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Mitike, Nigussie Meshesha. "Information Management and Strategic Communication for Institutional Change in Ethiopia." International Journal of Public Administration in the Digital Age 2, no. 4 (2015): 46–64. http://dx.doi.org/10.4018/ijpada.2015100104.
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The growing need for institutional effectiveness and efficiency in meeting institutionally set objectives cannot be seen independent of information management and strategic communication. As a result, information management and strategic communication practices have become quite useful to improve the effectiveness and efficiency of institutions. To find out the information management and strategic communication situation in the Southern Nations, Nationalities and People's Regional state (SNNPRs) in Ethiopia, primary data were collected from nine zonal departments in selected three most populated zones namely Sidama, Gedeo and Hadiya among the 13 zones in the regional state. The study of the information management and strategic communication activities in the three zones was believed to indicate the overall performance in the public administration practices of the region where the three zones alone comprised almost 40% from 15 million population of the regional state. As part of the study, some secondary sources were also used and relevant literature was reviewed. Then, the data were classified using sex, age, qualification and experience, and also analyzed using frequency, percentage, mean value, standard deviation, T-test and correlation analysis. Based on the analysis, it was found out that the information management and strategic communication practice was less effective due to its intuitional placement where the section was given no or little importance in the institutional administration. Besides, it was found out that most of the challenges and problems related to Business Processing and Reengineering (BPR) implementation for institutional change in the state were quite related to the marginalization of information management and communication practices along with the inadequacy of finance and office equipment, and poor office situations like in the case of Gedeo zone. Actually there was better institutional change/reform in the public administration practices of Hadiya zone than the rest two zones. There was a strong correlation among the zones in information exchange level and challenges of BPR implementation. There was, indeed, about 63% success story in reducing process time, and more than 50% in reducing cost and about 50% success in proper use of resources and creating accountability in Hadiya zone though much more is expected. Sidama and Gedeo zones seem to have by far low successes in BPR implementation.
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Mohammednur, Mohammed. "ASSESSMENT ON THE EFFECTIVENESS OF BPR IMPLEMENTATION IN COMMERCIAL BANK OF ETHIOPIA, THE CASE OF SELECTED BRANCHES IN MEKELLE CITY - CUSTOMERS PERSPECTIVE." International Journal of Engineering Applied Sciences and Technology 04, no. 06 (2019): 29–36. http://dx.doi.org/10.33564/ijeast.2019.v04i06.005.
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Hashem, Gharib. "Organizational enablers of business process reengineering implementation." International Journal of Productivity and Performance Management 69, no. 2 (2019): 321–43. http://dx.doi.org/10.1108/ijppm-11-2018-0383.
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Purpose The purpose of this paper is to investigate the main organizational factors that contribute to the successful implementation of business process reengineering (BPR) in the Egyptian banking sector. These factors include management commitment, information technology (IT) infrastructure, people management, change readiness, centralization and formalization. Design/methodology/approach The key organizational enablers were identified through an extensive literature review. Then, statistical analysis was carried out based on data collected, using a questionnaire instrument, from 184 managers employed in 38 banks operating in Egypt. Findings The results of the study indicate that management commitment, IT infrastructure, people management, change readiness and organizational structure with a low degree of formalization are critical enablers for implementing a successful BPR program within the Egyptian banking sector. Practical implications The results may support managers of banks in identifying and assessing the influence of integrating organizational factors that facilitate or hinder the successful implementation of BPR. Originality/value Since 2004, the Egyptian banking system has involved in major reform programs and many BPR efforts. Much research effort is required to investigate the BPR projects within the Egyptian banks in order to develop a concrete base of knowledge and understanding of the nature of BPR and factors that support its successful implementation. Moreover, there is an insufficiency of empirical studies regarding the implementation of BPR within the Egyptian service sector. The current study fills this gap by exploring and examining the main organizational factors affecting BPR implementation in a developing country.
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Fasna, M. F. F., and Sachie Gunatilake. "A process for successfully implementing BPR projects." International Journal of Productivity and Performance Management 68, no. 6 (2019): 1102–19. http://dx.doi.org/10.1108/ijppm-09-2018-0331.
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Purpose The purpose of this paper is to analyse the business process reengineering (BPR) implementation process adopted by organisations grounded in the actual project-level realities. The findings are used to propose a BPR implementation process that can be adopted by organisations to effectively reengineer their processes. Design/methodology/approach A thorough literature review was used to first develop a conceptual BPR implementation process comprising three key phases and five steps. Then, four case studies were conducted in organisations that have successfully undertaken BPR projects to explore the actual project-level implementation processes. Semi-structured interviews were carried out with respondents who have been actively involved in the different steps of the BPR implementation processes to collect data within the selected organisations. Findings Altogether 30 activities which are to be carried out throughout the BPR implementation process were identified. Findings disclosed that the minor differences in the activities being performed throughout the BPR implementation process are due to the lack of homogenous characteristics, i.e. type of the process reengineered, form of reengineering and approach for implementing BPR projects. Originality/value This paper puts forward a comprehensive view on the BPR implementation process including the key phases, steps and the sequence of activities to be followed. In doing so, the paper addresses a clear gap in literature that calls for a comprehensive model to assist during the BPR implementation to achieve the desired results.
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Fasna, M. F. F., and Sachie Gunatilake. "Towards successful strategies to overcome BPR implementation issues: case of Sri Lanka." Business Process Management Journal 26, no. 6 (2020): 1241–59. http://dx.doi.org/10.1108/bpmj-03-2019-0087.
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PurposeCurrently, most of the organisations that undertake business process reengineering (BPR) projects with the intention of enhancing their business performance are encountering several issues throughout their endeavours. As these BPR implementation issues are perceived as one of the key contributory factors leading to BPR project failures, it is crucial to adopt timely strategies to overcome these issues. Hence, this study is focused on identifying the strategies to be adopted to overcome BPR implementation issues.Design/methodology/approachFour case studies were conducted in organisations that have successfully implemented BPR projects within last five years. In total, 14 semi-structured interviews were conducted among the different stakeholders who got involved in the selected BPR projects for identifying the issues faced and the strategies that they have adopted during their project implementation.FindingsStudy derived twenty-seven issues faced by the Sri Lankan organisations during different phases of BPR projects, and forty-five unique strategies to deal with these derived BPR implementation issues.Originality/valueThis study contributes to the field by exploring the issues in implementing BPR projects that should be given enough consideration to ensure the success of BPR projects in the Sri Lankan context along with the strategies to overcome the issues encountered throughout them. It is expected that the findings of this study would be useful in ensuring the success of future BPR projects.
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Maull, R. S., D. R. Tranfield, and W. Maull. "Factors characterising the maturity of BPR programmes." International Journal of Operations & Production Management 23, no. 6 (2003): 596–624. http://dx.doi.org/10.1108/01443570310476645.
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Addresses the implementation of business process re‐engineering (BPR) programmes in 33 public and private organisations wishing to improve performance. By reviewing the existing literature, the research presented here began by identifying ten dimensions along which BPR projects might be measured. This research then uses these dimensions to investigate two research questions. Uses factor analysis based on quantitative data to address these questions. The factor analysis identified three independent aspects of BPR implementation: strategy, process and cost. These terms were then used in labelling three characteristic approaches, strategic BPR, process‐focused BPR and cost‐focused BPR. To investigate causality we re‐visited seven of the original organisations which had been in the early stages of implementation. Preliminary results indicate that managers might avoid the naturalistic tendency towards slow or stalled BPR maturity by intervening in a strategic sense at an earlier stage of implementation, thus bringing an organisation to a mature BPR programme more quickly.
