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Roy, Marie-Christine, Katherine Roy, and Lyne Bouchard. "Human factors in business process re-engineering." Human Systems Management 17, no. 3 (August 4, 1998): 193–204. http://dx.doi.org/10.3233/hsm-1998-17305.
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Many organizations have implemented radical changes through business process re-engineering (BPR) in recent years. In most cases, these changes have been necessary to meet the requirements of a more competitive and global market. Rather than focus on these economic objectives, this paper describes how several organizational transformations took human dimensions into account. The literature in information technology implementation and organizational change provides some important guidelines for integrating human factors into design considerations. Furthermore, it shows that technical, technological, and human dimensions must be jointly optimized to obtain the most significant improvements in productivity. Given the significance of the changes brought in through BPR, we might assume that those having to live with these changes would be quite involved in designing and implementing them. However, four case studies and a survey of 38 projects indicate that even though human aspects are considered to be important risk factors, most BPR efforts are technically oriented. We present some possible explanations and suggest improvements to current design strategies.
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Hlupic, V., J. Choudrie, and N. Patel. "Business Process Re-engineering (BPR): The REBUS Approach." Cognition, Technology & Work 2, no. 2 (May 1, 2000): 89–96. http://dx.doi.org/10.1007/s101110050030.
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Sayer, Kylie. "Denying the Technology: Middle Management Resistance in Business Process Re-Engineering." Journal of Information Technology 13, no. 4 (December 1998): 247–57. http://dx.doi.org/10.1177/026839629801300404.
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Business Process Re-engineering (BPR) as a methodology for organizational transformation has been around since the early 1990s. There are however, some serious issues of concern surrounding the success of BPR as a methodology for organizational change. This paper attempts to highlight the issues surrounding the BPR approach to change management that remain implicit within the re-engineering literature. The research presented in this paper specifically investigates BPR in practice and concentrates on the issues of power and control that underlie many of the re-engineering methodologies and how these conflict with the prerequisites of the flattened, empowered workforce that BPR envisions. The research presented here was conducted using the interpretive approach of ethnography to investigate how middle management were able to deny the technology of BPR and disable a change project. In order to maintain their hold on power in the organization they needed to revolt against the technology of re-engineering imposed on them by senior management. In using the clinical metaphor, middle management were able to create a reality around technology that portrayed it almost as a function of biological warfare, denying it being seen as a positive social tool. This paper highlights how they were able to manipulate the technology and turn its power around to reinforce their position and power in the process.
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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 (January 25, 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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Kawalek, J. P. "Interpreting Business Process Re-Engineering on Organization Work Flow." Journal of Information Technology 9, no. 4 (December 1994): 276–87. http://dx.doi.org/10.1177/026839629400900404.
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The advent and growth of recent discussion on business process re-engineering (BPR) has been accompanied by its increasing application to a myriad of research areas and approaches. This paper examines its tenets using sociological and organizational paradigms and investigates its significance for software geared to enhancing coordinative and cooperative working methods and relationships within organizations. By taking the experience of implementors of such software and using a grounded and interpretive approach, initial conclusions suggest that BPR concepts have an impact for large scale and highly structured working activities but seems to have an interestingly inverse relationship with information-oriented cooperative and user-enhanceable approaches to process coordination and improvement. Taking these themes, this paper outlines some conceptual interpretations and theoretical managerial considerations for cooperative/coordinative and process work flow implementations.
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Huang, G. Q., and K. L. Mak. "Re-engineering the product development process with ‘design for X‘." Proceedings of the Institution of Mechanical Engineers, Part B: Journal of Engineering Manufacture 212, no. 4 (April 1, 1998): 259–68. http://dx.doi.org/10.1243/0954405981515671.
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Shortcomings of sequential engineering and advantages of concurrent engineering in product development have become better understood. However, the transformation from a sequential engineering environment to a concurrent engineering environment remains challenging. A dynamic transformation approach by combining the focused application of ‘design for X’ (DFX) with the extensive use of business process re-engineering (BPR) is discussed in this paper. The main role of DFX is to provide the drive, focus, vision and concurrence necessary for BPR, while the main role of BPR is to institutionalize good practice and make improvement permanent and continuous.
