Abstract
As was mentioned in Chap. 1, a process is the transformation of inputs into outputs. Anupindi et al. (2006) in their book “Management Business Process Flows, Principles of Operations Management” state that a process view considers any organization, or any part of an organization, to be a process that transforms inputs into outputs. The authors also define five elements that characterize this transformation; these are inputs and outputs, flow units, network of activities and buffers, resources, and information structure, see Fig. 5.1. In the following, definitions of these elements are introduced:
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References
Anupindi, R., Chopra, S., Deshmukh, D. S., Van Mieghem, A. J., & Zemel, E. (2006). Management business process flows: Principles of operations management. Upper Saddle River: Pearson Education.
Laguna, M., & Marklund, J. (2005). Business process modeling, simulation, and design. Upper Saddle River: Pearson Prentice Hall.
Little, J. D. C. (1961). A proof of queuing formula L=λW. Operations Research, 9, 383–387.
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Damij, N., Damij, T. (2014). Process Analysis. In: Process Management. Progress in IS. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-36639-0_5
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DOI: https://doi.org/10.1007/978-3-642-36639-0_5
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