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Getele, Gutama Kusse, and Arrive Tsitaire Jean. "Impact of Business Process Re-Engineering (BPR) Implementation on Customer Satisfaction in E-Commerce Companies." Journal of Electronic Commerce in Organizations 16, no. 4 (2018): 41–52. http://dx.doi.org/10.4018/jeco.2018100103.
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The objective of this article is to analyse the implementation of BPR in e-commerce platforms by measuring the level of customer satisfaction. The issues tested involve: how customers perceive the BPR objectives in e-commerce platforms; time used for diverse transactions before and after BPR; awareness and usage of BPR services provided by e-commerce platforms; satisfaction about the e-commerce platform services after BPR; BPR impact on customers, employees and e-commerce platform performance; advantages of BPR in e-commerce platforms and; difficulties faced by the customers after BPR in the e-commerce platform. Primary data was used through a survey questionnaire on a random sample of 402 student customers of Taobao and JD.com. The results found that time saving is significantly positive on implementation of BPR; following customers perceived a better quality of customer service. The sample student customers perceived that the BPR has a greater impact on customers than on employees, as well as on the performance of a platform.
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Tabrizi, Reza Sigari, Govindan Marthandan, Pejman Sheibani Esferjani, Alireza Chavosh, and Anahita Bagherzad Halimi. "A Study on the Recursive Relationship between BPR and ERP Implementation." Advanced Materials Research 433-440 (January 2012): 4947–51. http://dx.doi.org/10.4028/www.scientific.net/amr.433-440.4947.
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The aim of this paper is to study the issues of the relationship between ERP implementation and BPR for manufacturing. This study pay attention to the literatures related to the relationship between BPR and ERP implementation, which were addressed by the researchers and practitioners. As both ERP and BPR follow organizational change, the researchers found that organizations must take a critical look on the collaboration among software vendors, consultants, processes, and organizations. Fine-tuning the integration can help successful BPR and ERP implementation.
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Li, Zhi Gang, and Fang Yu Shi. "Research on the Methods of Integrated Implementation of ERP and BPR." Applied Mechanics and Materials 548-549 (April 2014): 1916–21. http://dx.doi.org/10.4028/www.scientific.net/amm.548-549.1916.
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This paper aims at proposing the strategies and methods of the integrated implementation of ERP and BPR on the basis of theoretical analysis of related problems emerging in enterprises’ carrying out activities of BPR and ERP. The strategies and methods refer to that enterprises can apply BPR to gain an ideal process model, with which enterprises adopt ERP to match its functions. Then, according to the existing BPR model and ERP, they can build a set of consistent management information system, develop a reasonable implementation plan, apply the related computer technology to achieve integration of ERP and BPR and form a complete enterprise computer management system in the end. Only in this way can the enterprises optimize or re-construct a scientific and efficient management information system to manage themselves well.
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Agustami, Silviana, and Imam Agus Suintri. "PENGARUH PENERAPAN STANDAR AKUNTANSI KEUANGAN ENTITAS TANPA AKUNTABILITAS PUBLIK TERHADAP KUALITAS LAPORAN KEUANGAN." Jurnal Riset Akuntansi dan Keuangan 1, no. 3 (2017): 244. http://dx.doi.org/10.17509/jrak.v1i3.6699.
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This study aims to (1) determine the implementation of SAK ETAP at BPR in the Bandung city (2) determine the quality of the financial reports of BPR in the Bandung city, and (3) determine the effect of the implementation of SAK ETAP to quality financial reports on BPR in Bandung city. In this study, researchers used primary data for variable implementation of SAK ETAP and the quality of financial reporting through questionnaires distributed to 11 BPR in the Bandung city. The method used in this research is descriptive method verikatif. The statistical analysis tools in this study using Spearman rank correlation to determine the direction and strength of the relationship between the two variables, while the coefficient of determination is used to determine the ability of the independent variable (X) in influencing the dependent variable (Y). These results indicate (1) the implementation of SAK ETAP at BPR in the Bandung city in general has been implemented adequately (2) BPR in the Bandung city has been preparing and presenting the financial statements sufficient to satisfy the elements of relevant, reliable, able to comparable, and understandable (3) the implementation of SAK ETAP moderate effect on the quality of the financial reports of BPR in the Bandung city, amounting to 0.587. Based on the calculation of the coefficient of determination SAK ETAP implementation contribute to or influence by 34.5%% of the quality of financial reporting at BPR in the Bandung city, while the remaining 65.5% was contributed by other factors not examined
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Labiso, Tadele Tesfaye. "Urban Expansion and Its Impact on the Livelihood of Peripheral Farming Communities: The Case of Assosa Town, Benishangul Gumuz Region, Ethiopia." Business and Management Horizons 8, no. 2 (2020): 21. http://dx.doi.org/10.5296/bmh.v8i2.18109.
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Assosa town’s expansion program which had been experiencing a horizontal expansion starting from its historical expansion pattern currently implemented via expropriating peripheral land holders of earlier rural dwellers by solely decision of town administration and the investigation randomly targeted to per-urban areas from four peripheral kebeles surrounding of town. Therefore, the objective of this study is to assess Urban Expansion and its Impact on Peripheral Farming Communities: The Case of Assosa town, BGR, Ethiopia Thus the study investigated the impact of urban expansion on the peripheral community livelihood in case of Assosa town. Questionnaire, survey, focus group discussion and key informants interviews were tools of data collection from 160 sampled households living in sampled kebeles via systematic random sampling technique and judgmental technique for FGD and interview. The results of the study indicated that there is infrastructural improvement, socio economic growth, rapid population growth and also socio-economic problems related to urban expansion in studied area. There is great spatial and temporal land use land cover modification more towards to build up land uses. The livelihood condition of per-urban community changed to non-agricultural form but there are policy and strategy gaps of expropriating, compensating for affected community in ground implementation. Landholder expropriated should be recompensed for equal socio-economic beneficially from urbanization and further skill-oriented training for new livelihood strategy and also accessing credit and rehabilitating strategy were recommended for affected community livelihood.
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Xiang, Junlian, Norm Archer, and Brian Detlor. "Business process redesign project success: the role of socio-technical theory." Business Process Management Journal 20, no. 5 (2014): 773–92. http://dx.doi.org/10.1108/bpmj-10-2012-0112.
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Purpose – The purpose of this paper is to seek to advance business process redesign (BPR) project research through the generation and testing of a new research model that utilizes formative constructs to model complex BPR project implementation issues. Instead of looking at management principles, the paper examines the activities of improving business processes from the project perspective. Design/methodology/approach – A survey of 145 managers and executives from medium and large-sized USA and Canadian companies was used to validate the model. Findings – The model, based on socio-technical theory, includes three implementation components (change management, process redesign, and information and communication technology infrastructure improvement), and links the effects of these components to BPR project outcomes. The empirical findings indicated that all three implementation components had a significant impact on BPR project success, with change management having the greatest effect. Interestingly, the results also showed that productivity improvement was no longer the main focus of companies carrying out BPR projects; instead, improvement in operational and organizational quality was more important. Research limitations/implications – The main limitation of this study is its generalizability with respect to company size and organizational culture. The sample in this study was drawn from medium- and large-sized companies in Canada and the USA, but small-sized organizations were excluded from this study due to their distinct features (e.g. superior flexibility or ability to reorient themselves quickly). Also, this study controlled the variable of organizational culture by limiting respondents to Canada and US companies. It would be very interesting to investigate BPR project implementations in other countries where the organizational working culture may be different. Practical implications – Based on the findings of this study, BPR practitioners can refer to the three BPR project implementation components and then prioritize and sequence the tasks in a BPR project to achieve their preset BPR goals. Originality/value – This is the first study which utilizes formative constructs to validate the important BPR project components.