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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 (October 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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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 (August 8, 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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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 (January 1, 2003): 1–10. http://dx.doi.org/10.1177/095440540321700101.
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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.
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Edwards, C., and J. W. Peppard. "Business Process Redesign: Hype, Hope Or Hypocrisy?" Journal of Information Technology 9, no. 4 (December 1994): 251–66. http://dx.doi.org/10.1177/026839629400900402.
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There have been few management concepts, even including Total Quality’, ‘World Class Manufacturing’ and ‘Excellence’ to have generated such enormous media interest so quickly as the phenomenon of Business Process Redesign (BPR). The IT community in particular has latched on to the concept, although since its inception it has broadened its appeal. This paper discusses the significant issues relating to BPR and makes a distinction between business re-engineering and business process redesign. Based on a study of a number of organizations who claim to be active, the essential ingredients of BPR are presented. The paper then identifies how organizations are managing their redesign initiatives and presents emerging themes. The paper concludes with some of the lessons learned from the research to date and addresses the vital issues of whether BPR is hype, hope or hypocrisy.
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Ahmed Bayomy, Noha, Ayman E. Khedr, and Laila A. Abd-Elmegid. "Adaptive model to support business process reengineering." PeerJ Computer Science 7 (April 29, 2021): e505. http://dx.doi.org/10.7717/peerj-cs.505.
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The one constant in the world is change. The changing dynamics of business environment enforces the organizations to re-design or reengineer their business processes. The main objective of such reengineering processes is to provide services or produce products with the possible lowest cost, shortest time, and best quality. Accordingly, Business Process Re-engineering (BPR) provides a roadmap of how to efficiently achieve the operational goals in terms of enhanced flexibility and productivity, reduced cost, and improved quality of service or product. In this article, we propose an efficient model for BPR. The model specifies where the breakdowns occur in BPR implementation, justifies why such breakdowns occur, and proposes techniques to prevent their occurrence again. The proposed model has been built based on two main sections. The first section focuses on integrating Critical Success Factors (CSFs) and the performance of business processes during the reengineering processes. Additionally, it implements the association rule mining technique to investigate the relationship between CSFs and different business processes. The second section aims to measure the performance of business processes (intended success of BPR) by process time, cycle time, quality and cost before and after reengineering processes. A case study of the Egyptian Tax Authority (ETA) is used to test the efficiency of the proposed model.
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Kwadade-Cudjoe, Francis. "Business Process Re-engineering is always framed to achieve good results when managerial and human-centred strategies of team-working are present. Discuss whether this is achieved in practice or not, and how?" Archives of Business Research 9, no. 3 (March 17, 2021): 72–83. http://dx.doi.org/10.14738/abr.93.9840.
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Business Process Re-engineering / Re-design (BPR) was introduced as the radical redesign of core business processes of organizations to enable them achieve dramatic improvement in service, performance, productivity and quality of products / services. It was touted in the 1990s as the newest business strategy to make management of businesses effective, after less was derived from TQM. Unfortunately, the application of the BPR strategy on businesses, example in the automobile industry, was only marginal but better than TQM. BPR was designed to re-organize organizational processes, and then make extensive use of Information Technology (IT) for running organizations. However, most of the localized organizations that adopted the BPR strategy for use, complained bitterly about the application. This was due to the fact that the managerial and human-centred strategies of team-working was not effectively achieved. However, for organizations that go global, it is a different ball game all together, as there are string of successes associated with them. Localized organizations should therefore, create the right enablement for the strategy to work, as some MNCs have been able to use BPR to achieve competitive advantage.
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Rajib, Salah Uddin, Shariful Alam, Qutub Uddin Sajib, and Nashar Ahmed. "Impact of Relationship among the Fundamental Blocks in Production Process to implement Re-Engineering: An Empirical Analysis in SMEs." Advanced Materials Research 228-229 (April 2011): 696–701. http://dx.doi.org/10.4028/www.scientific.net/amr.228-229.696.
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Change is now a general phenomenon of Business environment. Managements are compelled to adapt with the changes to survive. The term re-engineering rises to adapt with the changes in terms of the process of business. However, critics doubt about the fad of re-engineering as a number of Business Process Re-engineering (BPR) initiatives have failed. Tempt of object orientation is increasing regarding the implementation of re-engineering. This paper reveals the relative relationship among the fundamental blocks of production process regarding the implementation of re-engineering in the SMEs sector. Relationships have been identified empirically through the survey conducted in the SMEs (manufacturing) sector of Bangladesh.
