> <button aria-controls="toc-Related_concepts-sublist" class="cdx-button cdx-button--weight-quiet cdx-button--icon-only vector-toc-toggle"> <span class="vector-icon mw-ui-icon-wikimedia-expand"></span> <span>Toggle Related concepts subsection</span> </button> <ul id="toc-Related_concepts-sublist" class="vector-toc-list"> <li id="toc-Workflow" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Workflow"> <div class="vector-toc-text"> <span class="vector-toc-numb">3.1</span> <span>Workflow</span> </div> </a> <ul id="toc-Workflow-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Business_process_re-engineering" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Business_process_re-engineering"> <div class="vector-toc-text"> <span class="vector-toc-numb">3.2</span> <span>Business process re-engineering</span> </div> </a> <ul id="toc-Business_process_re-engineering-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Business_process_management_(BPM)" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Business_process_management_(BPM)"> <div class="vector-toc-text"> <span class="vector-toc-numb">3.3</span> <span>Business process management (BPM)</span> </div> </a> <ul id="toc-Business_process_management_(BPM)-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Knowledge_management" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Knowledge_management"> <div class="vector-toc-text"> <span class="vector-toc-numb">3.4</span> <span>Knowledge management</span> </div> </a> <ul id="toc-Knowledge_management-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Total_quality_management" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Total_quality_management"> <div class="vector-toc-text"> <span class="vector-toc-numb">3.5</span> <span>Total quality management</span> </div> </a> <ul id="toc-Total_quality_management-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Information_technology_as_an_enabler_for_business_process_management" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Information_technology_as_an_enabler_for_business_process_management"> <div class="vector-toc-text"> <span class="vector-toc-numb">3.6</span> <span>Information technology as an enabler for business process management</span> </div> </a> <ul id="toc-Information_technology_as_an_enabler_for_business_process_management-sublist" class="vector-toc-list"> </ul> </li> </ul> </li> <li id="toc-Importance_of_the_process_chain" class="vector-toc-list-item vector-toc-level-1 vector-toc-list-item-expanded"> <a class="vector-toc-link" href="#Importance_of_the_process_chain"> <div class="vector-toc-text"> <span class="vector-toc-numb">4</span> <span>Importance of the process chain</span> </div> </a> <ul id="toc-Importance_of_the_process_chain-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Policies,_processes_and_procedures" class="vector-toc-list-item vector-toc-level-1 vector-toc-list-item-expanded"> <a class="vector-toc-link" href="#Policies,_processes_and_procedures"> <div class="vector-toc-text"> <span class="vector-toc-numb">5</span> <span>Policies, processes and procedures</span> </div> </a> <ul id="toc-Policies,_processes_and_procedures-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Reporting_as_an_essential_base_for_execution" class="vector-toc-list-item vector-toc-level-1 vector-toc-list-item-expanded"> <a class="vector-toc-link" href="#Reporting_as_an_essential_base_for_execution"> <div class="vector-toc-text"> <span class="vector-toc-numb">6</span> <span>Reporting as an essential base for execution</span> </div> </a> <ul id="toc-Reporting_as_an_essential_base_for_execution-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Supporting_theories_and_concepts" class="vector-toc-list-item vector-toc-level-1 vector-toc-list-item-expanded"> <a class="vector-toc-link" href="#Supporting_theories_and_concepts"> <div class="vector-toc-text"> <span class="vector-toc-numb">7</span> <span>Supporting theories and concepts</span> </div> </a> <button aria-controls="toc-Supporting_theories_and_concepts-sublist" class="cdx-button cdx-button--weight-quiet cdx-button--icon-only vector-toc-toggle"> <span class="vector-icon mw-ui-icon-wikimedia-expand"></span> <span>Toggle Supporting theories and concepts subsection</span> </button> <ul id="toc-Supporting_theories_and_concepts-sublist" class="vector-toc-list"> <li id="toc-Span_of_control" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Span_of_control"> <div class="vector-toc-text"> <span class="vector-toc-numb">7.1</span> <span>Span of control</span> </div> </a> <ul id="toc-Span_of_control-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Information_management_concepts" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Information_management_concepts"> <div class="vector-toc-text"> <span class="vector-toc-numb">7.2</span> <span>Information management concepts</span> </div> </a> <ul id="toc-Information_management_concepts-sublist" class="vector-toc-list"> </ul> </li> </ul> </li> <li id="toc-See_also" class="vector-toc-list-item vector-toc-level-1 vector-toc-list-item-expanded"> <a class="vector-toc-link" href="#See_also"> <div class="vector-toc-text"> <span class="vector-toc-numb">8</span> <span>See also</span> </div> </a> <ul id="toc-See_also-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-References" class="vector-toc-list-item vector-toc-level-1 vector-toc-list-item-expanded"> <a class="vector-toc-link" href="#References"> <div class="vector-toc-text"> <span class="vector-toc-numb">9</span> <span>References</span> </div> </a> <ul id="toc-References-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Further_reading" class="vector-toc-list-item vector-toc-level-1 vector-toc-list-item-expanded"> <a class="vector-toc-link" href="#Further_reading"> <div class="vector-toc-text"> <span class="vector-toc-numb">10</span> <span>Further reading</span> </div> </a> <ul id="toc-Further_reading-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-External_links" class="vector-toc-list-item vector-toc-level-1 vector-toc-list-item-expanded"> <a class="vector-toc-link" href="#External_links"> <div class="vector-toc-text"> <span class="vector-toc-numb">11</span> <span>External links</span> </div> </a> <ul id="toc-External_links-sublist" class="vector-toc-list"> </ul> </li> </ul> </div> </div> </nav> </div> </div> <div class="mw-content-container"> <main id="content" class="mw-body"> <header class="mw-body-header vector-page-titlebar"> <nav aria-label="Contents" class="vector-toc-landmark"> <div id="vector-page-titlebar-toc" class="vector-dropdown vector-page-titlebar-toc vector-button-flush-left" > <input type="checkbox" id="vector-page-titlebar-toc-checkbox" role="button" aria-haspopup="true" data-event-name="ui.dropdown-vector-page-titlebar-toc" class="vector-dropdown-checkbox " aria-label="Toggle the table of contents" > <label id="vector-page-titlebar-toc-label" for="vector-page-titlebar-toc-checkbox" class="vector-dropdown-label cdx-button cdx-button--fake-button cdx-button--fake-button--enabled cdx-button--weight-quiet cdx-button--icon-only " aria-hidden="true" ><span class="vector-icon mw-ui-icon-listBullet mw-ui-icon-wikimedia-listBullet"></span> <span class="vector-dropdown-label-text">Toggle the table of contents</span> </label> <div class="vector-dropdown-content"> <div id="vector-page-titlebar-toc-unpinned-container" class="vector-unpinned-container"> </div> </div> </div> </nav> <h1 id="firstHeading" class="firstHeading mw-first-heading"><span class="mw-page-title-main">Business process</span></h1> <div id="p-lang-btn" class="vector-dropdown mw-portlet mw-portlet-lang" > <input type="checkbox" id="p-lang-btn-checkbox" role="button" aria-haspopup="true" data-event-name="ui.dropdown-p-lang-btn" class="vector-dropdown-checkbox mw-interlanguage-selector" aria-label="Go to an article in another language. Available in 33 languages" > <label id="p-lang-btn-label" for="p-lang-btn-checkbox" class="vector-dropdown-label cdx-button cdx-button--fake-button cdx-button--fake-button--enabled cdx-button--weight-quiet cdx-button--action-progressive mw-portlet-lang-heading-33" aria-hidden="true" ><span class="vector-icon mw-ui-icon-language-progressive mw-ui-icon-wikimedia-language-progressive"></span> <span class="vector-dropdown-label-text">33 languages</span> </label> <div class="vector-dropdown-content"> <div class="vector-menu-content"> <ul class="vector-menu-content-list"> <li class="interlanguage-link interwiki-af mw-list-item"><a href="https://af.wikipedia.org/wiki/Bedryfsproses" title="Bedryfsproses – Afrikaans" lang="af" hreflang="af" data-title="Bedryfsproses" data-language-autonym="Afrikaans" data-language-local-name="Afrikaans" class="interlanguage-link-target"><span>Afrikaans</span></a></li><li class="interlanguage-link interwiki-ar mw-list-item"><a href="https://ar.wikipedia.org/wiki/%D8%B9%D9%85%D9%84%D9%8A%D8%A9_(%D8%A3%D8%B9%D9%85%D8%A7%D9%84)" title="عملية (أعمال) – Arabic" lang="ar" hreflang="ar" data-title="عملية (أعمال)" data-language-autonym="العربية" data-language-local-name="Arabic" class="interlanguage-link-target"><span>العربية</span></a></li><li class="interlanguage-link interwiki-az mw-list-item"><a href="https://az.wikipedia.org/wiki/Biznes_prosesi" title="Biznes prosesi – Azerbaijani" lang="az" hreflang="az" data-title="Biznes prosesi" data-language-autonym="Azərbaycanca" data-language-local-name="Azerbaijani" class="interlanguage-link-target"><span>Azərbaycanca</span></a></li><li class="interlanguage-link interwiki-bn mw-list-item"><a href="https://bn.wikipedia.org/wiki/%E0%A6%AC%E0%A7%8D%E0%A6%AF%E0%A6%AC%E0%A6%B8%E0%A6%BE%E0%A6%AF%E0%A6%BC%E0%A6%BF%E0%A6%95_%E0%A6%AA%E0%A7%8D%E0%A6%B0%E0%A6%95%E0%A7%8D%E0%A6%B0%E0%A6%BF%E0%A6%AF%E0%A6%BC%E0%A6%BE" title="ব্যবসায়িক প্রক্রিয়া – Bangla" lang="bn" hreflang="bn" data-title="ব্যবসায়িক প্রক্রিয়া" data-language-autonym="বাংলা" data-language-local-name="Bangla" class="interlanguage-link-target"><span>বাংলা</span></a></li><li class="interlanguage-link interwiki-bs mw-list-item"><a href="https://bs.wikipedia.org/wiki/Poslovni_proces" title="Poslovni proces – Bosnian" lang="bs" hreflang="bs" data-title="Poslovni proces" data-language-autonym="Bosanski" data-language-local-name="Bosnian" class="interlanguage-link-target"><span>Bosanski</span></a></li><li class="interlanguage-link interwiki-ca mw-list-item"><a href="https://ca.wikipedia.org/wiki/Proc%C3%A9s_de_negoci" title="Procés de negoci – Catalan" lang="ca" hreflang="ca" data-title="Procés de negoci" data-language-autonym="Català" data-language-local-name="Catalan" class="interlanguage-link-target"><span>Català</span></a></li><li class="interlanguage-link interwiki-cs mw-list-item"><a href="https://cs.wikipedia.org/wiki/Podnikov%C3%BD_proces" title="Podnikový proces – Czech" lang="cs" hreflang="cs" data-title="Podnikový proces" data-language-autonym="Čeština" data-language-local-name="Czech" class="interlanguage-link-target"><span>Čeština</span></a></li><li class="interlanguage-link interwiki-da mw-list-item"><a href="https://da.wikipedia.org/wiki/Forretningsproces" title="Forretningsproces – Danish" lang="da" hreflang="da" data-title="Forretningsproces" data-language-autonym="Dansk" data-language-local-name="Danish" class="interlanguage-link-target"><span>Dansk</span></a></li><li class="interlanguage-link interwiki-de mw-list-item"><a href="https://de.wikipedia.org/wiki/Gesch%C3%A4ftsprozess" title="Geschäftsprozess – German" lang="de" hreflang="de" data-title="Geschäftsprozess" data-language-autonym="Deutsch" data-language-local-name="German" class="interlanguage-link-target"><span>Deutsch</span></a></li><li class="interlanguage-link interwiki-et mw-list-item"><a href="https://et.wikipedia.org/wiki/%C3%84riprotsess" title="Äriprotsess – Estonian" lang="et" hreflang="et" data-title="Äriprotsess" data-language-autonym="Eesti" data-language-local-name="Estonian" class="interlanguage-link-target"><span>Eesti</span></a></li><li class="interlanguage-link interwiki-el mw-list-item"><a href="https://el.wikipedia.org/wiki/%CE%95%CF%80%CE%B9%CF%87%CE%B5%CE%B9%CF%81%CE%B7%CF%83%CE%B9%CE%B1%CE%BA%CE%AE_%CE%B4%CE%B9%CE%B5%CF%81%CE%B3%CE%B1%CF%83%CE%AF%CE%B1" title="Επιχειρησιακή διεργασία – Greek" lang="el" hreflang="el" data-title="Επιχειρησιακή διεργασία" data-language-autonym="Ελληνικά" data-language-local-name="Greek" class="interlanguage-link-target"><span>Ελληνικά</span></a></li><li class="interlanguage-link interwiki-es mw-list-item"><a href="https://es.wikipedia.org/wiki/Proceso_de_negocio" title="Proceso de negocio – Spanish" lang="es" hreflang="es" data-title="Proceso de negocio" data-language-autonym="Español" data-language-local-name="Spanish" class="interlanguage-link-target"><span>Español</span></a></li><li class="interlanguage-link interwiki-fa mw-list-item"><a