• Convergence Security Journal
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• v.7 no.2
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• pp.27-37
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• 2007

Companies have to take agility against change of environment and build up the capacity of new value creation in today's management environment. Until now, there are so many management method for efficiency of management, rationality of management and IT (information technology) supported this method by integration of enterprise task and process automation. but company's competitiveness through the efficiency of management realized the limitations recently. so companies needs the new management method to raise core value of enterprise. This study applies strategy intelligence which is some part of Business Intelligence. We can identify the core value driver by using this method. and the core value driver is connected the KPI (key performance indicator) of processes in BPM (Business Process Management). This help the management of process focused on value driver. and some part of activity driver that effect the process performance can be use the Six Sigma method to strategic business process. This study first introduces the concept of Business Intelligence, Business Process Management and Six Sigma. and then efficient connection plan for value based strategic business process is introduces.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.1 no.1
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• pp.157-178
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• 2006

BPMS implementation in L Electronics, which started in 2003, was spotlighted in the IS Project and research area. L Electronics has conducted process innovation with the goal of being one of the Global Top 3 brands. Continuous business environment changes because of globalization and speedy development of information technology have caused changes in business process and functions. This case examines its efforts for optimizing business process continuously and systematically with BPMS and discusses the implication and potential of business process innovation with BPMS.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2004.05a
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• pp.710-713
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• 2004

There have been numerous research and development efforts to automate business processes or execute business processes automatically. Especially, Web service is considered to be one of the most promising technologies. Existing Web service composition languages such as BPEL (Business Process Execution Language) and BPML (Business Process Modeling Language) do not provide full semantic support for business processes. This paper proposes a 3-layer model that consists of business process layer and service layer which can seamlessly integrates business process semantics with service semantics. The proposed model and architecture will enable effective management of business processes as well-defined corporate assets, services that execute tasks to achieve goals of business processes, and software components that comprise services.

• Journal of the Korea Safety Management & Science
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• v.13 no.2
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• pp.231-241
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• 2011

Business processes are often of long duration, and include internal worker's decision making, which makes business processes to be exposed to many exceptional situations. These properties of business processes makes it difficult to guarantee successful termination of business processes at the design phase. The behavioral properties of business processes mainly depends on the data aspects of business processes. To formalize the data aspect of process modeling, this paper proposes a graph-based model, called Data Dependency Graph (DDG), constructed from dependency relationships specified between business data. The paper also defines a mechanism of describing a set of mapping rules that generates a process model semantically equivalent to a DDG, which is accomplished by allocating data dependencies to component activities.

• Journal of Korean Institute of Industrial Engineers
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• v.32 no.3
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• pp.191-199
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• 2006

Effective management of business processes is a crucial issue to every enterprise in e-business environment. What's needed is a new framework of applications that can automatically manage distributed and heterogeneous business processes that span multiple functions of a company. In this paper, we propose technical design of a new enactment model that can coordinate such business process that involves multiple functional units or even multiple companies. In our approach, a process model is decomposed into several structural units, called 'process block', according to their procedural characteristics. Each of them is controlled by autonomous enactment units that can communicate with each other using a mutually agreed coordination protocol. The protocol takes the use of 'associative communication' concept, which allows the autonomy for each unit and secure the correctness of process execution.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2000.04a
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• pp.664-667
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• 2000

Although managing knowledge about business processes has been recognized as an important aspect of Knowledge Management System (KMS), it has not been satisfactorily addressed academically or commercially. This paper proposes a KMS architecture to effectively manage business process as knowledge. It expands commonly recognized KMS functions with the process packaging module that defines business processes, monitors and evaluates process instances, keeps process instance history, and provides link between processes and other knowledge items such as documents and experts. The users can not only find the best practice of a business process but also learn from mistakes. A prototype system is implemented to show the feasibility of the proposed architecture. The results of this paper can contribute to expand current KMSs to help use knowledge to enhance the users' performance in their business processes.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2004.10a
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• pp.139-142
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• 2004