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King, Stephen F., and Phil Aisthorpe. "Re-Engineering in the Face of a Merger: Soft Systems and Concurrent Dynamics." Journal of Information Technology 15, no. 2 (June 2000): 165–79. http://dx.doi.org/10.1177/026839620001500207.
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Business process re-engineering (BPR) was presented as the key to successful organizational transformation in the early 1990s. In this paper we examine a BPR initiative at a medium-sized UK building society in order to explore whether BPR succeeded or failed and to place BPR within the wider context of an organization facing a merger. The study describes the development of a novel BPR methodology which combines both hard and soft modelling approaches and reveals a degree of success in terms of process modelling and gaining consensus on process content and faults. However, two more far-reaching initiatives served to drain away support from the BPR effort: a parallel organizational analysis undertaken by an external consultancy and the hidden (although rumoured) merger talks with a larger partner. Therefore it is inappropriate to view BPR as an isolated, strategic initiative when, in practice, it may be one of several competing change activities vying for support within a changing organizational context. The paper concludes by presenting a model of concurrent dynamics which helps to explain why BPR lost momentum.
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Mohammad Khashman, Aysar. "The Effect of Business Process Re-Engineering on Organizational Performance: The Mediating Role of Information and Communications Technology." International Journal of Business and Management 14, no. 9 (August 5, 2019): 132. http://dx.doi.org/10.5539/ijbm.v14n9p132.
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The purpose of this study is to attempt to highlight the factors of business process reengineering (BPR) processes that effect on organizational performance in the Drivers and Vehicles License Department (DVLD) in Jordan through using ICT as a mediating role. From previous studies, five factors of BPR were adopted for this study, including "Ability to change, Selecting BPR Methodology, Organizational Culture, BPR strategic alignment, and Top management support ". ICT was used as an intermediary role for this structure to promote organizational performance. The study used the PLS software to analyze the basic relationships amongst the most relevant combinations between BPR, ICT, and Organizational Performance with a total of five constructs. As a result of the findings of operational, middle, and top levels (n=124) working in Drivers and Vehicles License Department (DVLD), it was awarded the King Abdullah II Award for Excellence in Jordan for 2018. It was found that there was a strong and statistically positive significant relationship between several variables of business process reengineering and organizational Performance by using the ICT as a mediating variable.
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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 (June 30, 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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Ongeri, Richard Nyaanga, Peterson Obara Magutu, and Kate Litondo. "Is there any Significant Effect of Business Process Re-Engineering Strategy on Service Delivery in the Contextualization of Food Manufacturing Companies in Kenya?" Archives of Business Research 8, no. 9 (October 11, 2020): 189–203. http://dx.doi.org/10.14738/abr.89.9075.
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The main objective of the study was to determine if there any significant effect of business process re-engineering strategy on service delivery in the contextualization of food manufacturing companies in Kenya. Accordingly, the study sought to determine the effect of business process re-engineering strategy on service delivery of companies manufacturing food in Kenya. The population of the study comprised of the company’s manufacturing food in Kenya. A descriptive cross-sectional survey design was adopted in data collection and analysis. Primary data was collected from respondents using a structured questionnaire, while secondary data was collected from published firm’s reports. Out of the 75 respondents targeted by the study, 44 respondents forming 56.67% response rate, which was considered adequate for analysis with good representation from all the subsectors. On hypotheses testing, it was established that, 58.1% of variations in the service delivery are explained by variations in the BPR strategy namely resources mobilization for BPR, sponsorship and commitment, BPR cross-functional teams, analytical processes selection, BPR prototypes, management of re-engineered processes, clear BPR definition and vision. Thus, there is a significant relationship between BPR strategy and service delivery of companies manufacturing food in Kenya. HA1 is therefore supported. In conclusion, the study confirmed that there is a positive and statistically significant relationship between BPR strategy and service delivery of companies manufacturing food in Kenya, where 58.1% of variations in the service delivery is explained by variations in the BPR strategy namely resources mobilization for BPR, sponsorship and commitment, BPR cross functional teams, analytical processes selection, BPR prototypes, management of re-engineered processes, clear BPR definition and vision. The results therefore support the anchoring theory of resource advantage theory.