href="https://fa.wikipedia.org/wiki/%D9%81%D8%B1%D8%A7%DB%8C%D9%86%D8%AF_%DA%A9%D8%B3%D8%A8%E2%80%8C%D9%88%DA%A9%D8%A7%D8%B1" title="فرایند کسب‌وکار – Persian" lang="fa" hreflang="fa" data-title="فرایند کسب‌وکار" data-language-autonym="فارسی" data-language-local-name="Persian" class="interlanguage-link-target"><span>فارسی</span></a></li><li class="interlanguage-link interwiki-fr mw-list-item"><a href="https://fr.wikipedia.org/wiki/Processus_d%27affaires" title="Processus d'affaires – French" lang="fr" hreflang="fr" data-title="Processus d'affaires" data-language-autonym="Français" data-language-local-name="French" class="interlanguage-link-target"><span>Français</span></a></li><li class="interlanguage-link interwiki-ko mw-list-item"><a href="https://ko.wikipedia.org/wiki/%EB%B9%84%EC%A6%88%EB%8B%88%EC%8A%A4_%ED%94%84%EB%A1%9C%EC%84%B8%EC%8A%A4" title="비즈니스 프로세스 – Korean" lang="ko" hreflang="ko" data-title="비즈니스 프로세스" data-language-autonym="한국어" data-language-local-name="Korean" class="interlanguage-link-target"><span>한국어</span></a></li><li class="interlanguage-link interwiki-hy mw-list-item"><a href="https://hy.wikipedia.org/wiki/%D4%B2%D5%AB%D5%A6%D5%B6%D5%A5%D5%BD_%D5%A3%D5%B8%D6%80%D5%AE%D5%A8%D5%B6%D5%A9%D5%A1%D6%81" title="Բիզնես գործընթաց – Armenian" lang="hy" hreflang="hy" data-title="Բիզնես գործընթաց" data-language-autonym="Հայերեն" data-language-local-name="Armenian" class="interlanguage-link-target"><span>Հայերեն</span></a></li><li class="interlanguage-link interwiki-id mw-list-item"><a href="https://id.wikipedia.org/wiki/Proses_bisnis" title="Proses bisnis – Indonesian" lang="id" hreflang="id" data-title="Proses bisnis" data-language-autonym="Bahasa Indonesia" data-language-local-name="Indonesian" class="interlanguage-link-target"><span>Bahasa Indonesia</span></a></li><li class="interlanguage-link interwiki-it mw-list-item"><a href="https://it.wikipedia.org/wiki/Processo_aziendale" title="Processo aziendale – Italian" lang="it" hreflang="it" data-title="Processo aziendale" data-language-autonym="Italiano" data-language-local-name="Italian" class="interlanguage-link-target"><span>Italiano</span></a></li><li class="interlanguage-link interwiki-kn mw-list-item"><a href="https://kn.wikipedia.org/wiki/%E0%B2%B5%E0%B3%8D%E0%B2%AF%E0%B2%BE%E0%B2%AA%E0%B2%BE%E0%B2%B0_%E0%B2%AA%E0%B3%8D%E0%B2%B0%E0%B2%95%E0%B3%8D%E0%B2%B0%E0%B2%BF%E0%B2%AF%E0%B3%86" title="ವ್ಯಾಪಾರ ಪ್ರಕ್ರಿಯೆ – Kannada" lang="kn" hreflang="kn" data-title="ವ್ಯಾಪಾರ ಪ್ರಕ್ರಿಯೆ" data-language-autonym="ಕನ್ನಡ" data-language-local-name="Kannada" class="interlanguage-link-target"><span>ಕನ್ನಡ</span></a></li><li class="interlanguage-link interwiki-nl mw-list-item"><a href="https://nl.wikipedia.org/wiki/Bedrijfsproces" title="Bedrijfsproces – Dutch" lang="nl" hreflang="nl" data-title="Bedrijfsproces" data-language-autonym="Nederlands" data-language-local-name="Dutch" class="interlanguage-link-target"><span>Nederlands</span></a></li><li class="interlanguage-link interwiki-ja mw-list-item"><a href="https://ja.wikipedia.org/wiki/%E3%83%93%E3%82%B8%E3%83%8D%E3%82%B9%E3%83%97%E3%83%AD%E3%82%BB%E3%82%B9" title="ビジネスプロセス – Japanese" lang="ja" hreflang="ja" data-title="ビジネスプロセス" data-language-autonym="日本語" data-language-local-name="Japanese" class="interlanguage-link-target"><span>日本語</span></a></li><li class="interlanguage-link interwiki-no mw-list-item"><a href="https://no.wikipedia.org/wiki/Forretningsprosess" title="Forretningsprosess – Norwegian Bokmål" lang="nb" hreflang="nb" data-title="Forretningsprosess" data-language-autonym="Norsk bokmål" data-language-local-name="Norwegian Bokmål" class="interlanguage-link-target"><span>Norsk bokmål</span></a></li><li class="interlanguage-link interwiki-pl mw-list-item"><a href="https://pl.wikipedia.org/wiki/Proces_biznesowy" title="Proces biznesowy – Polish" lang="pl" hreflang="pl" data-title="Proces biznesowy" data-language-autonym="Polski" data-language-local-name="Polish" class="interlanguage-link-target"><span>Polski</span></a></li><li class="interlanguage-link interwiki-pt mw-list-item"><a href="https://pt.wikipedia.org/wiki/Processo_de_neg%C3%B3cio" title="Processo de negócio – Portuguese" lang="pt" hreflang="pt" data-title="Processo de negócio" data-language-autonym="Português" data-language-local-name="Portuguese" class="interlanguage-link-target"><span>Português</span></a></li><li class="interlanguage-link interwiki-ro mw-list-item"><a href="https://ro.wikipedia.org/wiki/Procesul_de_afaceri" title="Procesul de afaceri – Romanian" lang="ro" hreflang="ro" data-title="Procesul de afaceri" data-language-autonym="Română" data-language-local-name="Romanian" class="interlanguage-link-target"><span>Română</span></a></li><li class="interlanguage-link interwiki-ru mw-list-item"><a href="https://ru.wikipedia.org/wiki/%D0%91%D0%B8%D0%B7%D0%BD%D0%B5%D1%81-%D0%BF%D1%80%D0%BE%D1%86%D0%B5%D1%81%D1%81" title="Бизнес-процесс – Russian" lang="ru" hreflang="ru" data-title="Бизнес-процесс" data-language-autonym="Русский" data-language-local-name="Russian" class="interlanguage-link-target"><span>Русский</span></a></li><li class="interlanguage-link interwiki-sr mw-list-item"><a href="https://sr.wikipedia.org/wiki/%D0%9F%D0%BE%D1%81%D0%BB%D0%BE%D0%B2%D0%BD%D0%B8_%D0%BF%D1%80%D0%BE%D1%86%D0%B5%D1%81" title="Пословни процес – Serbian" lang="sr" hreflang="sr" data-title="Пословни процес" data-language-autonym="Српски / srpski" data-language-local-name="Serbian" class="interlanguage-link-target"><span>Српски / srpski</span></a></li><li class="interlanguage-link interwiki-fi mw-list-item"><a href="https://fi.wikipedia.org/wiki/Liiketoimintaprosessi" title="Liiketoimintaprosessi – Finnish" lang="fi" hreflang="fi" data-title="Liiketoimintaprosessi" data-language-autonym="Suomi" data-language-local-name="Finnish" class="interlanguage-link-target"><span>Suomi</span></a></li><li class="interlanguage-link interwiki-sv mw-list-item"><a href="https://sv.wikipedia.org/wiki/Process_(organisation)" title="Process (organisation) – Swedish" lang="sv" hreflang="sv" data-title="Process (organisation)" data-language-autonym="Svenska" data-language-local-name="Swedish" class="interlanguage-link-target"><span>Svenska</span></a></li><li class="interlanguage-link interwiki-ta mw-list-item"><a href="https://ta.wikipedia.org/wiki/%E0%AE%B5%E0%AE%A3%E0%AE%BF%E0%AE%95_%E0%AE%9A%E0%AF%86%E0%AE%AF%E0%AE%B2%E0%AE%BE%E0%AE%95%E0%AF%8D%E0%AE%95%E0%AE%AE%E0%AF%8D" title="வணிக செயலாக்கம் – Tamil" lang="ta" hreflang="ta" data-title="வணிக செயலாக்கம்" data-language-autonym="தமிழ்" data-language-local-name="Tamil" class="interlanguage-link-target"><span>தமிழ்</span></a></li><li class="interlanguage-link interwiki-tr mw-list-item"><a href="https://tr.wikipedia.org/wiki/%C4%B0%C5%9F_s%C3%BCreci" title="İş süreci – Turkish" lang="tr" hreflang="tr" data-title="İş süreci" data-language-autonym="Türkçe" data-language-local-name="Turkish" class="interlanguage-link-target"><span>Türkçe</span></a></li><li class="interlanguage-link interwiki-uk mw-list-item"><a href="https://uk.wikipedia.org/wiki/%D0%91%D1%96%D0%B7%D0%BD%D0%B5%D1%81-%D0%BF%D1%80%D0%BE%D1%86%D0%B5%D1%81" title="Бізнес-процес – Ukrainian" lang="uk" hreflang="uk" data-title="Бізнес-процес" data-language-autonym="Українська" data-language-local-name="Ukrainian" class="interlanguage-link-target"><span>Українська</span></a></li><li class="interlanguage-link interwiki-zh mw-list-item"><a href="https://zh.wikipedia.org/wiki/%E4%B8%9A%E5%8A%A1%E8%BF%87%E7%A8%8B" title="业务过程 – Chinese" lang="zh" hreflang="zh" data-title="业务过程" data-language-autonym="中文" data-language-local-name="Chinese" class="interlanguage-link-target"><span>中文</span></a></li> </ul> <div class="after-portlet after-portlet-lang"><span class="wb-langlinks-edit wb-langlinks-link"><a href="https://www.wikidata.org/wiki/Special:EntityPage/Q851587#sitelinks-wikipedia" title="Edit interlanguage links" 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committee</a></li></ul></div></div></td> </tr><tr><td class="sidebar-content"> <div class="sidebar-list mw-collapsible mw-collapsed"><div class="sidebar-list-title" style="text-align: center;;color: var(--color-base)"><a href="/wiki/Corporate_law" title="Corporate law">Corporate law</a></div><div class="sidebar-list-content mw-collapsible-content"> <ul><li><a href="/wiki/Commercial_law" title="Commercial law">Commercial law</a></li> <li><a href="/wiki/Constitutional_documents" title="Constitutional documents">Constitutional documents</a></li> <li><a href="/wiki/Contract" title="Contract">Contract</a></li> <li><a href="/wiki/Corporate_crime" title="Corporate crime">Corporate crime</a></li> <li><a href="/wiki/Corporate_liability" title="Corporate liability">Corporate liability</a></li> <li><a href="/wiki/Insolvency_law" class="mw-redirect" title="Insolvency law">Insolvency law</a></li> <li><a href="/wiki/International_trade_law" title="International trade law">International trade 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title="Knowledge economy">Knowledge economy</a></li> <li><a href="/wiki/Microeconomics" title="Microeconomics">Microeconomics</a></li> <li><a href="/wiki/Macroeconomics" title="Macroeconomics">Macroeconomics</a></li> <li><a href="/wiki/Economic_development" title="Economic development">Economic development</a></li> <li><a href="/wiki/Economic_statistics" title="Economic statistics">Economic statistics</a></li></ul></div></div></td> </tr><tr><td class="sidebar-content"> <div class="sidebar-list mw-collapsible mw-collapsed"><div class="sidebar-list-title" style="text-align: center;;color: var(--color-base)">Finance</div><div class="sidebar-list-content mw-collapsible-content"> <ul><li><a href="/wiki/Financial_statement" title="Financial statement">Financial statement</a></li> <li><a href="/wiki/Insurance" title="Insurance">Insurance</a></li> <li><a href="/wiki/Factoring_(finance)" title="Factoring (finance)">Factoring</a></li> <li><a href="/wiki/Cash_conversion_cycle" title="Cash 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management">Brand</a></li> <li><a href="/wiki/Business_intelligence" title="Business intelligence">Business intelligence</a></li> <li><a href="/wiki/Business_development" title="Business development">Business development</a></li> <li><a href="/wiki/Capacity_management" title="Capacity management">Capacity</a></li> <li><a href="/wiki/Capability_management_in_business" title="Capability management in business">Capability</a></li> <li><a href="/wiki/Change_management" title="Change management">Change</a> <ul><li><a href="/wiki/Innovation_management" title="Innovation management">innovation</a></li></ul></li> <li><a href="/wiki/Commercial_management" title="Commercial management">Commercial</a> <ul><li><a href="/wiki/Marketing_management" title="Marketing management">Marketing</a></li></ul></li> <li><a href="/wiki/Communications_management" title="Communications management">Communications</a></li> <li><a href="/wiki/Configuration_management" title="Configuration 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services">services</a></li></ul></li> <li><a href="/wiki/Performance_management" class="mw-redirect" title="Performance management">Performance</a></li> <li><a href="/wiki/Power_management" title="Power management">Power</a></li> <li><a href="/wiki/Business_process_management" title="Business process management">Process</a></li> <li><a href="/wiki/Product_life-cycle_management" class="mw-redirect" title="Product life-cycle management">Product life-cycle</a></li> <li><a href="/wiki/Product_management" title="Product management">Product</a></li> <li><a href="/wiki/Project_management" title="Project management">Project</a></li> <li><a href="/wiki/Property_management" title="Property management">Property</a></li> <li><a href="/wiki/Quality_management" title="Quality management">Quality</a></li> <li><a href="/wiki/Records_management" title="Records management">Records</a></li> <li><a href="/wiki/Resource_management" title="Resource management">Resource</a></li> <li><a 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class="sidebar-content"> <div class="sidebar-list mw-collapsible mw-collapsed"><div class="sidebar-list-title" style="text-align: center;;color: var(--color-base)">Organization</div><div class="sidebar-list-content mw-collapsible-content"> <ul><li><a href="/wiki/Organizational_architecture" title="Organizational architecture">Architecture</a></li> <li><a href="/wiki/Organizational_behavior" title="Organizational behavior">Behavior</a></li> <li><a href="/wiki/Organizational_communication" title="Organizational communication">Communication</a></li> <li><a href="/wiki/Organizational_culture" title="Organizational culture">Culture</a></li> <li><a href="/wiki/Organizational_conflict" title="Organizational conflict">Conflict</a></li> <li><a