مدیریت فرایند کسب و کار برای مدل های مبتنی بر پروژه های طراحی خودرو Business Process Management for Model Based Design Automotive Projects

1. Introduction Business process management (BPM) comes with different definitions which summarize the benefits of using this approach by organizations. Next, some of the benefits of the business process management (BPM) were selected from the concept definitions: improves quality, efficiency, effectiveness (Meidan, Garcia-Garcia, Escalona & Ramos, 2017), it is adaptable to change (Gazova, Papulova & Papula, 2015), and its main role is that it aligns the process to the customer’s needs (Kluza & Nalepa, 2017). Business process management (BPM) became easier to be used due to the support of tools which allows the users to have access to different actions. Nowadays the development of BPM for projects is used through dedicated tools. The selected benefits from the BPM concept give us an overview of the objectives of this concept in the organizations where it is used. Some of these objectives which are in the end the benefits of using BPM concept represent the results of the knowledge management concept when it is applied in an organization. The similarities between these two concepts are important to be mentioned, because one concept does not exclude the other concept. Young et al (2014) quoted by Uden & He et al (2017) mentioned that when good knowledge management is done in an organization the results are positively influenced: the costs are reduced and the speed of response is increased. In conclusion of what he mentioned, the quality of the products increases and the teams of an organization can be more adaptable to change and efficient. Hamza et al (2008) claims that the knowledge management concept should be encouraged to be disseminated at all the levels of an organization. This approach of dissemination at all levels is encountered also for the BPM concept in the BPM cycle mentioned by Mendling et al (2017). Considering the above approaches, this can be easily reworded as the culture of knowledge management and as a culture of BPM. The culture of knowledge management for an organization represents a big necessity and although it is not called as such, without a minimum of knowledge transfer the organization will probably fail (Nazim & Pauleen, 2017). However, the BPM concept should not represent a blocking point for an organization as it has a lot of benefits. The above mentioned idea is that establishing a culture of knowledge management and a culture of BPM helps the organizations to increase productivity. In the present paper the BPM approach is used to validate the utility of a model proposed in the context of knowledge management. The model of knowledge management is described in detail in another article (Plesa & Prostean, 2017). This model was developed based on observing the context of two automotive companies which use Model Based Design. The obtained model of knowledge management could have an increasing usage by any organization, although it resulted from only two automotive companies which use Model Based Design. The model was proposed in the context of the companies which use Model Based Design because this technology is at the beginning and it extends more and more, year by year as reported on MathWorks® et al, (2017). Model Based Design technology, being at the beginning, is facing different problems including knowledge management