This study has contributed in different areas including implications to theory, policy, management practice and methodological contributions as discussed in the subsequent paragraphs. First, this study has advanced frontiers of knowledge from the study findings; this study confirms that today’s competitive environment compels organizations to re-engineer their business processes to effect perfect service delivering for customer satisfaction which eventually leads to improved overall FP (Hussein, Bazzi, Dayekh & Hassan, 2013; Jurisch, Ikas, Wolfgang, Wolf & Kurcmar, 2012). The research findings have addressed the key gaps in this study. Secondly, this study has contributed to theory: the empirical relationship between BPR strategy and service is significant where BPR strategy constructs independently and positively influences improvements in service delivery with four significant predictors: resources mobilization for BPR; BPR cross-functional teams; sponsorship and commitment of top management; and the management of re-engineered processes. This study confirms and supports the use of resource based view theory. Thirdly on the study’s policy contributions: the study will guide policy makers to develop BPR strategies that will lead to improved service with the understanding that improved business processes facilitates organizations to maximize the value addition which eventually leads to improved service delivery. Lastly on the methodological contributions: key methodological contribution is the use of a quantitative composite index in computing the SD index, the use an integrated empirical model to test the relation between BPR strategies and service delivery; the study used a number of indicators to measure each construct, which improved the construct validity.
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Bradley, P., J. Browne, S. Jackson, and H. Jagdev. "Business process re-engineering (BPR) — A study of the software tools currently available." Computers in Industry 25, no. 3 (March 1995): 309–30. http://dx.doi.org/10.1016/0166-3615(94)00044-q.
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Swami, Devendra, Shankar Chakraborty, and Meenakshi Sinha Swami. "ASSESSING BUSINESS PROCESS RE-ENGINEERING IN PUBLIC SECTOR BANKS THROUGH AN ANALYSIS OF ATM TRANSACTIONS." International Journal of Research -GRANTHAALAYAH 4, no. 12 (December 31, 2016): 72–78. http://dx.doi.org/10.29121/granthaalayah.v4.i12.2016.2394.
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Business Process Re-engineering (BPR) technique implements organizational change based on the close coordination of a methodology for rapid change, employee empowerment and training and support through information technology. Alternate Delivery Channels are a part of BPR in public and private sector banks in India and includes ATMs, Automated Cheque Deposit Machines, Green Channel Counter Machines (GCCs), Cash Deposit Machines (CDMs) and Barcode Passbook Printers. ATM cash dispensing machines have revolutionised the very concept of money withdrawal. This research paper tries to compare the cost of routine manual banking transaction with the ATM transaction through cost-benefit analysis with the objective of finding out advantages of promoting ATM usage and migrating more and more customers to the ATM channel. ATM transactions have been on the rise easing the process of withdrawal and transfer of money for the common man. This has also been of help to the banking service providers, connected customers and efficient payment for the sellers of goods and services as ATM machines have come up close to markets.
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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 (June 1, 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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Abdul‐Hadi, Nader, Abdulsalam Al‐Sudairi, and Saleh Alqahtani. "Prioritizing barriers to successful business process re‐engineering (BPR) efforts in Saudi Arabian construction industry." Construction Management and Economics 23, no. 3 (March 2005): 305–15. http://dx.doi.org/10.1080/0144619042000301375.
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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) (October 31, 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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Ye, Kunhui, and Ramadhani Said Tekka. "A Prioritization Model of Strategies for Small and Medium Firms in Less-Developed Countries: A Tanzania Case." Advances in Civil Engineering 2020 (August 14, 2020): 1–23. http://dx.doi.org/10.1155/2020/8857741.