href="/wiki/Organization_development" title="Organization development">Development</a></li> <li><a href="/wiki/Organizational_engineering" title="Organizational engineering">Engineering</a></li> <li><a href="/wiki/Hierarchical_organization" title="Hierarchical organization">Hierarchy</a></li> <li><a href="/wiki/Organizational_patterns" title="Organizational patterns">Patterns</a></li> <li><a href="/wiki/Organizational_space" title="Organizational space">Space</a></li> <li><a href="/wiki/Organizational_structure" title="Organizational structure">Structure</a></li></ul></div></div></td> </tr><tr><td class="sidebar-content"> <div class="sidebar-list mw-collapsible mw-collapsed"><div class="sidebar-list-title" style="text-align: center;;color: var(--color-base)"><a href="/wiki/Trade" title="Trade">Trade</a></div><div class="sidebar-list-content mw-collapsible-content"> <ul><li><a href="/wiki/Business_analysis" title="Business analysis">Business analysis</a></li> <li><a href="/wiki/Business_ethics" title="Business ethics">Business ethics</a></li> <li><a href="/wiki/Business_plan" title="Business plan">Business plan</a></li> <li><a href="/wiki/Business_judgment_rule" title="Business judgment rule">Business judgment rule</a></li> <li><a href="/wiki/Consumer_behaviour" title="Consumer behaviour">Consumer behaviour</a></li> <li><a href="/wiki/Business_operations" title="Business operations">Business operations</a></li> <li><a href="/wiki/International_business" title="International business">International business</a></li> <li><a href="/wiki/Business_model" title="Business model">Business model</a></li> <li><a href="/wiki/International_trade" title="International trade">International trade</a> <ul><li><a href="/wiki/Trade_route" title="Trade route">Trade route</a></li></ul></li> <li><a class="mw-selflink selflink">Business process</a></li> <li><a href="/wiki/Business_statistics" class="mw-redirect" title="Business statistics">Business statistics</a></li></ul></div></div></td> </tr><tr><td class="sidebar-below"> <ul><li><span class="nowrap"><span class="noviewer" typeof="mw:File"><a href="/wiki/File:Emblem-money.svg" class="mw-file-description"><img alt="icon" src="//upload.wikimedia.org/wikipedia/commons/thumb/f/f3/Emblem-money.svg/16px-Emblem-money.svg.png" decoding="async" width="16" height="16" class="mw-file-element" srcset="//upload.wikimedia.org/wikipedia/commons/thumb/f/f3/Emblem-money.svg/24px-Emblem-money.svg.png 1.5x, //upload.wikimedia.org/wikipedia/commons/thumb/f/f3/Emblem-money.svg/32px-Emblem-money.svg.png 2x" data-file-width="48" data-file-height="48" /></a></span> </span><a href="/wiki/Portal:Business_and_economics" class="mw-redirect" title="Portal:Business and economics">Business and economics portal</a></li></ul></td></tr><tr><td class="sidebar-navbar"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1129693374"><style data-mw-deduplicate="TemplateStyles:r1239400231">.mw-parser-output .navbar{display:inline;font-size:88%;font-weight:normal}.mw-parser-output .navbar-collapse{float:left;text-align:left}.mw-parser-output .navbar-boxtext{word-spacing:0}.mw-parser-output .navbar ul{display:inline-block;white-space:nowrap;line-height:inherit}.mw-parser-output .navbar-brackets::before{margin-right:-0.125em;content:"[ "}.mw-parser-output .navbar-brackets::after{margin-left:-0.125em;content:" ]"}.mw-parser-output .navbar li{word-spacing:-0.125em}.mw-parser-output .navbar a>span,.mw-parser-output .navbar a>abbr{text-decoration:inherit}.mw-parser-output .navbar-mini abbr{font-variant:small-caps;border-bottom:none;text-decoration:none;cursor:inherit}.mw-parser-output .navbar-ct-full{font-size:114%;margin:0 7em}.mw-parser-output .navbar-ct-mini{font-size:114%;margin:0 4em}html.skin-theme-clientpref-night .mw-parser-output .navbar li a abbr{color:var(--color-base)!important}@media(prefers-color-scheme:dark){html.skin-theme-clientpref-os .mw-parser-output .navbar li a abbr{color:var(--color-base)!important}}@media print{.mw-parser-output .navbar{display:none!important}}</style><div class="navbar plainlinks hlist navbar-mini"><ul><li class="nv-view"><a href="/wiki/Template:Business_administration" title="Template:Business administration"><abbr title="View this template">v</abbr></a></li><li class="nv-talk"><a href="/wiki/Template_talk:Business_administration" title="Template talk:Business administration"><abbr title="Discuss this template">t</abbr></a></li><li class="nv-edit"><a href="/wiki/Special:EditPage/Template:Business_administration" title="Special:EditPage/Template:Business administration"><abbr title="Edit this template">e</abbr></a></li></ul></div></td></tr></tbody></table> <p>A <b>business process</b>, <b>business method</b>, or <b>business function</b> is a collection of related, structured activities or <a href="/wiki/Task_(project_management)" title="Task (project management)">tasks</a> performed by people or equipment in which a specific sequence produces a service or product (that serves a particular business goal) for a particular customer or customers. Business processes occur at all organizational levels and may or may not be visible to the customers.<sup id="cite_ref-WeskeBusiness12_1-0" class="reference"><a href="#cite_note-WeskeBusiness12-1"><span class="cite-bracket">[</span>1<span class="cite-bracket">]</span></a></sup><sup id="cite_ref-KirchmerHigh17_2-0" class="reference"><a href="#cite_note-KirchmerHigh17-2"><span class="cite-bracket">[</span>2<span class="cite-bracket">]</span></a></sup><sup id="cite_ref-vonScheelPhase114_3-0" class="reference"><a href="#cite_note-vonScheelPhase114-3"><span class="cite-bracket">[</span>3<span class="cite-bracket">]</span></a></sup> A business process may often be visualized (modeled) as a <a href="/wiki/Flowchart" title="Flowchart">flowchart</a> of a sequence of activities with interleaving decision points or as a process matrix of a sequence of activities with relevance rules based on data in the process.<sup id="cite_ref-KirchmerHigh17_2-1" class="reference"><a href="#cite_note-KirchmerHigh17-2"><span class="cite-bracket">[</span>2<span class="cite-bracket">]</span></a></sup><sup id="cite_ref-vonScheelPhase114_3-1" class="reference"><a href="#cite_note-vonScheelPhase114-3"><span class="cite-bracket">[</span>3<span class="cite-bracket">]</span></a></sup><sup id="cite_ref-ChenBusiness12_4-0" class="reference"><a href="#cite_note-ChenBusiness12-4"><span class="cite-bracket">[</span>4<span class="cite-bracket">]</span></a></sup><sup id="cite_ref-ChandBusiness12_5-0" class="reference"><a href="#cite_note-ChandBusiness12-5"><span class="cite-bracket">[</span>5<span class="cite-bracket">]</span></a></sup> The benefits of using business processes include improved customer satisfaction and improved agility for reacting to rapid market change.<sup id="cite_ref-WeskeBusiness12_1-1" class="reference"><a href="#cite_note-WeskeBusiness12-1"><span class="cite-bracket">[</span>1<span class="cite-bracket">]</span></a></sup><sup id="cite_ref-KirchmerHigh17_2-2" class="reference"><a href="#cite_note-KirchmerHigh17-2"><span class="cite-bracket">[</span>2<span class="cite-bracket">]</span></a></sup> Process-oriented organizations break down the barriers of structural departments and try to avoid <a href="/wiki/Functional_silo" class="mw-redirect" title="Functional silo">functional silos</a>.<sup id="cite_ref-vonRosingProcess14_6-0" class="reference"><a href="#cite_note-vonRosingProcess14-6"><span class="cite-bracket">[</span>6<span class="cite-bracket">]</span></a></sup> </p> <meta property="mw:PageProp/toc" /> <div class="mw-heading mw-heading2"><h2 id="Overview">Overview</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Business_process&action=edit&section=1" title="Edit section: Overview"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>A business process begins with a mission objective (an external event) and ends with achievement of the business objective of providing a result that provides customer value. Additionally, a process may be divided into subprocesses (process decomposition), the particular inner functions of the process. Business processes may also have a process owner, a responsible party for ensuring the process runs smoothly from start to finish.<sup id="cite_ref-KirchmerHigh17_2-3" class="reference"><a href="#cite_note-KirchmerHigh17-2"><span class="cite-bracket">[</span>2<span class="cite-bracket">]</span></a></sup> </p><p>Broadly speaking, business processes can be organized into three types, according to von Rosing et al.:<sup id="cite_ref-vonRosingProcess14_6-1" class="reference"><a href="#cite_note-vonRosingProcess14-6"><span class="cite-bracket">[</span>6<span class="cite-bracket">]</span></a></sup> </p> <ol><li>Operational processes, which constitute the <a href="/wiki/Core_business" title="Core business">core business</a> and create the primary value stream, e.g., taking orders from customers, opening an account, and manufacturing a component</li> <li><a href="/wiki/Management_process" title="Management process">Management processes</a>, the processes that oversee operational processes, including <a href="/wiki/Corporate_governance" title="Corporate governance">corporate governance</a>, budgetary oversight, and employee oversight</li> <li>Supporting processes, which support the core operational processes, e.g., <a href="/wiki/Accounting" title="Accounting">accounting</a>, <a href="/wiki/Recruitment" title="Recruitment">recruitment</a>, <a href="/wiki/Call_center" class="mw-redirect" title="Call center">call center</a>, <a href="/wiki/Technical_support" title="Technical support">technical support</a>, and safety training</li></ol> <p>There are other definitions of the classification of processes proposed by <sup id="cite_ref-7" class="reference"><a href="#cite_note-7"><span class="cite-bracket">[</span>7<span class="cite-bracket">]</span></a></sup> </p> <ol><li>Strategic processes, which are managerial, directive or steering processes. Management has an important role in each of these. This type of process is related to strategic planning, partnerships, etc.</li> <li>Operational processes, which are business processes, are of a productive or "missional" nature. These processes generate a product or service to be delivered to customers. These are considered to be unique or specific to each organisation.</li> <li>Support processes, which are auxiliary in nature, support for operational and strategic processes. These are responsible for providing resources and are presented in most organizations.</li></ol> <p>A business made up of many process may be decomposed into various subprocesses, each of which have their own peculiar aspects but also contribute to achieving the objectives of the business. The business review analyzes processes, that usually include the mapping or modeling of processes and sub-processes down to a group of activities at different levels. Processes can be modeled using a large number of methods and techniques. For instance, the <a href="/wiki/Business_Process_Modeling_Notation" class="mw-redirect" title="Business Process Modeling Notation">Business Process Modeling Notation</a> is a <a href="/wiki/Business_process_modeling" title="Business process modeling">business process modeling</a> technique that can be used for drawing business processes in a visualized <a href="/wiki/Workflow" title="Workflow">workflow</a>.<sup id="cite_ref-WeskeBusiness12_1-2" class="reference"><a href="#cite_note-WeskeBusiness12-1"><span class="cite-bracket">[</span>1<span class="cite-bracket">]</span></a></sup><sup id="cite_ref-KirchmerHigh17_2-4" class="reference"><a href="#cite_note-KirchmerHigh17-2"><span class="cite-bracket">[</span>2<span class="cite-bracket">]</span></a></sup><sup id="cite_ref-ChenBusiness12_4-1" class="reference"><a href="#cite_note-ChenBusiness12-4"><span class="cite-bracket">[</span>4<span class="cite-bracket">]</span></a></sup><sup id="cite_ref-vonRosingProcess14_6-2" class="reference"><a href="#cite_note-vonRosingProcess14-6"><span class="cite-bracket">[</span>6<span class="cite-bracket">]</span></a></sup> While decomposing processes into process classifications, categories can be helpful, but care must be taken in doing so as there may be crossover. At last, all processes are part of a largely unified customer-focused result, one of "customer value creation."<sup id="cite_ref-vonRosingProcess14_6-3" class="reference"><a href="#cite_note-vonRosingProcess14-6"><span class="cite-bracket">[</span>6<span class="cite-bracket">]</span></a></sup> This goal is expedited with business process management, which aims to analyze, improve, and enact business processes.