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Fitzgerald, Teresa, Regina Nailon, Kate Tyner, et al. "1236. Infection Control Risk Mitigation and Implementation of Best Practice Recommendations in Long-Term Care Facilities." Open Forum Infectious Diseases 5, suppl_1 (2018): S375—S376. http://dx.doi.org/10.1093/ofid/ofy210.1069.
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Abstract Background Nebraska (NE) Infection Control Assessment and Promotion Program (ICAP) is a quality improvement initiative supported by the NE Department of Health and Human Services. This initiative utilizes subject matter experts (SMEs) including infectious diseases physicians and certified infection preventionists (IP) to assess and improve infection prevention and control programs (IPCP) in various healthcare settings. NE ICAP conducted on-site surveys and observations of IPCP in many volunteer facilities to include long-term care facilities (LTCF) between November 2015 and July 2017. SMEs provided on-site coaching and made best practice recommendations (BPR) for priority implementation. Impact of this intervention on LTCF IPCP was examined. Methods Using a standardized questionnaire, follow-up phone calls were made with LTCF to evaluate implementation of the BPR one-year post-assessment. Descriptive analyses were performed to examine BPR implementation in LTCF that had follow-up between 4/4/17 to 4/17/18 and to identify factors that promoted or impeded BPR implementation. Results Overall, 45 LTCF were assessed. The top 5 IC categories requiring improvement were audit and feedback practices (28 of 45, 62%), PPE supplies at point of use (62%), IC risk assessments (58%), TB risk assessments (56%), and supply and linen storage practices (56%). Follow-up assessments were completed for 270 recommendations in 25 LTCF. Recommendations reviewed ranged from three to 26 per LTCF (median = 15). The majority of the 270 recommendations (n = 162, 60%) had been either completely (35%) or partially (25%) implemented by the time of the follow-up calls. The ICAP visit itself was reported as the most helpful resource for BPR implementation (77 of 162). Lack of staffing was the most commonly mentioned barrier to implementation when LTCF implemented BPR partially or implementation was not planned (37 of 85). BPR Implementation most frequently involved additional staff training (64 of 162), review of policies and procedures (38 of 162), and implementing audit (34 of 162) and/or feedback (23 of 162) programs. Conclusion Numerous IC gaps exist in LTCF. Peer-to-peer feedback and coaching by SMEs facilitated implementation of many BPR directed toward mitigating identified IC gaps. Disclosures All authors: No reported disclosures.
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Ayyaz, Malik, Kirti Ruikar, and Stephen Emmitt. "Towards Understanding BPR Needs for BIM Implementation." International Journal of 3-D Information Modeling 1, no. 4 (2012): 18–28. http://dx.doi.org/10.4018/ij3dim.2012100103.
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This paper reviews BIM concepts, with a particular focus on its applicability and uptake within the business processes in the construction industry. An exploratory study is being carried out to examine the current state of BIM practices using the instrument of survey questionnaire and literature review. The partial findings from an on-going survey show that, the inevitable need for organisations to reengineer existing processes in order to fully capitalise on BIM potentials is acknowledged by the industry participants. BIM implementation in the business processes reveal that organisations are attuned to the significance of Business Process Re-engineering (BPR) for BIM development in their practices. However, more efforts are still needed to educate people regarding culture change so that BPR is recognised as a platform for successful BIM implementation in the construction sector. The paper concludes with proposing a need of business information management through BIM adoption that will enable organisations to take advantage of BIM investments.
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Joshi, Chandrashekhar S., and P. G. Dangwal. "Management of business process reengineering projects: a case study." Journal of Project, Program & Portfolio Management 3, no. 1 (2012): 78. http://dx.doi.org/10.5130/pppm.v3i1.2783.
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Business process reengineering (BPR) projects are undertaken by outward-looking companies that are looking for significant change in their performance and wanting radical changes in the chosen parameters. Generally, these companies are trendsetters in their respective industries. BPR projects take longer time for completion and may require significant capital inflows as well. This paper discusses BPR, special requirements/considerations for BPR project management and, through a case analysis, seeks to identify and emphasise the critical success factors for the implementation of a BPR project
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Korolev, G., and V. Barinov. "Reengineering Business Processes as a Tool for Successful Business." Bulletin of Science and Practice 5, no. 12 (2019): 281–91. http://dx.doi.org/10.33619/2414-2948/49/32.
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Currently, most companies can select a number of methodologies to improve their business processes, including Six Sigma, Lean Six Sigma, Total Quality Management, Kaizen and Business Process Reengineering (BPR). Obviously, the choice of an appropriate methodology should be guided by the goals of the organization. In this regard, BPR is one of the best methodologies that can help companies ensure the continuity of their business so that they remain relevant for a long time. More importantly, BPR can help members rethink their existing practices and make significant improvements to the existing business process. The authors conducted a study of the theory of BPR. The main definitions are considered in detail, the essence of reengineering is revealed, five stages of implementation are named, possible positive and negative points in the process of BPR implementation are noted, examples are given. Based on the foregoing, it was concluded that companies that need to make changes in their business processes can adopt BPR as the most suitable methodology that will help to make improvements in their workplace.
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Guimaraes, Tor, and Wendi Bond. "Empirically assessing the impact of business process reengineering on manufacturing firms." Gestão & Produção 3, no. 1 (1996): 8–32. http://dx.doi.org/10.1590/s0104-530x1996000100001.
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While the BPR (Business Process Reengineering) concept is conceptually appealing, in pratice there are many unsuccessful cases. This study aimed to exhaustively identify and rate: the importance of factors proposed as important for successfully implementing BPR projects in organizations; the extent to which various problems and benefits are being encountered; the extent to which proposed BPR objectives are being included in project plans and are actually being derived; and the impact of BPR projects on specific business processes and on the organization as a whole. Several basic hypotheses regarding the BPR implementation process were tested. Last, based on the results, recommendations are made for managers to focus attention and resources on factors important to success, and to proceed in a fashion which minimizes the risk of failure. In general, organizations are not emphasizing some of the most important activies and tasks recommended in the BPR literature, such as changes to customer/market related business processes, the value-added element of every business activity, and others. On the average, the most commonly encountered problems while implementing BPR seem to be very difficult to address in pratice: making business mistakes under pressure to produce quick results, implementation difficulties due to communication barriers between company sub-units, the unexpected size of the required BPR effort, its disruption to business operations, and others. Based on the findings as a whole, it behooves top managers to engage in BPR projects only as a controlled experiment to strategically reposition the organization.
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Aldakhil, Abdullah Mohammad. "Implementation of Business Process Re-Engineering in the Service Sector." International Journal of Business and Management 11, no. 2 (2016): 313. http://dx.doi.org/10.5539/ijbm.v11n2p313.
