This descriptive case study outlines how Business Process Improvement (BPI) was bundled into a learning and development program to achieve targets on freight forwarding clearance while embedding BPI competencies within the organisation. Non-compliance with company standards, low productivity and flow-on blockages prompted managements’ action. The Program team members included company representatives, university academics and a business process trainer, together they managed, delivered and recorded the program. Insights into managing the challenges of overcoming resistance to change and embedding innovative training methods such as GDSS, BizKit, StickyWall & Belbin Team Roles are captured. Questions of interest include; Would BPI and the tools become truly integrated? Are the techniques and experiences generalisable? Action research methodology was adopted as an aide to reflective analysis.
|Title of host publication||Proceedings of the 20th ANZAM conference|
|Subtitle of host publication||management : pragmatism, philosophy, priorities|
|Editors||Jesssica Kennedy, Lee Di Milia|
|Place of Publication||Lindfield, N.S.W.|
|Publisher||Australian and New Zealand Academy of Management|
|Number of pages||19|
|Publication status||Published - 2006|
|Event||Australian and New Zealand Academy of Management (ANZAM) Conference (20th : 2006) - Yeppoon, QLD|
Duration: 6 Dec 2006 → 9 Dec 2006
|Conference||Australian and New Zealand Academy of Management (ANZAM) Conference (20th : 2006)|
|Period||6/12/06 → 9/12/06|
- technology innovation management
- management education and development
Evans, S., Hunt, R., & Alexander, M. (2006). BAX Global: a case study of business process improvement theory and practice. In J. Kennedy, & L. Di Milia (Eds.), Proceedings of the 20th ANZAM conference: management : pragmatism, philosophy, priorities Lindfield, N.S.W.: Australian and New Zealand Academy of Management.