<sup id="cite_ref-KirchmerHigh17_2-5" class="reference"><a href="#cite_note-KirchmerHigh17-2"><span class="cite-bracket">[</span>2<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading2"><h2 id="History">History</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Business_process&action=edit&section=2" title="Edit section: History"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <div class="mw-heading mw-heading3"><h3 id="Adam_Smith">Adam Smith</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Business_process&action=edit&section=3" title="Edit section: Adam Smith"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>An important early (1776) description of processes was that of economist <a href="/wiki/Adam_Smith" title="Adam Smith">Adam Smith</a> in his famous example of a <a href="/wiki/Pin_(device)" class="mw-redirect" title="Pin (device)">pin</a> factory. Inspired by an article in <a href="/wiki/Diderot" class="mw-redirect" title="Diderot">Diderot's</a> <a href="/wiki/Encyclop%C3%A9die" title="Encyclopédie">Encyclopédie</a>, Smith described the production of a pin in the following way:<sup id="cite_ref-SmithAnInquiry27_8-0" class="reference"><a href="#cite_note-SmithAnInquiry27-8"><span class="cite-bracket">[</span>8<span class="cite-bracket">]</span></a></sup> </p> <blockquote> <p>One man draws out the wire; another straights it; a third cuts it; a fourth points it; a fifth grinds it at the top for receiving the head; to make the head requires two or three distinct operations; to put it on is a peculiar business; to whiten the pins is another ... and the important business of making a pin is, in this manner, divided into about eighteen distinct operations, which, in some manufactories, are all performed by distinct hands, though in others the same man will sometimes perform two or three of them. </p> </blockquote> <p>Smith also first recognized how output could be increased through the use of <a href="/wiki/Division_of_labor" class="mw-redirect" title="Division of labor">labor division</a>. Previously, in a society where production was dominated by <a href="/wiki/Artisan" title="Artisan">handcrafted goods</a>, one man would perform all the activities required during the production process, while Smith described how the work was divided into a set of simple tasks which would be performed by specialized workers.<sup id="cite_ref-vonScheelPhase114_3-2" class="reference"><a href="#cite_note-vonScheelPhase114-3"><span class="cite-bracket">[</span>3<span class="cite-bracket">]</span></a></sup> The result of labor division in Smith's example resulted in productivity increasing by 24,000 percent (sic), i.e. that the same number of workers made 240 times as many pins as they had been producing before the introduction of labor division.<sup id="cite_ref-SmithAnInquiry27_8-1" class="reference"><a href="#cite_note-SmithAnInquiry27-8"><span class="cite-bracket">[</span>8<span class="cite-bracket">]</span></a></sup> </p><p>Smith did not advocate labor division at any price or <i><a href="https://en.wiktionary.org/wiki/per_se" class="extiw" title="wikt:per se">per se</a></i>. The appropriate level of task division was defined through experimental design of the production process. In contrast to Smith's view which was limited to the same functional domain and comprised activities that are in direct sequence in the manufacturing process,<sup id="cite_ref-SmithAnInquiry27_8-2" class="reference"><a href="#cite_note-SmithAnInquiry27-8"><span class="cite-bracket">[</span>8<span class="cite-bracket">]</span></a></sup> today's process concept includes cross-functionality as an important characteristic. Following his ideas, the division of labor was adopted widely, while the integration of tasks into a functional, or cross-functional, process was not considered as an alternative option until much later.<sup id="cite_ref-GiaglisItsTime12_9-0" class="reference"><a href="#cite_note-GiaglisItsTime12-9"><span class="cite-bracket">[</span>9<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading3"><h3 id="Frederick_Winslow_Taylor">Frederick Winslow Taylor</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Business_process&action=edit&section=4" title="Edit section: Frederick Winslow Taylor"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>American engineer <a href="/wiki/Frederick_Winslow_Taylor" title="Frederick Winslow Taylor">Frederick Winslow Taylor</a> greatly influenced and improved the quality of <a href="/wiki/Industrial_processes" title="Industrial processes">industrial processes</a> in the early twentieth century. His <a href="/wiki/Principles_of_Scientific_Management" class="mw-redirect" title="Principles of Scientific Management">Principles of Scientific Management</a> focused on standardization of processes, systematic training and clearly defining the roles of management and employees.<sup id="cite_ref-vonScheelPhase114_3-3" class="reference"><a href="#cite_note-vonScheelPhase114-3"><span class="cite-bracket">[</span>3<span class="cite-bracket">]</span></a></sup> His methods were widely adopted in the <a href="/wiki/United_States" title="United States">United States</a>, Russia and parts of Europe and led to further developments such as "time and motion study" and visual task optimization techniques, such as <a href="/wiki/Gantt_charts" class="mw-redirect" title="Gantt charts">Gantt charts</a>. </p> <div class="mw-heading mw-heading3"><h3 id="Peter_Drucker">Peter Drucker</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Business_process&action=edit&section=5" title="Edit section: Peter Drucker"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>In the latter part of the twentieth century, management guru <a href="/wiki/Peter_Drucker" title="Peter Drucker">Peter Drucker</a> focused much of his work on the simplification and decentralization of processes, which led to the concept of <a href="/wiki/Outsourcing" title="Outsourcing">outsourcing</a>. He also coined the concept of the "<a href="/wiki/Knowledge_worker" title="Knowledge worker">knowledge worker</a>," as differentiated from manual workers – and how knowledge management would become part of an entity's processes.<sup id="cite_ref-DruckerTheAge17_10-0" class="reference"><a href="#cite_note-DruckerTheAge17-10"><span class="cite-bracket">[</span>10<span class="cite-bracket">]</span></a></sup><sup id="cite_ref-DruckerManagement07_11-0" class="reference"><a href="#cite_note-DruckerManagement07-11"><span class="cite-bracket">[</span>11<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading3"><h3 id="Other_definitions">Other definitions</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Business_process&action=edit&section=6" title="Edit section: Other definitions"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>Davenport (1993)<sup id="cite_ref-12" class="reference"><a href="#cite_note-12"><span class="cite-bracket">[</span>12<span class="cite-bracket">]</span></a></sup> defines a (business) process as: </p> <blockquote> <p>a structured, measured set of activities designed to produce a specific output for a particular customer or market. It implies a strong emphasis on how work is done within an organization, in contrast to a product focus's emphasis on what. A process is thus a specific ordering of work activities across time and space, with a beginning and an end, and clearly defined inputs and outputs: a structure for action. ... Taking a process approach implies adopting the customer's point of view. Processes are the structure by which an organization does what is necessary to produce value for its customers. </p> </blockquote> <p>This definition contains certain characteristics that a process must possess. These characteristics are achieved by focusing on the business logic of the process (how work is done) instead of taking a product perspective (what is done). Following Davenport's definition of a process, we can conclude that a process must have clearly defined boundaries, input and output, consist of smaller parts and activities which are ordered in time and space, that there must be a receiver of the process outcome—a customer – and that the transformation taking place within the process must add customer value. </p><p>Hammer & Champy's (1993)<sup id="cite_ref-13" class="reference"><a href="#cite_note-13"><span class="cite-bracket">[</span>13<span class="cite-bracket">]</span></a></sup> definition can be considered as a subset of Davenport's. They define a process as: </p> <blockquote> <p>a collection of activities that takes one or more kinds of input and creates an output that is of value to the customer. </p> </blockquote> <p>As we can note, Hammer & Champy have a more transformation-oriented perception and put less emphasis on the structural component – process boundaries and the order of activities in time and space. </p><p>Rummler & Brache (1995)<sup id="cite_ref-14" class="reference"><a href="#cite_note-14"><span class="cite-bracket">[</span>14<span class="cite-bracket">]</span></a></sup> use a definition that clearly encompasses a focus on the organization's external customers, when stating that </p> <blockquote> <p>a business process is a series of steps designed to produce a product or service. Most processes (...) are cross-functional, spanning the 'white space' between the boxes on the organization chart. Some processes result in a product or service that is received by an organization's external customer. We call these primary processes. Other processes produce products that are invisible to the external customer but essential to the effective management of the business. We call these support processes. </p> </blockquote> <p>The above definition distinguishes two types of processes, primary and support processes, depending on whether a process is directly involved in the creation of customer value or concerned with the organization's internal activities. In this sense, Rummler and Brache's definition follows Porter's <a href="/wiki/Value_chain" title="Value chain">value chain</a> model, which also builds on a division of primary and secondary activities. According to Rummler and Brache, a typical characteristic of a successful process-based organization is the absence of secondary activities in the primary value flow that is created in the customer oriented primary processes. The characteristic of processes as spanning the white space on the organization chart indicates that processes are embedded in some form of organizational structure. Also, a process can be cross-functional, i.e. it ranges over several business functions. </p><p>Johansson et al. (1993).<sup id="cite_ref-15" class="reference"><a href="#cite_note-15"><span class="cite-bracket">[</span>15<span class="cite-bracket">]</span></a></sup> define a process as: </p> <blockquote> <p>a set of linked activities that take an input and transform it to create an output. Ideally, the transformation that occurs in the process should add value to the input and create an output that is more useful and effective to the recipient either upstream or downstream. </p> </blockquote> <p>This definition also emphasizes the constitution of links between activities and the transformation that takes place within the process. Johansson et al. also include the upstream part of the value chain as a possible recipient of the process output. Summarizing the four definitions above, we can compile the following list of characteristics for a business process: </p> <ol><li><i>Definability</i>: It must have clearly defined boundaries, input and output.</li> <li><i>Order</i>: It must consist of activities that are ordered according to their position in time and space (a sequence).</li> <li><i>Customer</i>: There must be a recipient of the process' outcome, a customer.</li> <li><i>Value-adding</i>: The transformation taking place within the process must add value to the recipient, either upstream or downstream.</li> <li><i>Embeddedness</i>: A process cannot exist in itself, it must be embedded in an organizational structure.</li> <li><i>Cross-functionality</i>: A process regularly can, but not necessarily must, span several functions.</li></ol> <p>Frequently, identifying a <a href="/w/index.php?title=Process_owner&action=edit&redlink=1" class="new" title="Process owner (page does not exist)">process owner</a> (i.e., the person responsible for the continuous improvement of the process) is considered as a prerequisite. Sometimes the process owner is the same person who is performing the process. </p> <div class="mw-heading mw-heading2"><h2 id="Related_concepts">Related concepts</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Business_process&action=edit&section=7" title="Edit section: Related concepts"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <div class="mw-heading mw-heading3"><h3 id="Workflow">Workflow</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Business_process&action=edit&section=8" title="Edit section: Workflow"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p><a href="/wiki/Workflow" title="Workflow">Workflow</a> is the procedural movement of information, material, and tasks from one participant to another.