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Achieving successful performance for the organizations is a choice of each and every organization. In this competitive age every organization needs to improve its performance as much as possible. Business process re-engineering (BPR) is no more an innovative technique and many organizations including service sectors are using this as a technique in their originations. Enterprise Resources Planning is a complex piece of software and the contemporary organizations are using this as a source in order to implement the BPR. It is believed that, hospitals are one of the most challenging organizations to implement the change in their business processes. This research is conducted by using quantitative approach to analyze the implications of BPR in a private hospital in Saudi Arabia. It is concluded that after the implementation of ERP system the both stakeholders’ patients as well as employees including doctors are much satisfied with the new system.
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박현성, 권오영, and 김태영. "Cloud Computing Service Implementation Framework using BPR Methodology." Journal of Product Research 34, no. 1 (2016): 81–91. http://dx.doi.org/10.36345/kacst.2016.34.1.008.
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Nurfadhilah, Nurfadhilah, Andi Indahwaty Sidin, and Abdul Rahman Kadir. "Key Success Factors in Implementing Business Process Re-Engineering (BPR) in Hospitals: Integrative Review." Journal of Asian Multicultural Research for Medical and Health Science Study 2, no. 3 (2021): 60–72. http://dx.doi.org/10.47616/jamrmhss.v2i3.163.
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BPR is one of the most important ways for hospitals to make changes so that they can improve their efficiency and effectiveness. However, in practice, BPR in hospitals encountered many challenges and in the end did not achieve the expected results. Various studies have described the factors that lead to success or failure in the implementation of BPR projects so that the purpose of this study is to analyze the key factors that lead to success in implementing BPR in hospitals. This integrative review uses the Joanna Briggs Institute guidelines with primary research articles in English which are accessed through the PubMed, ScienceDirect, and Google Scholar databases for the last 10 years. The article search results obtained 311 articles and the remaining 10 articles were included in the study. The results of the study obtained nine key success factors in implementing BPR in hospitals, namely management commitment, employee empowerment, methods and tools, information technology, environment and culture, external organization, BPR projects, finance and strategy. These factors are only generally representative of various hospitals including public and private hospitals because there are many other factors that can affect the implementation of BPR depending on the type, characteristics, and heterogeneous hospital environment. It is hoped that this key factor will be a concern when the hospital wants to make changes through the BPR project and can assist the hospital in achieving results according to the organization's vision.
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Supeno, Wangsit, and Vina Islami. "Evaluasi Penerapan Tata Kelola Bank Pada PT BPR Eka Bumi Artha." Moneter - Jurnal Akuntansi dan Keuangan 6, no. 2 (2019): 157–66. http://dx.doi.org/10.31294/moneter.v6i2.6439.
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Tata kelola perusahaan dalam hal ini Bank Perkreditan Rakyat atau BPR merupakan sebuah kewajiban yang harus dilaksanakan secara berkelanjutan. Sejumlah BPR ditutup operasionalnya disebabkan mengalami permasalahan dalam tata kelola. Semakin meningkatnya volume usaha BPR maka semakin meningkat pula risiko yang dihadapi, sehingga mendorong kebutuhan terhadap penerapan tata kelola oleh BPR. Dengan memperhatikan pada permasalahan BPR serta dalam rangka untuk menciptakan industri BPR yang sehat dan kuat, serta meningkatkan kinerja Bank Perkreditan Rakyat, melindungi pemangku kepentingan, dan meningkatkan kepatuhan terhadap peraturan perundang-undangan, serta nilai-nilai etika yang berlaku umum pada Perbankan, Bank Perkreditan Rakyat perlu segera menerapkan tata kelola. Otoritas Jasa Keuangan sebagai regulator pada tahun 2015 telah menerbitkan Peraturan Otoritas Jasa Keuangan Nomor 4/POJK.03/2015 tentang Penerapan Tata Kelola Bagi Bank Perkreditan Rakyat. Obyek penelitian penerapan tata kelola sesuai Peraturan Otoritas Jasa Keuangan adalah PT Bank Perkreditan Rakyat Eka Bumi Artha. Metode penelitian dilakukan secara kualitatif dengan bersumber dari Laporan Tata Kelola PT Bank Perkreditan Rakyat Eka Bumi Artha pada tahun 2018 yang telah dipublikasikan. Hasil penelitian menunjukkan PT Bank Perkreditan Rakyat Eka Bumi Artha telah melaksanakan Tata Kelola Perusahaan yang Baik, dengan menerapkan prinsip-prinsip keterbukaan, akuntabilitas, pertanggung jawaban, independensi, dan kewajaran. Dari hasil evaluasi yang dilakukan secara keseluruhan berdasarkan data tata kelola tahun 2018, PT Bank Perkreditan Rakyat Eka Bumi Artha telah melaksanakan tata kelola sesuai Pasal 2 Peraturan Otoritas Jasa Keuangan Nomor 4/POJK.03/2015 tentang Penerapan Tata Kelola Bagi Bank Perkreditan Rakyat.Kata Kunci: Evaluasi, Penerapan, Tata Kelola Perusahaan yang BaikAbstract -The application of good governance of the Rural Bank or BPR banks is an obligation that must be implemented on an ongoing basis. A number of BPR closed operations due to experiencing problems in governance. The increase in the business volume of BPR is increasing the risks involved, thereby encouraging the need for the implementation of governance by BPR. With respect to the issue of the BPR and in order to create a healthy and robust BPR industry, and improve the performance of BPR, protect stakeholders, and improve compliance with legislation, as well as of ethical values that are generally applicable to banking. BPR as a bank financial institution need to implement governance immediately. Financial Services Authority as a regulator in the year 2015 has issued regulation of the Financial Services Authority No. 4/POJK. 03/2015 concerning the implementation of governance for the Rural Bank. The research object for implementing governance in accordance with the Financial Services Authority regulation is BPR Eka Bumi Artha. The research method was done qualitatively with the source of the report on BPR governance of Eka Bumi Artha in 2018 that has been published. The results showed BPR Eka Bumi Artha has implemented the good word, by applying the principles of transparency, accountability, responsibility, Independence , and fairness. From the results of the evaluation as a whole based on the data governance in 2018, BPR Eka Bumi Artha has carried out the governance pursuant to Article 2 regulation of the Financial Services Authority No. 4/POJK. 03/2015 concerning the implementation of governance for the Rural Bank. Keywords: Evaluation, Application, Good Corporate Governance
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Yang, Huan Сhun. "Business Process Reengineering and Functional Design of Information System Based on DFSS: A Case Study of Pharmaceutical Wholesale Enterprise." Applied Mechanics and Materials 63-64 (June 2011): 12–16. http://dx.doi.org/10.4028/www.scientific.net/amm.63-64.12.
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Firstly, this paper studies the integration and implementation of design for six sigma (DFSS) and business process reengineering (BPR), proposes the idea of DFSS-BPR integration framework and implementation framework of process reengineering; simultaneous it analyzes the process of business process reengineering of DFSS-based good supply practice (GSP), builds the optimized major business process of GSP; and finally makes functional adaptation design of GSP information system based on the optimized GSP business process. The results of this study are useful for the analysis, design and smooth implementation of consequent GSP information system.
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Huq, Ziaul, and Thomas N. Martin. "The recovery of BPR implementation through an ERP approach." Business Process Management Journal 12, no. 5 (2006): 576–87. http://dx.doi.org/10.1108/14637150610691000.
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Pasaribu, Rina Djunita, Grisna Anggadwita, Ratih Hendayani, Raswyshnoe Boing Kotjoprayudi, and Dessy Indah Nur Apiani. "Implementation of business process reengineering (BPR): Case study of official trip procedures in higher education institutions." Journal of Industrial Engineering and Management 14, no. 3 (2021): 622. http://dx.doi.org/10.3926/jiem.3403.