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Most construction industries (CIs) from less-developed countries (LDC) have been overwhelmed with many construction project’s challenges. The challenges have always been leading to prolonged unimproved performance of small and medium firms (SMFs). This study aimed to develop a prioritization model of strategies for performance improvement of SMF. Business process re-engineering (BPR) is adopted to facilitate the identification of the re-engineering core process as value activities and develop a conceptual framework for the study. The study used the questionnaire and interview survey to collect data from 253 respondents sampled through purposive sampling. Respondents were obtained from twenty-eight firms obtained through a systematic approach that helped to get firms practicing BPR. Data were analyzed using SPSS 24-AMOS to create structural equation modelling. Findings have revealed twelve (12) weakness indicators, seven (7) performance measure indicators, eleven (11) construction core process strategies, and sixteen (16) organizational strategies. Strategies were clustered into the seven-cluster matrix, namely: resources, capacity building, operational, government policy, design, procurement, and construction management, having a positively significant correlation on SMF’s performance improvement. The study findings revealed that the BPR technique has globally become a useful tool for many organizations seeking to attain an improved performance since it provides a chance to re-engineer the organization process. Thus, for the firm(s) to enhance performance improvement, it is recommended for LDC’s construction firm(s) to adopt re-engineering process management techniques to identify and prioritize the construction core process and organizational strategies to attain improved performance.
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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 (July 19, 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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Vishvakarma, Niraj, and R. R. K. Sharma. "RELATING ORGANIZATIONS STRATEGY, CULTURE AND CONTROL SYSTEMS WITH IMPLEMENTATION STRATEGY OF BUSINESS PROCESS RE-ENGINEERING (BPR)." Journal of Academy of Business and Economics 15, no. 1 (March 1, 2015): 27–38. http://dx.doi.org/10.18374/jabe-15-1.3.
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Elapatha, Vishakha Wijeratne, and Shahzadah Nayyar Jehan. "An Analysis of the Implementation of Business Process Re-engineering in Public Services." Journal of Open Innovation: Technology, Market, and Complexity 6, no. 4 (October 14, 2020): 114. http://dx.doi.org/10.3390/joitmc6040114.
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Sri Lankan public service apparatus has a long colonial heritage, and all of that has not been in line with the requirements of a 21st century public service expectations. However, the increasing societal pressure for the delivery of more modern public services has forced it to undergo a major overhaul of its business process. In this paper, we assess the impact of the recent efforts at business process reengineering (BPR) in public service. We estimate the overall as well as relative efficiency of public service delivery across various ministries and departments of the Sri Lankan government. A broad-based Likert scale field survey on a five-point scale was carried out and performance data were collected. We applied a non-parametric data envelopment analysis (DEA) to estimate the overall and relative efficiency of the public service delivery across 29 departments and ministries (D&Ms) and the departments of the government of Sri Lanka. Our results show that, save for a few, most D&Ms have a potential for improving the performance. The performance enhancement is desirable both from an input as well as output perspectives. Moreover, our results indicate significant scale inefficiencies associated with the performance of ministries and departments that are engaged in public service delivery (PSD) in the country. The authors have also indicated towards critical success factors for a wider deployment of the study’s findings in the conclusion.
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Beškovnik, Bojan, and Marina Zanne. "Business Process Re-Engineering of a Maritime Car Terminal: Changing from Inbound to Outbound Intermodal Node in Finished Vehicle Logistics (FVL)." Polish Maritime Research 25, no. 3 (September 1, 2018): 54–61. http://dx.doi.org/10.2478/pomr-2018-0096.
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Abstract This article presents a broad perspective on a maritime car terminal’s role in finished vehicle logistics with an aim to elaborate the process when a terminal changes its role from an inbound intermodal node to an outbound intermodal platform. Through the analysis of the maritime car terminal in Koper that occupies the 9th position among top European ports in handling light vehicles, a comprehensive view of process re-engineering is provided. The research analyses specific inbound and outbound processes and real-time decisions that influence the terminal’s productivity and satisfies stakeholders’ business expectations. The proposed business process re-engineering (BPR) model for an outbound car terminal highlights the directions of future management decisions to position the terminal as an export oriented intermodal node. The article offers a theoretical and practical contribution to efficient FVL management.
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Fosso Wamba, Samuel, and Deepa Mishra. "Big data integration with business processes: a literature review." Business Process Management Journal 23, no. 3 (June 5, 2017): 477–92. http://dx.doi.org/10.1108/bpmj-02-2017-0047.