<sup id="cite_ref-WeskeBusiness2_12_16-0" class="reference"><a href="#cite_note-WeskeBusiness2_12-16"><span class="cite-bracket">[</span>16<span class="cite-bracket">]</span></a></sup> Workflow includes the procedures, people and tools involved in each step of a business process. A single workflow may either be sequential, with each step contingent upon completion of the previous one, or parallel, with multiple steps occurring simultaneously. Multiple combinations of single workflows may be connected to achieve a resulting overall process.<sup id="cite_ref-WeskeBusiness2_12_16-1" class="reference"><a href="#cite_note-WeskeBusiness2_12-16"><span class="cite-bracket">[</span>16<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading3"><h3 id="Business_process_re-engineering">Business process re-engineering</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Business_process&action=edit&section=9" title="Edit section: Business process re-engineering"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1236090951"><div role="note" class="hatnote navigation-not-searchable">Main article: <a href="/wiki/Business_process_re-engineering" title="Business process re-engineering">Business process re-engineering</a></div> <p><a href="/wiki/Business_process_re-engineering" title="Business process re-engineering">Business process re-engineering</a> (BPR) was originally conceptualized by Hammer and Davenport as a means to improve organizational effectiveness and productivity. It can involve starting from a "blank slate" and completely recreating major business processes, or it can involve comparing the "as-is" process and the "to-be" process and mapping the path for change from one to the other.<sup id="cite_ref-17" class="reference"><a href="#cite_note-17"><span class="cite-bracket">[</span>17<span class="cite-bracket">]</span></a></sup> Often BPR will involve the use of information technology to secure significant performance improvement. The term unfortunately became associated with corporate "downsizing" in the mid-1990s.<sup id="cite_ref-KockProcess99_18-0" class="reference"><a href="#cite_note-KockProcess99-18"><span class="cite-bracket">[</span>18<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading3"><h3 id="Business_process_management_(BPM)"><span id="Business_process_management_.28BPM.29"></span>Business process management (BPM)</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Business_process&action=edit&section=10" title="Edit section: Business process management (BPM)"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>Though the term has been used contextually to mixed effect, "<a href="/wiki/Business_process_management" title="Business process management">business process management</a>" (BPM) can generally be defined as a discipline involving a combination of a wide variety of business activity flows (e.g., <a href="/wiki/Business_process_automation" title="Business process automation">business process automation</a>, modeling, and optimization) that strives to support the goals of an enterprise within and beyond multiple boundaries, involving many people, from employees to customers and external partners.<sup id="cite_ref-SwensonPhase4_14_19-0" class="reference"><a href="#cite_note-SwensonPhase4_14-19"><span class="cite-bracket">[</span>19<span class="cite-bracket">]</span></a></sup> A major part of BPM's enterprise support involves the continuous evaluation of existing processes and the identification of ways to improve upon it, resulting in a cycle of overall organizational improvement. </p> <div class="mw-heading mw-heading3"><h3 id="Knowledge_management">Knowledge management</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Business_process&action=edit&section=11" title="Edit section: Knowledge management"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p><a href="/wiki/Knowledge_management" title="Knowledge management">Knowledge management</a> is the definition of the knowledge that employees and systems use to perform their functions and maintaining it in a format that can be accessed by others. Duhon and the Gartner Group have defined it as "a discipline that promotes an integrated approach to identifying, capturing, evaluating, retrieving, and sharing all of an enterprise's information assets. These assets may include databases, documents, policies, procedures, and previously un-captured expertise and experience in individual workers."<sup id="cite_ref-NikolićContemp13_20-0" class="reference"><a href="#cite_note-NikolićContemp13-20"><span class="cite-bracket">[</span>20<span class="cite-bracket">]</span></a></sup> <br /><br /> <b>Customer Service</b><br /> Customer Service is a key component to an effective business business plan. Customer service in the 21st century is always evolving, and it is important to grow with your customer base. Not only does a social media presence matter, but also clear communication, clear expectation setting, speed, and accuracy. If the customer service provided by a business is not effective, it can be detrimental to the business success.<sup id="cite_ref-21" class="reference"><a href="#cite_note-21"><span class="cite-bracket">[</span>21<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading3"><h3 id="Total_quality_management">Total quality management</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Business_process&action=edit&section=12" title="Edit section: Total quality management"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p><a href="/wiki/Total_quality_management" title="Total quality management">Total quality management</a> (TQM) emerged in the early 1980s as organizations sought to improve the quality of their products and services. It was followed by the <a href="/wiki/Six_Sigma" title="Six Sigma">Six Sigma methodology</a> in the mid-1980s, first introduced by Motorola. Six Sigma consists of statistical methods to improve business processes and thus reduce defects in outputs. The "lean approach" to quality management was introduced by the Toyota Motor Company in the 1990s and focused on customer needs and reducing of wastage.<sup id="cite_ref-Juran_22-0" class="reference"><a href="#cite_note-Juran-22"><span class="cite-bracket">[</span>22<span class="cite-bracket">]</span></a></sup><sup id="cite_ref-Holmes_23-0" class="reference"><a href="#cite_note-Holmes-23"><span class="cite-bracket">[</span>23<span class="cite-bracket">]</span></a></sup><sup id="cite_ref-24" class="reference"><a href="#cite_note-24"><span class="cite-bracket">[</span>24<span class="cite-bracket">]</span></a></sup> </p><p><b>Creating a Strong Brand Presence through Social Media</b><br /> </p><p>Creating a strong brand presence through social media is an important component to running a successful business. Companies can market, gain consumer insights, and advertise through social media. "According to a Salesforce survey, 85% of consumers conduct research before they make a purchase online, and among the most used channels for research are <a href="/wiki/Website" title="Website">websites</a> (74%) and social media (38%). Consequently, businesses need to have an effective online strategy to increase brand awareness and grow." (Paun, 2020) Customers engage and interact through social media and businesses who are effectively part of social media drive more successful businesses. The most common social media sites that are used for business are <a href="/wiki/Facebook" title="Facebook">Facebook</a>, <a href="/wiki/Instagram" title="Instagram">Instagram</a>, and <a href="/wiki/Twitter" title="Twitter">Twitter</a>. Businesses with the strongest brand recognition and consumer engagement build social presences on all these platforms. </p><p>Resources: Paun, Goran (2020). Building A Brand: Why A Strong Digital Presence Matters. Forbes. Sourced from<sup id="cite_ref-25" class="reference"><a href="#cite_note-25"><span class="cite-bracket">[</span>25<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading3"><h3 id="Information_technology_as_an_enabler_for_business_process_management">Information technology as an enabler for business process management</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Business_process&action=edit&section=13" title="Edit section: Information technology as an enabler for business process management"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>Advances in information technology over the years have changed business processes within and between business enterprises. In the 1960s, operating systems had limited functionality, and any workflow management systems that were in use were tailor-made for the specific organization. The 1970s and 1980s saw the development of data-driven approaches as data storage and retrieval technologies improved. Data modeling, rather than process modeling was the starting point for building an information system. Business processes had to adapt to information technology because process modeling was neglected. The shift towards process-oriented management occurred in the 1990s. Enterprise resource planning software with workflow management components such as SAP, Baan, <a href="/wiki/PeopleSoft" title="PeopleSoft">PeopleSoft</a>, Oracle and <a href="/wiki/JD_Edwards" title="JD Edwards">JD Edwards</a> emerged, as did business process management systems (BPMS) later.<sup id="cite_ref-PalmeriBPM_14_26-0" class="reference"><a href="#cite_note-PalmeriBPM_14-26"><span class="cite-bracket">[</span>26<span class="cite-bracket">]</span></a></sup> </p><p>The world of e-business created a need to automate business processes across organizations, which in turn raised the need for standardized protocols and web services composition languages that can be understood across the industry. The <a href="/wiki/Business_Process_Modeling_Notation" class="mw-redirect" title="Business Process Modeling Notation">Business Process Modeling Notation</a> (BPMN) and <a href="/wiki/Business_Motivation_Model" title="Business Motivation Model">Business Motivation Model</a> (BMM) are widely used standards for business modeling.<sup id="cite_ref-KirchmerHigh17_2-6" class="reference"><a href="#cite_note-KirchmerHigh17-2"><span class="cite-bracket">[</span>2<span class="cite-bracket">]</span></a></sup><sup id="cite_ref-vonScheelPhase114_3-4" class="reference"><a href="#cite_note-vonScheelPhase114-3"><span class="cite-bracket">[</span>3<span class="cite-bracket">]</span></a></sup><sup id="cite_ref-ChenBusiness12_4-2" class="reference"><a href="#cite_note-ChenBusiness12-4"><span class="cite-bracket">[</span>4<span class="cite-bracket">]</span></a></sup> The Business Modeling and Integration Domain Task Force (BMI DTF) is a consortium of vendors and user companies that continues to work together to develop standards and specifications to promote collaboration and integration of people, systems, processes and information within and across enterprises.<sup id="cite_ref-OMGBusiness_27-0" class="reference"><a href="#cite_note-OMGBusiness-27"><span class="cite-bracket">[</span>27<span class="cite-bracket">]</span></a></sup> </p><p>The most recent trends in BPM are influenced by the emergence of <a href="/wiki/Cloud_technology" class="mw-redirect" title="Cloud technology">cloud technology</a>, the prevalence of <a href="/wiki/Social_media" title="Social media">social media</a> and mobile technology, and the development of analytical techniques. Cloud-based technologies allow companies to purchase resources quickly and as required, independent of their location. Social media, websites and smart phones are the newest channels through which organizations reach and support their customers. The abundance of customer data collected through these channels as well as through call center interactions, emails, voice calls, and customer surveys has led to a huge growth in data analytics which in turn is utilized for performance management and improving the ways in which the company services its customers.<sup id="cite_ref-RossSMAC13_28-0" class="reference"><a href="#cite_note-RossSMAC13-28"><span class="cite-bracket">[</span>28<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading2"><h2 id="Importance_of_the_process_chain">Importance of the process chain</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Business_process&action=edit&section=14" title="Edit section: Importance of the process chain"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>Business processes comprise a set of sequential sub-processes or tasks with alternative paths, depending on certain conditions as applicable, performed to achieve a given objective or produce given outputs. Each process has one or more needed inputs. The inputs and outputs may be received from, or sent to other business processes, other <a href="/wiki/Departmentalization" title="Departmentalization">organizational units</a>, or internal or external stakeholders.