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Purpose: Official trip is one of the common business processes carried out by every organization, including educational institutions. However, in its implementation, there are various kinds of obstacles that have an impact on the lack of effectiveness and efficiency of the system, in terms of time, material and human resources. This study aims to evaluate existing business processes and design, and implement the results of business process re-engineering (BPR) in the official trip system which is supported by digitization and digitalization with a multi-unit integration approach at one of the private universities in Indonesia, Telkom University.Design/methodology/approach: This study uses a mixed-method with an embedded design approach. The quantitative method was carried out by calculating the performance of official trip procedures before and after the BPR. Meanwhile, the qualitative method was carried out by conducting interviews and Focus Group Discussions (FGD) with key informants in this study. Triangulation technique was used to validate the research results.Findings: The BPR process has resulted in radical changes to the official trip system at the university, namely from a mixed system of manual / offline & online to completely online, from a very centralized to decentralized decision process, and the availability of a transparent monitoring system. These changes provide significant results by increasing the effectiveness and efficiency of business processes so as to speed up time, save paper (reduce paper waste and reduce costs) and optimize employee assignments.Originality/value: This study adds new insights into the implementation of BPR to the official trip system in higher education. This research implies that BPR can produce radical changes in business processes in higher education to become more effective and efficient. In addition, this study proposes several practical and academically useful recommendations for further research in this area.
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Istiqomah, Istiqomah. "Hambatan Implementasi Akad Mudharabah pada PT. BPR Syariah Kotabumi Lampung Utara." FINANSIA: Jurnal Akuntansi dan Perbankan Syariah 2, no. 01 (2019): 1. http://dx.doi.org/10.32332/finansia.v2i01.1444.
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Mudarabat financing is an agreement between Shahibul Mall and Mudarib to carry out business activities. In Kotabumi Syariah BPR, mudharabah financing is classified as financing with a low number of customers.
 The purpose of this study is to determine the obstacles in the implementation of mudharabah contract in PT BPR Syariah Kotabumi. The research method used is a field research method that is descriptive qualitative in nature. Methods of data collection are interview methods and documentation. Analysis of the data used is a qualitative data analysis technique with inductive thinking.
 The low mudharabah financing of PT BPR Syariah Kotabumi is caused by several inhibiting factors which come from customers such as moral hazard risk, customer transparency, type of business financed by the bank, customer productivity in managing the business, small demand for financing from customers, and factors from internal bank, namely the absence of a supervisory board that fosters and directs customers in managing the business, the low interest of the bank in channeling mudharabah financing products, lack of competent marketing human resources. Efforts made by PT BPR Syariah Kotabumi to minimize obstacles in the implementation of mudharabah financing contracts, namely customer business feasibility analysis, providing financing to customers with clear economic conditions, improving the quality of HR (Human Resources) internal BPR Syariah Kotabumi.
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Iqbal Nikmatullah, Mohamad, and Agus Widarsono. "ANALISIS PENERAPAN COST REDUCTION DALAM PENINGKATAN LABA." Jurnal Riset Akuntansi dan Keuangan 2, no. 2 (2014): 352. http://dx.doi.org/10.17509/jrak.v2i2.6590.
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This research purpose to know how application of Cost Reduction within increase profit PD. Bank Perkreditan Rakyat in West Java based on one of Cost Reductiontools is Fixed Cost Analysis. This research method used descriptive quantitative. The sampling technique using non-probability sampling with purposive sampling approach with criteria (1) PD BPR in West Java publishes financial report in Bank Indonesia for three years; (2) PD BPR good categorized according to the ratio of capital adequate ratio (CAR); (3) PD BPR has positive ratio return on asset (ROA); (4) PD BPR with total assets of more than the average total assets PD BPR in West Java. The results showed that the average value of fixed cost ratio from year to year has decline, it's inversely with the value of earnings from year to year increase. It shows that the efficiency carried out use fixed cost aset affect to profitability. The proportion of lower fixed cost give opportunities for PD BPR to reach more income than expenditure variable, while result the breakeven analysis showed absence of effective implementation of cost reduction in the interest sector BPR was indicated by the absence of a link between the growth rate of the increase in profit spread.
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Gitelman, Victoria, Anna Korchatov, and Wafa Elias. "An Examination of the Safety Impacts of Bus Priority Routes in Major Israeli Cities." Sustainability 12, no. 20 (2020): 8617. http://dx.doi.org/10.3390/su12208617.
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Bus priority routes (BPRs) promote public transport use in urban areas; however, their safety impacts are not sufficiently understood. Along with proven positive mobility effects, such systems may lead to crash increases. This study examines the safety impacts of BPRs, which have been introduced on busy urban roads in three major Israeli cities—Tel Aviv, Jerusalem and Haifa. Crash changes associated with BPR implementation are estimated using after–before or cross-section evaluations, with comparison-groups. The findings show that BPR implementation is generally associated with increasing trends in various crash types and, particularly, in pedestrian crashes at junctions. Yet, the results differ depending on BPR configurations. Center lane BPRs are found to be safer than curbside BPRs. The best safety level is observed when a center lane BPR is adjacent to a single lane for all-purpose traffic. Local public transport planners should be aware of possible negative implications of BPRs for urban traffic safety. Negative safety impacts can be moderated by a wider use of safety-related measures, as demonstrated in BPRs’ operation in Haifa. Further research is needed to delve into the reasons for the negative safety impacts of BPRs under Israeli conditions relative to the positive impacts reported in other countries.
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Albizu, Eneka, and Mikel Olazaran. "BPR implementation in Europe: the adaptation of a management concept." New Technology, Work and Employment 21, no. 1 (2006): 43–58. http://dx.doi.org/10.1111/j.1468-005x.2006.00162.x.
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Ulbrich, Frank. "Improving shared service implementation: adopting lessons from the BPR movement." Business Process Management Journal 12, no. 2 (2006): 191–205. http://dx.doi.org/10.1108/14637150610657530.
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Subramoniam, Suresh, Mohamed Tounsi, and K. V. Krishnankutty. "The role of BPR in the implementation of ERP systems." Business Process Management Journal 15, no. 5 (2009): 653–68. http://dx.doi.org/10.1108/14637150910987892.
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Fazel, Farzaneh, and Gary Salegna. "An integrative approach for selecting a TQM/BPR implementation plan." International Journal of Quality Science 1, no. 3 (1996): 6–23. http://dx.doi.org/10.1108/13598539610152462.
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ALBIZU, ENEKA, MIKEL OLAZARAN, and KATRIN SIMON. "BPR AND CHANGE MANAGEMENT: A CASE STUDY OF A LARGE SPANISH ELECTRICITY COMPANY." International Journal of Innovation Management 08, no. 04 (2004): 355–79. http://dx.doi.org/10.1142/s136391960400109x.
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The aim of this study is to explain the key factors affecting the success of BPR in a large European electricity company. First a review of the "business process re-engineering" (BPR) concept and its relationship with organisational change and change management is carried out. This is followed by the analysis of the idea of BPR adopted by the company, an explanation of the main guidelines of the implementation carried out, and an interpretation of the results that were obtained. The balance, both in economic and change management terms, was highly positive, although organisational and cultural change, in a strong sense of the term, remains a matter still to be resolved by the company.
