cases, and discussion protocols)” a

cases, and discussion protocols)” are important keys to improvement. Therefore, the authors will
incorporate these data items into the prototype system of business process modeling tools.
Table 1. Components of process-related knowledge [28]
Structural Elements Detail Elements Description
Basic Knowledge Elements Expert’s Know-how Post analysis report, problems and solutions, knowledge about customers
and competitors, reasons for decisions taken in business cases, protocols
about discussions, reports about business cases, etc.
Expert Information about experts for certain activities
(e-mail, phone number, office, etc.)
Elements Required for Using
Knowledge in Processes
Information from Users
(Know-how)
Used Information,
Execution Report
Materials referred by performers during activity execution time and reports
about activity execution made by performers after activity execution
Evaluation Information Criteria, Value Evaluation criteria, evaluation result of the process-related knowledge
4.4. Feedback from Potential Users and Future Research
The authors asked the opinions on the concept of our recommended modeling tools of potential users
(employees in information system sections, and end users engaged in business process improvement projects,
with several companies). Most of them gave positive feedback, because the tool offers both a sense of ease of
connection of the process to end users and high level process viewpoint. However, some potential users were
anxious about user interfaces, because some of them are used to using flow charts of blanket size (sometimes
A0 size). For ease of use, ability to trace the line of the process with one’s finger is required, so the authors
will consider this point when developing our prototype system. There were positive comments about sharing
experts’ know-how linked with business processes, especially from business planning people. However, a
detailed survey of many experts is required.
There are some tools offering a knowledge base for business process improvement from the viewpoint of the
bottom layer of employees [30] [31]. Behind these tools lies the concept of promoting improvement triggered
by Kizuki (findings) in employees’ daily work. The tools that the authors are proposing can be coupled with
these tools. By this coupling, it will be possible to adjust the policy of top management to the findings of
actual work.
E. Abo described partnership patterns between companies as a “chain mechanism.” He named certain
coupling patterns, defined by H. R. Maturana (Fig. 3).