<sup id="cite_ref-WeskeBusiness12_1-3" class="reference"><a href="#cite_note-WeskeBusiness12-1"><span class="cite-bracket">[</span>1<span class="cite-bracket">]</span></a></sup> </p><p>Business processes are designed to be operated by one or more business functional units, and emphasize the importance of the "<a href="/w/index.php?title=Process_chain&action=edit&redlink=1" class="new" title="Process chain (page does not exist)">process chain</a>" rather than the individual units. </p><p>In general, the various tasks of a business process can be performed in one of two ways:<sup id="cite_ref-WeskeBusiness12_1-4" class="reference"><a href="#cite_note-WeskeBusiness12-1"><span class="cite-bracket">[</span>1<span class="cite-bracket">]</span></a></sup> </p> <ol><li>manually</li> <li>by means of business <a href="/wiki/Data_processing" title="Data processing">data processing</a> systems such as <a href="/wiki/ERP_system" class="mw-redirect" title="ERP system">ERP systems</a></li></ol> <p>Typically, some process tasks will be manual, while some will be computer-based, and these tasks may be sequenced in many ways. In other words, the data and information that are being handled through the process may pass through manual or computer tasks in any given order. </p> <div class="mw-heading mw-heading2"><h2 id="Policies,_processes_and_procedures"><span id="Policies.2C_processes_and_procedures"></span>Policies, processes and procedures</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Business_process&action=edit&section=15" title="Edit section: Policies, processes and procedures"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>The above improvement areas are equally applicable to policies, processes, <a href="/wiki/Procedure_(business)" title="Procedure (business)">detailed procedures</a> (sub-processes/tasks) and <a href="/w/index.php?title=Work_instruction&action=edit&redlink=1" class="new" title="Work instruction (page does not exist)">work instructions</a>. There is a cascading effect of improvements made at a higher level on those made at a lower level.<sup id="cite_ref-RohdeEffective09_29-0" class="reference"><a href="#cite_note-RohdeEffective09-29"><span class="cite-bracket">[</span>29<span class="cite-bracket">]</span></a></sup> </p><p>For example, if a recommendation to replace a given policy with a better one is made with proper justification and accepted in principle by business process owners, then corresponding changes in the consequent processes and procedures will follow naturally in order to enable implementation of the policies. </p> <div class="mw-heading mw-heading2"><h2 id="Reporting_as_an_essential_base_for_execution">Reporting as an essential base for execution</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Business_process&action=edit&section=16" title="Edit section: Reporting as an essential base for execution"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>Business processes must include up-to-date and accurate <a href="/wiki/Financial_reporting" class="mw-redirect" title="Financial reporting">reports</a> to ensure effective action.<sup id="cite_ref-RosingWorking_14_30-0" class="reference"><a href="#cite_note-RosingWorking_14-30"><span class="cite-bracket">[</span>30<span class="cite-bracket">]</span></a></sup> An example of this is the availability of <a href="/wiki/Purchase_order" title="Purchase order">purchase order</a> status reports for supplier delivery follow-up as described in the section on effectiveness above. There are numerous examples of this in every possible business process. </p><p>Another example from production is the process of analyzing line <a href="https://en.wiktionary.org/wiki/reject" class="extiw" title="wikt:reject">rejections</a> occurring on the shop floor. This process should include systematic periodical analysis of rejections by reason and present the results in a suitable information report that pinpoints the major reasons and trends in these reasons for management to take <a href="/wiki/Corrective_action" class="mw-redirect" title="Corrective action">corrective actions</a> to control rejections and keep them within acceptable limits. Such a process of analysis and summarisation of line rejection events is clearly superior to a process which merely inquires into each individual rejection as it occurs. </p><p>Business <a href="/w/index.php?title=Process_owner&action=edit&redlink=1" class="new" title="Process owner (page does not exist)">process owners</a> and operatives should realise that process improvement often occurs with introduction of appropriate transaction, operational, highlight, exception or <a href="/wiki/Management_information_system" title="Management information system">M.I.S.</a> reports, provided these are consciously used for day-to-day or periodical decision-making. With this understanding would hopefully come the willingness to invest time and other resources in business process improvement by introduction of useful and relevant reporting systems. </p> <div class="mw-heading mw-heading2"><h2 id="Supporting_theories_and_concepts">Supporting theories and concepts</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Business_process&action=edit&section=17" title="Edit section: Supporting theories and concepts"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <div class="mw-heading mw-heading3"><h3 id="Span_of_control">Span of control</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Business_process&action=edit&section=18" title="Edit section: Span of control"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>The <a href="/wiki/Span_of_control" title="Span of control">span of control</a> is the number of subordinates a supervisor manages within a structural <a href="/wiki/Organization" title="Organization">organization</a>. Introducing a business process concept has a considerable impact on the structural elements of the organization and, thus also on the span of control.<sup id="cite_ref-GlykasBusiness12_31-0" class="reference"><a href="#cite_note-GlykasBusiness12-31"><span class="cite-bracket">[</span>31<span class="cite-bracket">]</span></a></sup> </p><p>Large organizations that are not organized as markets need to be organized in smaller units, or <a href="/wiki/Departmentalization" title="Departmentalization">departments</a> – which can be defined according to different principles. </p> <div class="mw-heading mw-heading3"><h3 id="Information_management_concepts">Information management concepts</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Business_process&action=edit&section=19" title="Edit section: Information management concepts"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p><a href="/wiki/Information_management" title="Information management">Information management</a> and the organization's infrastructure strategies related to it, are a theoretical cornerstone of the business process concept, requiring "a framework for measuring the level of IT support for business processes."<sup id="cite_ref-SidorovaTheRole14_32-0" class="reference"><a href="#cite_note-SidorovaTheRole14-32"><span class="cite-bracket">[</span>32<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading2"><h2 id="See_also">See also</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Business_process&action=edit&section=20" title="Edit section: See also"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <ul><li><a href="/wiki/Business_functions" class="mw-redirect" title="Business functions">Business functions</a></li> <li><a href="/wiki/Business_method_patent" title="Business method patent">Business method patent</a></li> <li><a href="/wiki/Business_process_automation" title="Business process automation">Business process automation</a></li> <li><a href="/wiki/Business_Process_Definition_Metamodel" title="Business Process Definition Metamodel">Business Process Definition Metamodel</a></li> <li><a href="/wiki/Business_process_mapping" title="Business process mapping">Business process mapping</a></li> <li><a href="/wiki/Business_process_outsourcing" title="Business process outsourcing">Business process outsourcing</a></li></ul> <div class="mw-heading mw-heading2"><h2 id="References">References</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Business_process&action=edit&section=21" title="Edit section: References"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <style data-mw-deduplicate="TemplateStyles:r1239543626">.mw-parser-output .reflist{margin-bottom:0.5em;list-style-type:decimal}@media screen{.mw-parser-output .reflist{font-size:90%}}.mw-parser-output .reflist .references{font-size:100%;margin-bottom:0;list-style-type:inherit}.mw-parser-output .reflist-columns-2{column-width:30em}.mw-parser-output .reflist-columns-3{column-width:25em}.mw-parser-output .reflist-columns{margin-top:0.3em}.mw-parser-output .reflist-columns ol{margin-top:0}.mw-parser-output .reflist-columns li{page-break-inside:avoid;break-inside:avoid-column}.mw-parser-output .reflist-upper-alpha{list-style-type:upper-alpha}.mw-parser-output .reflist-upper-roman{list-style-type:upper-roman}.mw-parser-output .reflist-lower-alpha{list-style-type:lower-alpha}.mw-parser-output .reflist-lower-greek{list-style-type:lower-greek}.mw-parser-output .reflist-lower-roman{list-style-type:lower-roman}</style><div class="reflist"> <div class="mw-references-wrap mw-references-columns"><ol class="references"> <li id="cite_note-WeskeBusiness12-1"><span class="mw-cite-backlink">^ <a href="#cite_ref-WeskeBusiness12_1-0"><sup><i><b>a</b></i></sup></a> <a href="#cite_ref-WeskeBusiness12_1-1"><sup><i><b>b</b></i></sup></a> <a href="#cite_ref-WeskeBusiness12_1-2"><sup><i><b>c</b></i></sup></a> <a href="#cite_ref-WeskeBusiness12_1-3"><sup><i><b>d</b></i></sup></a> <a href="#cite_ref-WeskeBusiness12_1-4"><sup><i><b>e</b></i></sup></a></span> <span class="reference-text"><style data-mw-deduplicate="TemplateStyles:r1238218222">.mw-parser-output cite.citation{font-style:inherit;word-wrap:break-word}.mw-parser-output .citation q{quotes:"\"""\"""'""'"}.mw-parser-output .citation:target{background-color:rgba(0,127,255,0.133)}.mw-parser-output .id-lock-free.id-lock-free a{background:url("//upload.wikimedia.org/wikipedia/commons/6/65/Lock-green.svg")right 0.1em center/9px no-repeat}.mw-parser-output .id-lock-limited.id-lock-limited a,.mw-parser-output .id-lock-registration.id-lock-registration a{background:url("//upload.wikimedia.org/wikipedia/commons/d/d6/Lock-gray-alt-2.svg")right 0.1em center/9px no-repeat}.mw-parser-output .id-lock-subscription.id-lock-subscription a{background:url("//upload.wikimedia.org/wikipedia/commons/a/aa/Lock-red-alt-2.svg")right 0.1em center/9px no-repeat}.mw-parser-output .cs1-ws-icon a{background:url("//upload.wikimedia.org/wikipedia/commons/4/4c/Wikisource-logo.svg")right 0.1em center/12px no-repeat}body:not(.skin-timeless):not(.skin-minerva) .mw-parser-output .id-lock-free a,body:not(.skin-timeless):not(.skin-minerva) .mw-parser-output .id-lock-limited a,body:not(.skin-timeless):not(.skin-minerva) .mw-parser-output .id-lock-registration a,body:not(.skin-timeless):not(.skin-minerva) .mw-parser-output .id-lock-subscription a,body:not(.skin-timeless):not(.skin-minerva) .mw-parser-output .cs1-ws-icon a{background-size:contain;padding:0 1em 0 0}.mw-parser-output .cs1-code{color:inherit;background:inherit;border:none;padding:inherit}.mw-parser-output .cs1-hidden-error{display:none;color:var(--color-error,#d33)}.mw-parser-output .cs1-visible-error{color:var(--color-error,#d33)}.mw-parser-output .cs1-maint{display:none;color:#085;margin-left:0.3em}.mw-parser-output .cs1-kern-left{padding-left:0.2em}.mw-parser-output .cs1-kern-right{padding-right:0.2em}.mw-parser-output .citation .mw-selflink{font-weight:inherit}@media screen{.mw-parser-output .cs1-format{font-size:95%}html.skin-theme-clientpref-night .mw-parser-output .cs1-maint{color:#18911f}}@media screen and (prefers-color-scheme:dark){html.skin-theme-clientpref-os .mw-parser-output .cs1-maint{color:#18911f}}</style><cite id="CITEREFWeske,_M.2012" class="citation book cs1">Weske, M. (2012). <a rel="nofollow" class="external text" href="https://books.google.com/books?id=-D5tpT5Xz8oC&pg=PA5">"Chapter 1: Introduction"</a>. <i>Business Process Management: Concepts, Languages, Architectures</i>. Springer Science & Business Media. pp. 1–24. <a href="/wiki/ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <a href="/wiki/Special:BookSources/9783642286162" title="Special:BookSources/9783642286162"><bdi>9783642286162</bdi></a>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=bookitem&rft.atitle=Chapter+1%3A+Introduction&rft.btitle=Business+Process+Management%3A+Concepts%2C+Languages%2C+Architectures&rft.pages=1-24&rft.pub=Springer+Science+%26+Business+Media&rft.date=2012&rft.isbn=9783642286162&rft.au=Weske%2C+M.