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Bramasto, Ari, and Ridwan Hana Adiwiguna. "The Effect of The Implementation of Accounting Information Systems and Internal Control on Employee Performance." JASa (Jurnal Akuntansi, Audit dan Sistem Informasi Akuntansi) 4, no. 3 (2020): 328–37. http://dx.doi.org/10.36555/jasa.v4i3.1473.
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This study aims to determine the influence of application accounting Information system and internal control to employee performance at PT BPR Kerta Raharja Bandung Regency. This study using descriptive research methods and verification research methods. The sampling technique used was purposive sampling by determine appropriate specific criteria with the research. The statistic analysis used in this study is path analysis and hypothesis testing. The number of population in this study was 230 respondents with the sample used 48 employee PT BPR Kerta Raharja. Based on the research conducted, it can be seen that application of accouting system has no effect to employee performance but internal control has a significant effect on employee performance.
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Martono, Martono. "PROSEDUR EKSEKUSI JAMINAN FIDUSIA." Negara dan Keadilan 9, no. 2 (2020): 126. http://dx.doi.org/10.33474/hukum.v9i2.7389.
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Salah satu aspek penting dalam dunia perbankkan yang berkaitan dengan menjalankan aktifitasnya adalah soal jaminan. Pelaksanaan jaminan fidusia dalam perjanjian kredit Bank BPR Bumi Rinjani Syariah Kepanjen Malang, dilakukan melalui mekanisme lain yang menyimpangi ketentuan yuridis normatif, yakni dilakukan dengan cara membuat Surat Kuasa Jual atas Obyek Jaminan Fidusia, Manfaat secara yuridis terhadap Surat Kuasa Jual Atas Obyek Jaminan Fidusia yang telah di waarmerking oleh Notaris, adalah bahwa bagi pihak Bank BPR akan semakin meneguhkan kedudukan Bank BPR sebagai kreditur untuk bisa menjual benda jaminan, meski tanpa mendaftarkan jaminan fidusia di Kantor Pendaftaran Fidusia.Kata kunci: jaminan, fidusia, norma, eksekusi One important aspect in the banking world related to carrying out its activities is the matter of collateral. The implementation of fiduciary guarantees in the credit agreement of BPR Bumi Rinjani Syariah Kepanjen Bank Malang, is carried out through other mechanisms that deviate from normative juridical provisions, which is done by making a Power of Attorney to sell the Fiduciary Guarantee Object, a juridical benefit to the Power of Attorney for the Fiduciary Guarantee Object that has been on the waarmerking by the Notary, is that for the BPR Bank will further strengthen the position of the BPR Bank as a creditor to be able to sell collateral, even without registering fiduciary collateral at the Fiduciary Registration Office. Keywords: guarantee, fiduciary, norm, execution
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Nugraha, Putu Gede Surya Cipta, Gede Rasben Dantes, and Kadek Yota Ernanda Aryanto. "IMPLEMENTASI METODE C4.5 DAN NAIVE BAYES BERBASIS ADABOOST UNTUK MEMPREDIKSI KELAYAKAN PEMBERIAN KREDIT." International Journal of Natural Science and Engineering 1, no. 2 (2017): 65. http://dx.doi.org/10.23887/ijnse.v1i2.12470.
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At PT. BPR XYZ credit problems is a very vital issue, where if many debtors are delinquent in payment it will increase the NPL value of the bank itself. Increasing the NPL value above 5% indicates that the bank is not healthy. From the above problems, then in this study aims to perform the implementation process of data mining methods to determine the accuracy level of prediction of creditworthiness at PT. BPR XYZ, so that the future of credit problems can be overcome. Data mining methods used in the prediction process are C4.5 and Naïve Bayes methods, where both methods are implemented and the accuracy level comparison process is used to see which method is more accurate in predicting creditworthiness. Both methods are also embedded AdaBoost method with the aim of increasing the accuracy in the process of prediction of creditworthiness feasibility. The result obtained from the comparison of method accuracy level, stated that the better accuracy is C4.5 method that is 90.00% with the precision level of 86.67%. As for the accuracy of Naïve Bayes method that is equal to 70.00% with the precision level of 79.71%. Then with the addition of AdaBoost method in predicting creditworthiness proved to increase the higher accuracy value of 91.54% in method C4.5 and by 78.13% in Naïve Bayes method. From the description above, with the implementation of AdaBoost method on the method of C4.5 and Naïve Bayes can improve the accuracy of the prediction of creditworthiness of PT. BPR XYZ. In addition, the implementation of the AdaBoost-based C4.5 method can be a recommendation for PT. BPR XYZ in conducting predictive process of credit worthiness in the future.
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Hong, Soon-Goo, Keng Siau, and Jong-Weon Kim. "The impact of ISP, BPR, and customization on ERP performance in manufacturing SMEs of Korea." Asia Pacific Journal of Innovation and Entrepreneurship 10, no. 1 (2016): 39–54. http://dx.doi.org/10.1108/apjie-12-2016-008.
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Purpose This paper aims to assess how enterprise resource planning (ERP) performance of Korean small and medium enterprises in manufacturing differs according to different levels of business process reengineering (BPR), information strategic planning (ISP) and ERP customization. Design/methodology/approach A questionnaire survey was carried out in this research. Responses from 96 small and medium manufacturing companies that have adopted ERP systems were analyzed. Findings The results of this study suggest that ISP and BPR implementation are positively correlated to ERP performance. Originality/value While consulting and customization costs have positive impacts on ERP performance, the level of customization does not influence performance. As one of the pioneering studies that investigate the impact of BPR, ISP and ERP customization on small and medium manufacturing companies, this research contributes to both theory and practice.
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Zaini, Zuraida, and Aslina Saad. "Business Process Reengineering as the Current Best Methodology for Improving the Business Process." Journal Of ICT In Education 6 (June 30, 2019): 66–85. http://dx.doi.org/10.37134/jictie.vol6.7.2019.
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Currently, most companies or organizations can select a number of methodologies to improve their business processes, which include Six Sigma, Lean Thinking, Lean Six Sigma, Business Process Reengineering, Total Quality Management, Kaizen and Poka-Yoka. However, selecting an appropriate methodology has to be guided by the organization’s objectives. In this respect, the BPR is one of the best methodologies that can help organizations to ensure the continuity of their businesses so they will remain relevant for a long time. More importantly, the BPR can help members of organizations to rethink about their existing practices such as to introduce significant improvements to their business process. Based on a literature review, the researchers carried out a comparative analysis on four leading methodologies, namely BPR, Six Sigma, Lean Thinking, and Kaizen. The comparison of the methodologies were based on 11 aspects, namely the concept, effect, use of information technology, focus, involvement of workers, degree of change, level of risk, creation of a study, model, duration, and cost. In addition, the researchers elaborated the six phases of the implementation of BPR. The comparative analysis revealed that the BPR was the best among the four methodologies analysed, as it could help radically and holistically improve the overall business process of an organization. Thus, organizations that need such a change in their business processes can adopt the BPR as the most appropriate methodology than can help bring the intended improvements to their workplace.
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Asikhia, U. O., and D. O. Awolusi. "Assessment of critical success factors of business process re-engineering in the Nigerian oil and gas industry." South African Journal of Business Management 46, no. 2 (2015): 1–14. http://dx.doi.org/10.4102/sajbm.v46i2.87.