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Purpose The purpose of this paper is to improve the understanding of the integration of business process management (BPM), business process re-engineering (BPR) and business process innovation (BPI) with big data. It focusses on synthesizing research published in the period 2006-2016 to establish both what the authors know and do not know about this topic, identifying areas for future research. Design/methodology/approach The research is based on a review of 49 published papers on big data, BPM, BPR and BPI in the top journals in the field 2006-2016. Findings In this paper, the authors have identified the most influential works based on citations and PageRank methods. Through network analysis the authors identify four major clusters that provide potential opportunities for future investigation. Practical implications It is important for practitioners to be aware of the benefits of big data, BPM, BPR and BPI integration. This paper provides valuable insights for practitioners. Originality/value This paper is based on a comprehensive literature review, which gives big data researchers the opportunity to understand business processes in depth. In addition, highlighting many gaps in the current literature and developing an agenda for future research, will save time and effort for readers looking to research topics within big data and business processes.
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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 (October 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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Al‐Shammari, Minwir. "Assessing the learning experience in a business process re‐engineering (BPR) course at the University of Bahrain." Business Process Management Journal 11, no. 1 (February 2005): 47–62. http://dx.doi.org/10.1108/14637150510578728.
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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 (December 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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Alles, Michael G. "Business Process “De-Engineering”: Establishing the Value of the Human Auditor in an Automated Audit System." Journal of Emerging Technologies in Accounting 17, no. 1 (November 1, 2019): 43–49. http://dx.doi.org/10.2308/jeta-52687.
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ABSTRACT Automation in auditing is driven by the principles of business process reengineering (BPR), whose default position is to eliminate labor. BPR assumes that assurance arising from human and technological inputs are substitutes and not complements. Until that hypothesis is validated, human auditors should not be perceived as expendable artifacts to be removed as quickly as possible. What is needed is a systematic exploration of what is the minimum human involvement for auditing to retain the trust of its stakeholders. In this paper, I propose that business process reengineering in auditing is complemented with what I call business process “de-engineering” (BPD). Whereas BPR asks how to remove workers from a predominantly manual process, BPD asks when adding a human would add value to a predominantly automated process. BPD in auditing focuses attention on the human/machine interactions in the audit process and will help determine their relative strengths and weaknesses.
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Xiao, Jiu Mei, Xian Kun Wang, Jiao Lei, Qing Nan Lai, Jia Jun Sun, and Yan Lou. "Research on a Platform for Developing Virtual Prototype of Automatic Transmission." Advanced Materials Research 139-141 (October 2010): 1333–36. http://dx.doi.org/10.4028/www.scientific.net/amr.139-141.1333.
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Based on analyzing the shortcomings of the current product development mode and methods of the automatic transmission, and on the principle of virtual prototype technology(VPT) and the thought of business process re-engineering (BPR), a concurrent development flow model suitable for virtual automatic transmission prototype(VATP) was established. The function model and the architecture of the platform for developing the VATP were also described in detail. Finally, the ideas for solving some key technological problems faced during implementing the platform were discussed in this paper.
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Mahadevan, Kumaraguru. "Culture driven regeneration (CDR): a conceptual business improvement tool." TQM Journal 29, no. 2 (March 13, 2017): 403–20. http://dx.doi.org/10.1108/tqm-05-2015-0061.
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Purpose The purpose of this paper is to present the research carried out on a conceptual approach in business improvement termed as culture driven regeneration (CDR). The research positions CDR as business improvement tool that leverages organizational learning, organization culture and corporate knowledge in implementing changes. The CDR concept is positioned half way between business process re-engineering (BPR) that thrives on radical design and process changes, and total quality management (TQM) that takes the slow and incremental approach to improvement. CDR regenerates the processes in the journey to business improvement. Design/methodology/approach A structured and a comprehensive literature review were carried out on BPR and TQM in the context of leadership, organization learning, organizational learning and corporate knowledge. The review confirmed that TQM and BPR are connected to the four areas. This connection led to the conceptualization that organizations deploy culture and corporate knowledge to drive business improvement. Organization culture and knowledge was quantified based on previous research in this area and methods applied in other research studies relating to benchmarking. There are no empirical analyses included in this paper, however knowledge and culture were given scores in illustrating the CDR concept. Findings This conceptual paper has pointed out that organization culture, knowledge, organizational learning and leadership are important components of a business improvement tool such as BPR and TQM. The CDR concept leverages those components and draws on the organization’s corporate culture to enable change. Research limitations/implications Additional empirical studies are required on various types of industries, organization cultures, organization structures and professions to establish more robust scores for knowledge and culture applied in the CDR concept. The concept could be further expanded into a framework that could be applied across a number of industries. Originality/value The CDR concept is a business improvement tool that enables organizations to leverage their existing culture in driving change. The concept is built up on the existing relationship BPR and TQM has with organization learning, organization culture, corporate knowledge and the quantification of culture and knowledge.