Business Activities usually comprises various types of business processes. However, most companies don't standardize the constituent processes and accumulate them in formal models, so that they have their limitations for efficient process management and continuous process improvement. Recently, in order to overcome the obstacles, the companies increasingly tend to introduce a BPM (Business Process Management) system. The BPM system functions as modeling dispersed processes over the companies definitely, running the processes and improving them. In addition, the BPM plays a role as a platform in which diverse business applications can be developed. Generally, it is prerequisite to define business processes clearly to run them in the BPM. Unfortunately, companies don't arrange the processes systematically, so that they have difficulty in the introduction and implementation of the system. In this paper, we introduce a new type of a business application to support the clarification of business structure and processes in the companies and facilitate the introduction of the BPM system. The new system is a 'job manual system' developed on the BPM platform. A process model modeled in the job manual system can be transported directly to the BPM system in which the model becomes an executable status. The new system's properties including this feature enable to manage business processes efficiently and help users of the both system perform relevant tasks conveniently.

• Journal of the Korean Operations Research and Management Science Society
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• v.28 no.3
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• pp.149-168
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• 2003

With the increase of global competition and the reduction of the lifecycle of business process, most leading companies begin to adopt BPO(Business Process Outsourcing), by outsourcing the whole or part of their business process to external service providers and focusing on their core capability, in order to enhance their core competency, In adopting BPO, it is an important decision-making issue that which part of process should be outsourced. So identifying core/non-core process among the business processes is a prerequisite for managing corporate capability and performance of outsourcing. In this study, by focusing on knowledge intensity and degree of informatization of the business process that are important factors in adopting BPO, we have analyzed the current status of BPO adoption of domestic firms and proposed several guidelines for adopting BPO.

• Journal of the Korea Society of Computer and Information
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• v.23 no.11
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• pp.103-109
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• 2018

This paper presents an idea and framework to automate a full cycle business process management and re-engineering by integrating traditional business process management systems, process mining, data mining, machine learning, and simulation. We build our framework on the cloud-based platform such that various data sources can be incorporated. We design our systems to be extensible so that not only beneficial for practitioners of BPM, but also for researchers. Our framework can be used as a test bed for researchers without the complication of system integration. The automation of redesigning phase and selecting a baseline process model for deployment are the two main contributions of this study. In the redesigning phase, we deal with both the analysis of the existing process model and what-if analysis on how to improve the process at the same time, Additionally, improving a business process can be applied in a case by case basis that needs a lot of trial and error and huge data. In selecting the baseline process model, we need to compare many probable routes of business execution and calculate the most efficient one in respect to production cost and execution time. We also discuss the challenges and limitation of the framework, including the systems adoptability, technical difficulties and human factors.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2003.05a
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• pp.792-799
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• 2003

As eTransformation and collaborative eCommerce have been on the rise, business processes between business partners are increasingly recognized as important assets that need to be integrated. These trends imply more complex and dynamic business processes should be considered in order to integrate related business organizations and business units. Moreover, these business processes are widely distributed across stakeholders. Therefore, there is a need for business process modeling that is usable, flexible and capable of integrating systems consistently across businesses and technology barriers. In this paper, a business process modeling methodology is introduced, which is based on top­do\W and model-driven approach utilizing OMG's MDA(Model-Driven Architecture) and UML profile for EDOC(Enterprise Distributed Object Computing). This provides the ability to model business process at all levels simultaneously, to combine business process models retaining their meaning, to use business process design patterns constraining the behavior of sub-processes, and to derive specific codes from a stable model as the underlying infrastructure shifts over time. In addition, we suggest some modifications of the meta-model for EDOC-Business Process Profile by adding new features in order to model business processes rigidly. This paper illustrates some examples of business process modeling and compares them with UML diagrams and IDEF models. The proposed methodology is implemented to develop a business process modeling tool.