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Business Process Re-engineering (BPR) is defined as the critical analysis and radical redesign of existing business processes to achieve breakthrough improvements in performance measures like cost, quality, speed, profitability and services. The purpose of this paper is to identify the critical success factors of BPR implementation, to evaluate their effects on the primary measures as expressed by the operational performance and the secondary measures as expressed by the organizational performance, and to find out the effect of the operational performance on the organizational performance of Nigerian oil and gas companies. To achieve these objectives, an empirical study was conducted via the administration of 650 self-administered copies of questionnaire to a randomly selected senior and management staff of eight (8) re-engineered Oil and Gas Companies in Nigeria. Using the framework from Khong & Richardson (2003), factors manifesting operational performance and organizational performance were regressed on the Critical Success Factors (CSFs) manifesting successful BPR. Findings based on the survey revealed that successful BPR can positively affect both operational and organizational performance measures in the Nigerian oil and gas companies.
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Wahyuni, Ersa Tri, and Ajie Kristanto. "THE INFLUENCE OF ACCOUNTING STANDARDS AND CREDIT RISK DIFFERENCES TO BANK PROFITABILITY (Studies in Commercial Banks and Rural Banks in Indonesia 2015 - 2017)." Jurnal Reviu Akuntansi dan Keuangan 9, no. 1 (2019): 64. http://dx.doi.org/10.22219/jrak.v9i1.8204.
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Small commercial banks and large rural banks or Bank Perkreditan Rakyat (BPR) are comparable in terms of the services they offer and their capital. However, they have to use different accounting standards. Small commercial banks apply SAK and implement PSAK 55 while BPR apply SAK ETAP. PSAK 55 stipulates a more sophisticated method for impairment calculation compared to SAK ETAP. This research aims to analyze the influence of the difference accounting standards, credit risk (NPL), and bank efficiency (BOPO) to the Bank profitability. The data comes from the financial reports of 19 commercial banks and 18 BPR during 2015-2017. The results of regression anaysis reveal that the implementation of SAK Umum and BOPO has a significant negative influence to the Bank profitability. This research provides an important information to assist DSAK-IAI’s plans to revise SAK ETAP by adopting IFRS for SME in the near future. The research suggests if BPR adopts IFRS for SME in the future, their profitability may decline due to PSAK 55’s impairment method in the IFRS for SME.
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Hojati, Seyede Hadis, Mohammad Mahdi Paydar, and Hamid Mashreghi. "Organizational Reengineering for Relief Agencies based on BPR Methodology." Environment Conservation Journal 16, SE (2015): 613–22. http://dx.doi.org/10.36953/ecj.2015.se1672.
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Nowadays, organizations conduct change projects based on reengineering processes because business processes reengineering (BPR) methodologies implement process-oriented approach. By this view governmental organizational also utilizes such methodology. One of the main practical issues of such implementation is about using BPR methodology in relief organization. On the other hand, Iran has been faced with an increase of accidents in various forms. Thus having more efficiency in relief agencies to deal with these accidents and maintain readiness in the face of threats is essential. Relief agencies should be covered by the Unexpected Disasters Center in order to carry out their missions and duties perfectly. Therefore, familiarity with the tasks of each group is inevitable. Given the foregoing, the main objective of this study is to investigate how we can develop a reengineering project based on BPR approaches in Iran relief agencies. By this we propose a new model for reengineering which has the main capabilities of general models in BPR methodology. In addition, we show the prerequisites of implementing new model in Iran Unexpected Disasters Center.
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Mezgobo, Tewelde. "Multimedia Tools in the Design of a Business Process Reengineering Course Based on Brain Based Teaching: A Case Study on MBA Program in Mekelle University, Ethiopia." Journal of Management and Science 1, no. 2 (2015): 166–76. http://dx.doi.org/10.26524/jms.2015.15.
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The use of multimedia either to support traditional educational tools or independently in e-learning distance programs is increasing from time to time. Accordingly, in this paper the MBA evening program in College of Business and Economics of Mekelle University has been considered as a case. In order to show how Gagne's Nine Events of Instruction can be practically applied in developing educational lesson, in this paper, business process reengineering (BPR) is selected as one aspect of strategic management course. To enhance the quality of education in teaching strategic management in general and BPR as an aspect of strategic management in particular an attempt has been made to identify relevant websites based on the concepts of “orchestrated immersion” as well as “active processing”
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Al‐Mashari, Majed, and Mohamed Zairi. "BPR implementation process: an analysis of key success and failure factors." Business Process Management Journal 5, no. 1 (1999): 87–112. http://dx.doi.org/10.1108/14637159910249108.
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Braganza, Ashley, and Andrew Myers. "Issues and Dilemmas Facing Organizations in the Effective Implementation of BPR." Business Change and Re-engineering 3, no. 2 (1996): 38–51. http://dx.doi.org/10.1002/(sici)1099-0828(199604)3:2<38::aid-bcr60>3.0.co;2-h.
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Jalleta, Abebe Kebede. "Access and Benefit Sharing Effectiveness: International Environmental Law Implementation at the Domestic Ethiopian Level." Beijing Law Review 12, no. 02 (2021): 485–508. http://dx.doi.org/10.4236/blr.2021.122027.
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Fatoni, Muhamad Erfin, and Abdul Halim. "Analisis Faktor-Faktor Penyebab Fraud Pada Badan Usaha Milik Daerah." Jurnal Riset Manajemen Sekolah Tinggi Ilmu Ekonomi Widya Wiwaha Program Magister Manajemen 3, no. 2 (2016): 97–119. http://dx.doi.org/10.32477/jrm.v3i2.179.
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The purpose of this research is to analyze the factors that cause the occurrence of fraud in PD BPR Bank Dearah X which is one of the regional owned enterprises of Local Government X and identify the steps ways of fraud prevention which is effective in PD BPR Bank Daerah X. This research uses a qualitative approach with a case study. This study uses the primary data and secondary data. This research uses many data collection techniques by conducting an interview, an observation and a documentation. The results show that the factors that cause the occurrence of fraud in PD BPR Bank Daerah X can be classified into four, namely: (1) the pressure that comes from the external and internal influence, (2) an opportunity or a chance due to the weakness of internal control systems owned by BPR , sanctions are not strict enough for the wrongdoers of fraud, and misuse of authority committed by directors, (3) rationalization, and (4) collusion. The ways of fraud prevention which are done by the management of PD BPR Bank Daerah X and based on the results of interviews conducted by the researchers, can be identified as follows: (1) An improvement of the internal control system in PD BPR Bank Daerah X, (2) An implementation of policy of know your employee (KYE) as an effort of fraud prevention by controlling the aspects of human resources (HR); (3) A creation of a special line of fraud reporting policy;and (4) An establishment of policies and sanction procedures.
 Keywords: Fraud, Regional Owned Enterprises, Fraud Triangle, Anti-fraud Strategy.
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Intan Fandini, Novi, and Ni Nyoman Sunariani. "Strategi Peningkatan Kompetensi Pegawai Bank Perkreditan Rakyat (BPR)." Jurnal Manajemen Bisnis 17, no. 1 (2020): 24. http://dx.doi.org/10.38043/jmb.v17i1.2340.
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ABSTRACT The purpose of this study was to find out and analyze the strategy of increasing HR competency in the Rural Credit Banks (BPR) of Denpasar City. This study used qualitative research methods. The collection technique used in this study was using the method of interview, observation, and documentation study. Data analysis in this study uses data reduction, data display, and data conclusion drawing/ verification. The results of this study indicate that the strategy of improving HR competencies and the quality of work of each employee can be obtained from the results of the implementation of education and training (training). This can be assessed from changes in attitudes of each employee, knowledge and skills of employees, and the emergence of new innovations that are useful for improving HR competencies, the motivations given by superiors at PT. BPR Bali Dananiaga which plays an important and maximum role in providing the best experience, so that it will improve the performance of employees in the agency. This research can be useful for the leadership of PT. BPR Bali Dananiaga in decision making and also as an important reference to choose the type of education and training (training) that is needed by employees so that what is obtained from the results of the implementation of education and training (training) can be applied in their respective workplaces.