&rft_id=https%3A%2F%2Fbooks.google.com%2Fbooks%3Fid%3D-D5tpT5Xz8oC%26pg%3DPA5&rfr_id=info%3Asid%2Fen.wikipedia.org%3ABusiness+process" class="Z3988"></span></span> </li> <li id="cite_note-KirchmerHigh17-2"><span class="mw-cite-backlink">^ <a href="#cite_ref-KirchmerHigh17_2-0"><sup><i><b>a</b></i></sup></a> <a href="#cite_ref-KirchmerHigh17_2-1"><sup><i><b>b</b></i></sup></a> <a href="#cite_ref-KirchmerHigh17_2-2"><sup><i><b>c</b></i></sup></a> <a href="#cite_ref-KirchmerHigh17_2-3"><sup><i><b>d</b></i></sup></a> <a href="#cite_ref-KirchmerHigh17_2-4"><sup><i><b>e</b></i></sup></a> <a href="#cite_ref-KirchmerHigh17_2-5"><sup><i><b>f</b></i></sup></a> <a href="#cite_ref-KirchmerHigh17_2-6"><sup><i><b>g</b></i></sup></a></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><cite id="CITEREFKirchmer,_M.2017" class="citation book cs1">Kirchmer, M. (2017). <a rel="nofollow" class="external text" href="https://books.google.com/books?id=Nz1RDgAAQBAJ&pg=PA3">"Chapter 1: Business Process Management: What Is It and Why Do You Need It?"</a>. <i>High Performance Through Business Process Management: Strategy Execution in a Digital World</i>. Springer. pp. 1–28. <a href="/wiki/ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <a href="/wiki/Special:BookSources/9783319512594" title="Special:BookSources/9783319512594"><bdi>9783319512594</bdi></a>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=bookitem&rft.atitle=Chapter+1%3A+Business+Process+Management%3A+What+Is+It+and+Why+Do+You+Need+It%3F&rft.btitle=High+Performance+Through+Business+Process+Management%3A+Strategy+Execution+in+a+Digital+World&rft.pages=1-28&rft.pub=Springer&rft.date=2017&rft.isbn=9783319512594&rft.au=Kirchmer%2C+M.&rft_id=https%3A%2F%2Fbooks.google.com%2Fbooks%3Fid%3DNz1RDgAAQBAJ%26pg%3DPA3&rfr_id=info%3Asid%2Fen.wikipedia.org%3ABusiness+process" class="Z3988"></span></span> </li> <li id="cite_note-vonScheelPhase114-3"><span class="mw-cite-backlink">^ <a href="#cite_ref-vonScheelPhase114_3-0"><sup><i><b>a</b></i></sup></a> <a href="#cite_ref-vonScheelPhase114_3-1"><sup><i><b>b</b></i></sup></a> <a href="#cite_ref-vonScheelPhase114_3-2"><sup><i><b>c</b></i></sup></a> <a href="#cite_ref-vonScheelPhase114_3-3"><sup><i><b>d</b></i></sup></a> <a href="#cite_ref-vonScheelPhase114_3-4"><sup><i><b>e</b></i></sup></a></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><cite id="CITEREFvon_Scheel,_H.von_Rosing,_M.Fonseca,_M.2014" class="citation book cs1">von Scheel, H.; von Rosing, M.; Fonseca, M.; et al. (2014). "Phase 1: Process Concept Evolution". In von Rosing, M.; Scheer, A.-W.; von Scheel, H. (eds.). <a rel="nofollow" class="external text" href="https://books.google.com/books?id=RT7LAwAAQBAJ&pg=PA1"><i>The Complete Business Process Handbook: Body of Knowledge from Process Modeling to BPM</i></a>. Vol. 1. Morgan Kaufmann. pp. 1–10. <a href="/wiki/ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <a href="/wiki/Special:BookSources/9780128004722" title="Special:BookSources/9780128004722"><bdi>9780128004722</bdi></a>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=bookitem&rft.atitle=Phase+1%3A+Process+Concept+Evolution&rft.btitle=The+Complete+Business+Process+Handbook%3A+Body+of+Knowledge+from+Process+Modeling+to+BPM&rft.pages=1-10&rft.pub=Morgan+Kaufmann&rft.date=2014&rft.isbn=9780128004722&rft.au=von+Scheel%2C+H.&rft.au=von+Rosing%2C+M.&rft.au=Fonseca%2C+M.&rft_id=https%3A%2F%2Fbooks.google.com%2Fbooks%3Fid%3DRT7LAwAAQBAJ%26pg%3DPA1&rfr_id=info%3Asid%2Fen.wikipedia.org%3ABusiness+process" class="Z3988"></span></span> </li> <li id="cite_note-ChenBusiness12-4"><span class="mw-cite-backlink">^ <a href="#cite_ref-ChenBusiness12_4-0"><sup><i><b>a</b></i></sup></a> <a href="#cite_ref-ChenBusiness12_4-1"><sup><i><b>b</b></i></sup></a> <a href="#cite_ref-ChenBusiness12_4-2"><sup><i><b>c</b></i></sup></a></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><cite id="CITEREFChen,_M.2012" class="citation book cs1">Chen, M. (2012). <a rel="nofollow" class="external text" href="https://books.google.com/books?id=HX3gBwAAQBAJ&pg=PA198">"Chapter 8: BPR Methodologies: Methods and Tools"</a>. In Elzinga, D.J.; Gulledge, T.R.; Lee, C.-Y. (eds.). <i>Business Process Engineering: Advancing the State of the Art</i>. Springer Science & Business Media. pp. 187–212. <a href="/wiki/ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <a href="/wiki/Special:BookSources/9781461550914" title="Special:BookSources/9781461550914"><bdi>9781461550914</bdi></a>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=bookitem&rft.atitle=Chapter+8%3A+BPR+Methodologies%3A+Methods+and+Tools&rft.btitle=Business+Process+Engineering%3A+Advancing+the+State+of+the+Art&rft.pages=187-212&rft.pub=Springer+Science+%26+Business+Media&rft.date=2012&rft.isbn=9781461550914&rft.au=Chen%2C+M.&rft_id=https%3A%2F%2Fbooks.google.com%2Fbooks%3Fid%3DHX3gBwAAQBAJ%26pg%3DPA198&rfr_id=info%3Asid%2Fen.wikipedia.org%3ABusiness+process" class="Z3988"></span></span> </li> <li id="cite_note-ChandBusiness12-5"><span class="mw-cite-backlink"><b><a href="#cite_ref-ChandBusiness12_5-0">^</a></b></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><cite id="CITEREFChand,_D.R.Chircu,_A.M.2012" class="citation book cs1">Chand, D.R.; Chircu, A.M. (2012). <a rel="nofollow" class="external text" href="https://books.google.com/books?id=6oVVBNemLRMC&pg=PA36">"Chapter 3: Business Process Modeling"</a>. In Elzinga, D.J.; Gulledge, T.R.; Lee, C.-Y. (eds.). <i>Business Enterprise, Process, and Technology Management: Models and Applications</i>. 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Retrieved <span class="nowrap">9 August</span> 2021</span>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Ajournal&rft.genre=unknown&rft.jtitle=Forbes&rft.atitle=Council+Post%3A+The+Importance+Of+Evolving+Customer+Service+And+Communication+Strategies&rft.date=2020-01-03&rft.aulast=Plumlee&rft.aufirst=Daniel&rft_id=https%3A%2F%2Fwww.forbes.com%2Fsites%2Fforbescommunicationscouncil%2F2020%2F01%2F03%2Fthe-importance-of-evolving-customer-service-and-communication-strategies%2F%3Fsh%3D3a9b616c4449&rfr_id=info%3Asid%2Fen.wikipedia.org%3ABusiness+process" class="Z3988"></span></span> </li> <li id="cite_note-Juran-22"><span class="mw-cite-backlink"><b><a href="#cite_ref-Juran_22-0">^</a></b></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><cite id="CITEREFJuran1995" class="citation cs2"><a href="/wiki/Joseph_M._Juran" title="Joseph M. Juran">Juran, Joseph M.</a> (1995), <a rel="nofollow" class="external text" href="https://archive.org/details/historyofmanagin0000unse/page/596"><i>A History of Managing for Quality: The Evolution, Trends, and Future Directions of Managing for Quality</i></a>, <a href="/wiki/Milwaukee" title="Milwaukee">Milwaukee, Wisconsin</a>: <a href="/wiki/American_Society_for_Quality" title="American Society for Quality">ASQC Quality Press</a>, p. <a rel="nofollow" class="external text" href="https://archive.org/details/historyofmanagin0000unse/page/596">596</a>, <a href="/wiki/ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <a href="/wiki/Special:BookSources/9780873893411" title="Special:BookSources/9780873893411"><bdi>9780873893411</bdi></a>, <a href="/wiki/OCLC_(identifier)" class="mw-redirect" title="OCLC (identifier)">OCLC</a> <a rel="nofollow" class="external text" href="https://search.worldcat.org/oclc/32394752">32394752</a><span class="reference-accessdate">, retrieved <span class="nowrap">2013-10-20</span></span></cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=book&rft.btitle=A+History+of+Managing+for+Quality%3A+The+Evolution%2C+Trends%2C+and+Future+Directions+of+Managing+for+Quality&rft.place=Milwaukee%2C+Wisconsin&rft.pages=596&rft.pub=ASQC+Quality+Press&rft.date=1995&rft_id=info%3Aoclcnum%2F32394752&rft.isbn=9780873893411&rft.aulast=Juran&rft.aufirst=Joseph+M.&rft_id=https%3A%2F%2Farchive.org%2Fdetails%2Fhistoryofmanagin0000unse%2Fpage%2F596&rfr_id=info%3Asid%2Fen.wikipedia.org%3ABusiness+process" class="Z3988"></span></span> </li> <li id="cite_note-Holmes-23"><span class="mw-cite-backlink"><b><a href="#cite_ref-Holmes_23-0">^</a></b></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><cite id="CITEREFHolmes1992" class="citation cs2">Holmes, Ken (1992), <i>Total Quality Management</i>, <a href="/wiki/Leatherhead" title="Leatherhead">Leatherhead, United Kingdom</a>: Pira International, Ltd., p. 10, <a href="/wiki/ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <a href="/wiki/Special:BookSources/9781858020112" title="Special:BookSources/9781858020112"><bdi>9781858020112</bdi></a>, <a href="/wiki/OCLC_(identifier)" class="mw-redirect" title="OCLC (identifier)">OCLC</a> <a rel="nofollow" class="external text" href="https://search.worldcat.org/oclc/27644834">27644834</a>, <q>Ask ten people what TQM is and you will hear ten different answers. There is no specification or standard for it, or certification programme to proclaim that you have it. What we understand by TQM probably depends on which of the thought leaders, (often referred to as 'gurus') we have come across.</q></cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=book&rft.btitle=Total+Quality+Management&rft.place=Leatherhead%2C+United+Kingdom&rft.pages=10&rft.pub=Pira+International%2C+Ltd.&rft.date=1992&rft_id=info%3Aoclcnum%2F27644834&rft.isbn=9781858020112&rft.aulast=Holmes&rft.aufirst=Ken&rfr_id=info%3Asid%2Fen.wikipedia.org%3ABusiness+process" class="Z3988"></span></span> </li> <li id="cite_note-24"><span class="mw-cite-backlink"><b><a href="#cite_ref-24">^</a></b></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><cite id="CITEREFCreech1994" class="citation cs2"><a href="/wiki/Wilbur_L._Creech" title="Wilbur L. Creech">Creech, Bill</a> (1994), <span class="id-lock-registration" title="Free registration required"><a rel="nofollow" class="external text" href="https://archive.org/details/fivepillarsoftqm00cree"><i>The Five Pillars of TQM: How to Make Total Quality Management Work for You</i></a></span>, <a href="/wiki/New_York_City" title="New York City">New York</a>: Truman Talley Books/Dutton, p. 4, <a href="/wiki/ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <a href="/wiki/Special:BookSources/9780525937258" title="Special:BookSources/9780525937258"><bdi>9780525937258</bdi></a>, <a href="/wiki/OCLC_(identifier)" class="mw-redirect" title="OCLC (identifier)">OCLC</a> <a rel="nofollow" class="external text" href="https://search.worldcat.org/oclc/28508067">28508067</a>, <q>In fact, the term TQM has become so widely used that it has become the number one buzzphrase to describe a new type of quality-oriented management. Thus, the name TQM now covers a very broad tent encompassing all sorts of management practices. In my management advisory activities I run into scores of these different programs all parading under the same name. Few are alike, and those varied programs have a wide variety of features—a mixture of the old and the new—with, in more cases than not, very little of the new. ... However, I have forewarned you there are almost as many different TQM programs as there are companies that have started them because that creates confusion about what to do in your own case.</q></cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=book&rft.btitle=The+Five+Pillars+of+TQM%3A+How+to+Make+Total+Quality+Management+Work+for+You&rft.place=New+York&rft.pages=4&rft.pub=Truman+Talley+Books%2FDutton&rft.date=1994&rft_id=info%3Aoclcnum%2F28508067&rft.isbn=9780525937258&rft.aulast=Creech&rft.aufirst=Bill&rft_id=https%3A%2F%2Farchive.org%2Fdetails%2Ffivepillarsoftqm00cree&rfr_id=info%3Asid%2Fen.wikipedia.org%3ABusiness+process" class="Z3988"></span></span> </li> <li id="cite_note-25"><span class="mw-cite-backlink"><b><a href="#cite_ref-25">^</a></b></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><cite id="CITEREFPaun" class="citation web cs1">Paun, Goran. <a rel="nofollow" class="external text" href="https://www.forbes.com/sites/forbesagencycouncil/2020/07/02/building-a-brand-why-a-strong-digital-presence-matters/">"Council Post: Building A Brand: Why A Strong Digital Presence Matters"</a>. <i>Forbes</i><span class="reference-accessdate">. Retrieved <span class="nowrap">2023-08-22</span></span>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Ajournal&rft.genre=unknown&rft.jtitle=Forbes&rft.atitle=Council+Post%3A+Building+A+Brand%3A+Why+A+Strong+Digital+Presence+Matters&rft.aulast=Paun&rft.aufirst=Goran&rft_id=https%3A%2F%2Fwww.forbes.com%2Fsites%2Fforbesagencycouncil%2F2020%2F07%2F02%2Fbuilding-a-brand-why-a-strong-digital-presence-matters%2F&rfr_id=info%3Asid%2Fen.wikipedia.org%3ABusiness+process" class="Z3988"></span></span> </li> <li id="cite_note-PalmeriBPM_14-26"><span class="mw-cite-backlink"><b><a href="#cite_ref-PalmeriBPM_14_26-0">^</a></b></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><cite id="CITEREFPalmer,_N.2015" class="citation book cs1">Palmer, N. (2015). "iBPM - Intelligent Business Process Management". In von Rosing, M.; Scheer, A.