METHODOLOGICAL APPROACH TO ASSESSING THE PROCESS MATURITY OF MANUFACTURING ENTERPRISES AS A BASIS FOR BUSINESS PROCESS REFORM

Abstract

The article substantiates the use of prior assessment of process maturity at manufacturing enterprises as a basis for selecting directions for business process reform, since such assessment reflects both the state of business processes and the organizational conditions of their functioning and thus provides an analytical basis for sound managerial decisions. The purpose of the study is to develop a methodological approach to assessing the process maturity of manufacturing enterprises as a basis for substantiating directions for business process reform. The article clarifies the distinction between process maturity and business process management capabilities as related but not identical characteristics of enterprise process development. This makes it possible to focus the assessment on the state of business processes while also taking into account the organizational conditions that determine their functioning and further improvement. Based on the generalization of scientific approaches, the article develops a system of criteria for assessing process maturity that covers both the parameters of business process state and the organizational and support conditions of their functioning. The system includes process formalization and standardization, manageability and responsibility, competency support, information and resource support, measurability and control, continuous improvement and adaptation, as well as resilience and continuity of process functioning. The scientific novelty of the study lies in adapting the logic of process maturity assessment to the specifics of manufacturing enterprises and in combining the assessment of business process state with the assessment of organizational conditions for their functioning and further transformation. The methodological approach developed in the article is based on a consistent sequence of stages: defining the objects of assessment, forming the information base, assessing the criteria, summarizing the results, and interpreting them for managerial purposes. The practical value of the proposed approach lies in the possibility of identifying not only the general level of process maturity but also the profile of strengths and problem areas within the enterprise process system. This provides a basis for a differentiated choice of reform directions depending on the identified maturity level and the configuration of imbalances between individual criteria. The study concludes that the results of process maturity assessment can be used to substantiate priority directions for business process reform, from process standardization and structuring to optimization, redesign, and reengineering. Therefore, the proposed methodological approach can be applied as a tool for supporting managerial decision-making on business process reform at manufacturing enterprises.