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Puteri, Hesi Eka, and Zuwardi Zuwardi. "ORIENTASI BUDAYA DAN RELIGIUSITAS DALAM MANAJEMEN KREDIT SERTA DAMPAKNYA TERHADAP KINERJA SOSIAL BANK PERKREDITAN RAKYAT." Jurnal Benefita 1, no. 1 (2019): 196. http://dx.doi.org/10.22216/jbe.v1i1.3895.
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<p><em>This study investigates the implementation of culture and religiosity in credit management and then attempts to analyze the effect of culture and religiosity to the breadth of outreach in Rural Banks. This research is a quantitative study based on a survey at Rural Banks in West Sumatera Indonesia in 2018, with a sample of 52 Rural Bank. Data were collected by using questionaire and analyzed by PLS-regression.. The independent sample t-test also applied to compare the breadth of outreach or social performance in Conventional Rural Banks and Islamic rural banks. This study proves that the breadth of outreach is influenced by culture and religiosity and there is no difference of the breadth of outreach between Conventional Rural Bank and Islamic Rural Bank. These finding extends the predictor of the breadth of outreach in Rural Banks and offer a more established model of causal relationships between culture and religiosity to the breadth of outreach. This study also proves that there is no difference in the breadth of outreach between Conventional Rural Banks and Islamic Rural Banks, which means that there are no differences in the achievement of the social performance of these two types of micro financial institutions. </em></p><p>Penelitian ini menganalis implementasi aspek budaya dan religiusitas dalam manajemen kredit untuk kemudian mengelaborasi lebih lanjut pengaruh faktor budaya dan religiusitas terhadap keluasan jangkauan Bank Perkreditan Rakyat (BPR). Penelitian ini merupakan penelitian kuantitatif berdasarkan survey pada BPR-BPR di Provinsi Sumatera Barat Indonesia pada tahun 2018, dengan sampel sebanyak 52 BPR. Data dikumpulkan dengan menggunakan kuesioner dan dianalisis dengan Regresi PLS untuk memprediksi dampak budaya dan religiusitas terhadap keluasan jangkauan. Uji-independent sample t -test juga diterapkan untuk membandingkan keluasan jangkauan BPR Konvensional dan BPR Syariah. Penelitian ini membuktikan bahwa keluasan jangkauan dipengaruhi oleh budaya dan religiusitas dan tidak ada perbedaan keluasan jangkauan antara BPR Konvensional dan BPR Syariah. Temuan ini memperluas prediktor keluasan jangkauan di Bank Perkreditan Rakyat dan menawarkan model hubungan sebab akibat yang lebih mapan antara budaya dan religiusitas terhadap keluasan jangkauan. Penelitian ini juga membuktikan bahwa tidak ada perbedaan keluasan jangkauan antara BPR Konvensional dan BPR Syariah, yang berarti tidak ada perbedaan dalam pencapaian kinerja sosial kedua jenis lembaga keuangan ini.</p>
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Olawumi Dele Awolusi and Olusegun Sulaiman Atiku. "Business Process Re-Engineering and Profitability in the Nigerian Oil and Gas Industry: The Mediating Influence of Operational Performance." Information Management and Business Review 11, no. 3(I) (2019): 13–26. http://dx.doi.org/10.22610/imbr.v11i3(i).2943.
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The aim of this study was to operationalize and test a conceptual model to measure the effect ofBusiness Process Re-engineering (BPR) implementation on profitability in the Nigerian oil and gas industry.Based on a framework from Al-Mashari and Zairi, these objectives were achieved using the followingprocedures: reliability and validity analysis, factor analyses (exploratory factor analysis-EFA andconfirmatory factor analysis-CFA) and Structural Equation Modelling (SEM). The model contrived thereforeconfirmed the positive influence of BPR on profitability, as well as the mediating influence of operationalperformance in the Nigerian Oil and Gas industry. Specifically, the structural model shows the positive effectof organizational structure and IT Infrastructures on both profitability and operational performance.However, SEM failed to establish the relationship between management competence and support andprofitability. The study is expected to enhance the adoption and successful implementation of BPRprogrammes in the oil and gas industry.
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Garg, Poonam, and Divya Agarwal. "Critical success factors for ERP implementation in a Fortis hospital: an empirical investigation." Journal of Enterprise Information Management 27, no. 4 (2014): 402–23. http://dx.doi.org/10.1108/jeim-06-2012-0027.
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Purpose – The purpose of this paper is to examine the success of enterprise resource planning (ERP) implementation based on five identified items, i.e. top management commitment (TMC), user involvement (UI), business process reengineering (BPR), project management (PM) and ERP teamwork and composition (TWC) factors at Fortis hospital, Bangalore, India. It also tests a number of hypotheses and examines the hypothetical relationships among critical success items and success of ERP implementation. Design/methodology/approach – Empirical data were collected via a survey questionnaire/interview technique. A structured interview was planned and conducted with key executives of Fortis hospital who were familiar with success of ERP implementation progress as well as examination of company documentation supported by literature. Findings – A significant relationship was found between TMC, UI, BPR, PM and ERP TWC with success of ERP implementation at Fortis hospital. Originality/value – The value of this paper is that it presents any hospital wishing to implement ERP with a set of critical success factors. Understanding the critical success factors would lead to a smoother implementation in hospital industry. Although as a single case study the ability to generalize the findings is narrow, support from literature and experiences add the knowledge to ERP implementation in healthcare sector in India.
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Williams, A., J. Davidson, S. Waterworth, and R. Partington. "Total quality management versus business process re-engineering: A question of degree." Proceedings of the Institution of Mechanical Engineers, Part B: Journal of Engineering Manufacture 217, no. 1 (2003): 1–10. http://dx.doi.org/10.1177/095440540321700101.
Full textAbstract:
An increasing number of manufacturing organizations are placing direct emphasis on operations improvement as a means of achieving competitive success. Small and medium enterprises (SMEs), however, generally lack the resources in capital, time and expertise to implement business process re-engineering (BPR), as has been advocated by a number of authors. This paper presents a comparative analysis of continuous improvement (CI) versus BPR approaches to operational change. Change implies risk, and SMEs naturally require a means for establishing levels of uncertainty and net return. Equally, the performance measures adopted by these two (respectively, bottom-up and top-down) approaches differ significantly and normally defy direct comparison. A dynamic systems simulation is developed from a case study within the plastics industry and is used to evaluate the implementation of either varying levels of improvement or natural processes in the case of BPR. Although it is an industry-specific model, the approach raises several implications. Of specific interest is the trade-off between performance improvement and cost, time frame and risk. Attention is also focused on evaluation of the threshold at which the two philosophies overlap and the point at which companies may make the transition between the two philosophies. The paper goes on to evaluate the decrease in the return of investment (ROI), as improvements impinge on other stages within the process, creating up- and downstream bottlenecks. It also evaluates the level of a single ‘natural process’, as a means of costing BPR implementation. The paper concludes with the definition of ROI curves, which are intended to inform SMEs in the selection of appropriate improvement strategies.