Model to measure the effect of the integration of information in business processes. Example: bidding process for an industry

Purpose The main contribution of the research is to propose a quantitative model based on indicators designed by the authors, to measure the effect on the performance of the process caused by an improvement in the integration of information. Design/methodology/approach It is a descriptive and exploratory investigation, immersed in a case study; the bidding process was selected by senior management due to the high complexity and impact of this process on the organization. The protocol for carrying out the study involved interviews with the owner of the process and all the officials involved, as sources of information, inputs to model in BPMN2.0 at the activity level and a statistical validation of the model was carried out, to sustain an acceptable confidence of the same. Findings Among the most outstanding results of the research are that the effects of the improvements or changes in the activities were reflected or evidenced in subsequent activities, not in the immediate ones or in which the improvement is applied. This confirms the theorization of the systemic approach to processes since the effects of the improvements are not close to their application. Research limitations/implications For the proposed model, it was evident that the measurement of the efficiency and quality dimensions of the process activities required verification in transactional databases where nonconformities and nonquality costs related to orders are recorded. Originality/value In the reviewed literature, there are no models or reference frameworks that quantitatively measure the effects of the integration of information on the performance of processes.

Automated summary

The research proposes a quantitative model based on indicators designed by the authors to measure the impact of information integration improvements on process performance. Findings suggest that the effects of activity improvements are not immediately reflected but are shown in subsequent activities. Verification in transactional databases is needed to measure the efficiency and quality dimensions of process activities.