-W.; von Scheel, H. (eds.). <i>The Complete Business Process Handbook: Body of Knowledge from Process Modeling to BPM</i>. Vol. 1. Morgan Kaufmann. pp. 349–361. <a href="/wiki/ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <a href="/wiki/Special:BookSources/9780127999593" title="Special:BookSources/9780127999593"><bdi>9780127999593</bdi></a>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=bookitem&rft.atitle=iBPM+-+Intelligent+Business+Process+Management&rft.btitle=The+Complete+Business+Process+Handbook%3A+Body+of+Knowledge+from+Process+Modeling+to+BPM&rft.pages=349-361&rft.pub=Morgan+Kaufmann&rft.date=2015&rft.isbn=9780127999593&rft.au=Palmer%2C+N.&rfr_id=info%3Asid%2Fen.wikipedia.org%3ABusiness+process" class="Z3988"></span></span> </li> <li id="cite_note-OMGBusiness-27"><span class="mw-cite-backlink"><b><a href="#cite_ref-OMGBusiness_27-0">^</a></b></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><cite class="citation web cs1"><a rel="nofollow" class="external text" href="http://www.omg.org/bmi/">"Business Modeling & Integration DTF"</a>. Object Management Group<span class="reference-accessdate">. Retrieved <span class="nowrap">23 February</span> 2018</span>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=unknown&rft.btitle=Business+Modeling+%26+Integration+DTF&rft.pub=Object+Management+Group&rft_id=http%3A%2F%2Fwww.omg.org%2Fbmi%2F&rfr_id=info%3Asid%2Fen.wikipedia.org%3ABusiness+process" class="Z3988"></span></span> </li> <li id="cite_note-RossSMAC13-28"><span class="mw-cite-backlink"><b><a href="#cite_ref-RossSMAC13_28-0">^</a></b></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><cite id="CITEREFRoss,_M.2013" class="citation web cs1">Ross, M. (July–August 2013). <a rel="nofollow" class="external text" href="http://analytics-magazine.org/analytics-and-business-process-management/">"Analytics & Business Process Management"</a>. <i>Analytics</i>. Institute for Operations Research and the Management Sciences<span class="reference-accessdate">. Retrieved <span class="nowrap">23 February</span> 2018</span>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Ajournal&rft.genre=unknown&rft.jtitle=Analytics&rft.atitle=Analytics+%26+Business+Process+Management&rft.date=2013-07%2F2013-08&rft.au=Ross%2C+M.&rft_id=http%3A%2F%2Fanalytics-magazine.org%2Fanalytics-and-business-process-management%2F&rfr_id=info%3Asid%2Fen.wikipedia.org%3ABusiness+process" class="Z3988"></span></span> </li> <li id="cite_note-RohdeEffective09-29"><span class="mw-cite-backlink"><b><a href="#cite_ref-RohdeEffective09_29-0">^</a></b></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><cite id="CITEREFRohde,_K.R.2009" class="citation book cs1">Rohde, K.R. (October 2009). <a rel="nofollow" class="external text" href="https://books.google.com/books?id=ymOtDqFjMwYC&pg=PA105">"Chapter 7: Communicating Your Process Through Effective Policies, Procedures, and Job Aides"</a>. <i>Effective Process Management: Improving Your Healthcare Delivery</i>. HC Pro. pp. 105–128. <a href="/wiki/ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <a href="/wiki/Special:BookSources/9781601466549" title="Special:BookSources/9781601466549"><bdi>9781601466549</bdi></a>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=bookitem&rft.atitle=Chapter+7%3A+Communicating+Your+Process+Through+Effective+Policies%2C+Procedures%2C+and+Job+Aides&rft.btitle=Effective+Process+Management%3A+Improving+Your+Healthcare+Delivery&rft.pages=105-128&rft.pub=HC+Pro&rft.date=2009-10&rft.isbn=9781601466549&rft.au=Rohde%2C+K.R.&rft_id=https%3A%2F%2Fbooks.google.com%2Fbooks%3Fid%3DymOtDqFjMwYC%26pg%3DPA105&rfr_id=info%3Asid%2Fen.wikipedia.org%3ABusiness+process" class="Z3988"></span></span> </li> <li id="cite_note-RosingWorking_14-30"><span class="mw-cite-backlink"><b><a href="#cite_ref-RosingWorking_14_30-0">^</a></b></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><cite id="CITEREFvon_Rosing,_M.Foldager,_U.Hove,_M.2015" class="citation book cs1">von Rosing, M.; Foldager, U.; Hove, M.; et al. (2015). "Working with the Business Process Management (BPM) Life Cycle". In von Rosing, M.; Scheer, A.-W.; von Scheel, H. (eds.). <i>The Complete Business Process Handbook: Body of Knowledge from Process Modeling to BPM</i>. Vol. 1. Morgan Kaufmann. pp. 265–341. <a href="/wiki/ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <a href="/wiki/Special:BookSources/9780127999593" title="Special:BookSources/9780127999593"><bdi>9780127999593</bdi></a>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=bookitem&rft.atitle=Working+with+the+Business+Process+Management+%28BPM%29+Life+Cycle&rft.btitle=The+Complete+Business+Process+Handbook%3A+Body+of+Knowledge+from+Process+Modeling+to+BPM&rft.pages=265-341&rft.pub=Morgan+Kaufmann&rft.date=2015&rft.isbn=9780127999593&rft.au=von+Rosing%2C+M.&rft.au=Foldager%2C+U.&rft.au=Hove%2C+M.&rfr_id=info%3Asid%2Fen.wikipedia.org%3ABusiness+process" class="Z3988"></span></span> </li> <li id="cite_note-GlykasBusiness12-31"><span class="mw-cite-backlink"><b><a href="#cite_ref-GlykasBusiness12_31-0">^</a></b></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><cite id="CITEREFSezenias,_E.Farmakis,_A.Karagiannis,_G.2012" class="citation book cs1">Sezenias, E.; Farmakis, A.; Karagiannis, G.; et al. (2012). "A Holistic Business Performance Measurement Framework". In Glykas, M. (ed.). <i>Business Process Management: Theory and Applications</i>. Springer. pp. 75–98. <a href="/wiki/ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <a href="/wiki/Special:BookSources/9783642284090" title="Special:BookSources/9783642284090"><bdi>9783642284090</bdi></a>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=bookitem&rft.atitle=A+Holistic+Business+Performance+Measurement+Framework&rft.btitle=Business+Process+Management%3A+Theory+and+Applications&rft.pages=75-98&rft.pub=Springer&rft.date=2012&rft.isbn=9783642284090&rft.au=Sezenias%2C+E.&rft.au=Farmakis%2C+A.&rft.au=Karagiannis%2C+G.&rfr_id=info%3Asid%2Fen.wikipedia.org%3ABusiness+process" class="Z3988"></span></span> </li> <li id="cite_note-SidorovaTheRole14-32"><span class="mw-cite-backlink"><b><a href="#cite_ref-SidorovaTheRole14_32-0">^</a></b></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><cite id="CITEREFSidorova,_A.Torres,_R.Al_Beayeyz,_A.2014" class="citation book cs1">Sidorova, A.; Torres, R.; Al Beayeyz, A. (2014). "The Role of Information Technology in Business Process Management". In vom Brocke, J.; Rosemann, M. (eds.). <i>Handbook on Business Process Management 1</i>. International Handbooks on Information Systems. Springer. pp. 421–444. <a href="/wiki/Doi_(identifier)" class="mw-redirect" title="Doi (identifier)">doi</a>:<a rel="nofollow" class="external text" href="https://doi.org/10.1007%2F978-3-642-45100-3_18">10.1007/978-3-642-45100-3_18</a>. <a href="/wiki/ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <a href="/wiki/Special:BookSources/9783642451003" title="Special:BookSources/9783642451003"><bdi>9783642451003</bdi></a>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=bookitem&rft.atitle=The+Role+of+Information+Technology+in+Business+Process+Management&rft.btitle=Handbook+on+Business+Process+Management+1&rft.series=International+Handbooks+on+Information+Systems&rft.pages=421-444&rft.pub=Springer&rft.date=2014&rft_id=info%3Adoi%2F10.1007%2F978-3-642-45100-3_18&rft.isbn=9783642451003&rft.au=Sidorova%2C+A.&rft.au=Torres%2C+R.&rft.au=Al+Beayeyz%2C+A.&rfr_id=info%3Asid%2Fen.wikipedia.org%3ABusiness+process" class="Z3988"></span></span> </li> </ol></div></div> <div class="mw-heading mw-heading2"><h2 id="Further_reading">Further reading</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Business_process&action=edit&section=22" title="Edit section: Further reading"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <ul><li>Paul's Harmon (2007). <i>Business Process Change: 2nd Ed, A Guide for Business Managers and BPM and <a href="/wiki/Six_Sigma" title="Six Sigma">Six Sigma</a> Professionals</i>. Morgan Kaufmann</li> <li>E. Obeng and S. Crainer S (1993). <i>Making <a href="/wiki/Business_process_reengineering" class="mw-redirect" title="Business process reengineering">Re-engineering</a> Happen</i>. Financial Times Prentice Hall</li> <li>Howard Smith and Peter Fingar (2003). <i>Business Process Management</i>. The Third Wave, MK Press</li> <li>Slack et al., edited by: David Barnes (2000) The Open University, Understanding Business: Processes</li> <li>Malakooti, B. (2013). <a rel="nofollow" class="external text" href="https://books.google.com/books?id=tvc8AgAAQBAJ">Operations and Production Systems with Multiple Objectives</a>. John Wiley & Sons.</li></ul> <div class="mw-heading mw-heading2"><h2 id="External_links">External links</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Business_process&action=edit&section=23" title="Edit section: External links"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <style data-mw-deduplicate="TemplateStyles:r1235681985">.mw-parser-output .side-box{margin:4px 0;box-sizing:border-box;border:1px solid #aaa;font-size:88%;line-height:1.25em;background-color:var(--background-color-interactive-subtle,#f8f9fa);display:flow-root}.mw-parser-output .side-box-abovebelow,.mw-parser-output .side-box-text{padding:0.25em 0.9em}.mw-parser-output .side-box-image{padding:2px 0 2px 0.9em;text-align:center}.mw-parser-output .side-box-imageright{padding:2px 0.9em 2px 0;text-align:center}@media(min-width:500px){.mw-parser-output .side-box-flex{display:flex;align-items:center}.mw-parser-output .side-box-text{flex:1;min-width:0}}@media(min-width:720px){.mw-parser-output .side-box{width:238px}.mw-parser-output .side-box-right{clear:right;float:right;margin-left:1em}.mw-parser-output .side-box-left{margin-right:1em}}</style><style data-mw-deduplicate="TemplateStyles:r1237033735">@media print{body.ns-0 .mw-parser-output .sistersitebox{display:none!important}}@media screen{html.skin-theme-clientpref-night .mw-parser-output .sistersitebox img[src*="Wiktionary-logo-en-v2.svg"]{background-color:white}}@media screen and (prefers-color-scheme:dark){html.skin-theme-clientpref-os .mw-parser-output .sistersitebox img[src*="Wiktionary-logo-en-v2.svg"]{background-color:white}}</style><div class="side-box side-box-right plainlinks sistersitebox"><style data-mw-deduplicate="TemplateStyles:r1126788409">.mw-parser-output .plainlist ol,.mw-parser-output .plainlist ul{line-height:inherit;list-style:none;margin:0;padding:0}.mw-parser-output .plainlist ol li,.mw-parser-output .plainlist ul li{margin-bottom:0}</style> <div class="side-box-flex"> <div class="side-box-image"><span class="noviewer" typeof="mw:File"><span><img alt="" src="//upload.wikimedia.org/wikipedia/commons/thumb/f/fa/Wikiquote-logo.svg/34px-Wikiquote-logo.svg.png" decoding="async" width="34" height="40" class="mw-file-element" srcset="//upload.wikimedia.org/wikipedia/commons/thumb/f/fa/Wikiquote-logo.svg/51px-Wikiquote-logo.svg.png 1.5x, //upload.wikimedia.org/wikipedia/commons/thumb/f/fa/Wikiquote-logo.svg/68px-Wikiquote-logo.svg.png 2x" data-file-width="300" data-file-height="355" /></span></span></div> <div class="side-box-text plainlist">Wikiquote has quotations related to <i><b><a href="https://en.wikiquote.org/wiki/Special:Search/Business_process" class="extiw" title="q:Special:Search/Business process">Business process</a></b></i>.</div></div> </div> <ul><li><span class="noviewer" typeof="mw:File"><a href="/wiki/File:Commons-logo.svg" class="mw-file-description"><img alt="" src="//upload.wikimedia.org/wikipedia/en/thumb/4/4a/Commons-logo.svg/12px-Commons-logo.svg.png" decoding="async" width="12" height="16" class="mw-file-element" srcset="//upload.wikimedia.org/wikipedia/en/thumb/4/4a/Commons-logo.svg/18px-Commons-logo.svg.png 1.5x, //upload.wikimedia.org/wikipedia/en/thumb/4/4a/Commons-logo.svg/24px-Commons-logo.svg.png 2x" data-file-width="1024" data-file-height="1376" /></a></span> Media related to <a href="https://commons.wikimedia.org/wiki/Category:Business_process" class="extiw" title="commons:Category:Business process">Business process</a> at Wikimedia Commons</li></ul>    </div><noscript><img src="https://login.wikimedia.org/wiki/Special:CentralAutoLogin/start?type=1x1" alt="" width="1" height="1" style="border: none; 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