METHODOLOGICAL APPROACHES TO BUSINESS PROCESS MANAGEMENT IMPROVEMENT: THEORY, MODERN METHODS AND DIGITAL INTEGRATION
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Abstract
The purpose of this paper is to conduct a systematic comparative analysis of TQM, BPR, and Lean methodologies in relation to the BPM lifecycle stages, and to examine the strategic role of each approach in improving business process performance. The paper traces how classical process management tools are evolving within the digital economy, where the pace of change and the sheer volume of operational data require fundamentally new implementation strategies. Methodology. The study draws on systemic analysis of BPM as an organisational discipline, comparative analysis of methodological frameworks, and a synthesis of classical management theory with contemporary digital transformation trends. The research rests on a comprehensive review of academic literature, international standards, and documented industry practice, which grounds the conclusions in a solid evidential base. Results of the survey showed that BPM functions as a cyclical, systemic approach that integrates direct and feedback control loops across six stages: analysis, modelling, execution, monitoring, improvement, and automation. Three core improvement methodologies – TQM, BPR, and Lean – were evaluated against the BPM cycle. The combination of these classical approaches with digital infrastructure substantially strengthens process management capability. TQM delivers stability and quality; BPR enables radical transformation; Lean targets waste elimination and operational efficiency – each gaining significant leverage through integration with ERP systems, BI analytics, IoT, and Process Mining. Practical implications. The selection of a process improvement methodology depends on the organisation's strategic objectives, available resources, and digital maturity. When each approach is aligned with appropriate IT platforms, radical process optimisation becomes achievable. The comparative framework developed in the paper allows organisations to design composite transformation programmes that draw on TQM, BPR, and Lean in proportion to their specific operational challenges and technological readiness. Value / originality. The contribution lies in bridging classical management concepts with contemporary digital transformation trends, offering a structured guide for selecting the optimal improvement strategy based on organisational goals and digital maturity. The paper fills a recognised gap between traditional BPM instruments and their modern digital implementations by providing a coherent framework applicable across industries and sectors.
How to Cite
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business process management, Total Quality Management, lean approach, business process reengineering, digital transformation, ERP systems, BI analytics
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