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Sulaiman, Agus. "Analisis dan Rekayasa Ulang Proses Bisnis Sistem Pembelian pada PT XYZ." Jurnal ULTIMA InfoSys 5, no. 1 (June 1, 2014): 27–32. http://dx.doi.org/10.31937/si.v5i1.216.
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In this modern era, business processes become one of the important aspects for a company to stay ahead in the competition to its competitors. A company that has an optimal business processes and supported by an integrated information system will win the competition. This study aims to optimize the purchasing business process of Company XYZ using the concept of Business Process Re-engineering (BPR) approach as the basis for designing the next module of enterprise information systems. From this study, we found that there are still business processes that need to be revised and improved to integrate the flow of data and information from one department to another department. Business process that needs to be revised is an overseas purchase; Business processes that need to be improved are Overdelivery and Under-delivery Tolerance, PO Free Goods, PO Subcontracting, and Purchasing Planning consisting of Weekly Projected Sales, Weekly Order Projection & Daily Order Projection.
Index Terms - Business Process Reengineering, Business Process Purchasing.
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Pradhipta, Damar Arya, Wildan Suharso, and Maskur S.Kom., M.kom. "Business process reengineering pada kejaksaan negeri Batu." Jurnal Repositor 1, no. 2 (January 5, 2020): 159. http://dx.doi.org/10.22219/repositor.v1i2.255.
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AbstrakSetiap Instansi yang menyediakan sebuah pelayanan kepada masyarakat menginginkan sebuah layanan yang berkualitas. Meningkatkan sebuah kualitas pada pelayanan perlu memahami kekurangan selama ini. Kejaksaan Negeri Batu adalah sebuah instansi di Provinsi Jawa Timur yang pelayanan masih berjalan secara manual. Hal ini menimbulkan permasalahan dari segi pelayanan, kecepatan dan biaya kepada masyarakat. Berdasarkan masalah ini perlu dilakukan perubahan proses bisnis pada Kejaksasaan Negeri Batu dengan penerapan BPR (Business Process Reengineering). Business Process Reengineering adalah konsep untuk mengubah ulang proses bisnis yang memiliki kelemahan pada proses. Tujuanya untuk memperbaiki sebuah kinerja proses agar lebih efisien. Penelitian dimulai dengan mengumpulkan beberapa referensi yang berkaitan dengan Business Process Reengineering. Metode pengumpulan data dilakukan dengan cara observasi ke studi kasus, wawancara dengan pihak Kejaksaan Negeri Batu dan studi literatur sejenis. Memahami suatu proses bisnis digunakan peta proses standar ASME (American Society of Mechanical Engineers). Berdasarkan peta proses standar ASME dapat dihitung kinerja proses bisnis dengan menghitung efisiensi throughput. Langkah peningkatan dan penyempurnaan desain ulang proses dilakukan agar proses bisnis lebih efektif. Hasil akhir penelitian adalah sebuah rancangan ulang model bisnis proses rekomendasi yang meningkatkan efisiensi throughput dari 50,36% pada proses sebelumnya menjadi 85,77% dan menghasilkan sebuah aplikasi sebagai pendukung rancangan ulang model bisnis proses rekomendasi. Abstract Every agency that provides a service to the public wants a quality service. Improving a quality of service needs to understand the shortcomings. State Attorney Batu is an agency in East Java Province that service is still running manually. This creates problems in terms of service, speed and cost to the community. Based on this problem, it is necessary to change the business process at State of the Earth Stone with the application of BPR (Business Process Reengineering). Business Process Reengineering is a concept to re-alter a business process that has a weakness in the process. The goal is to improve a process performance to be more efficient. Research begins by collecting some references related to Business Process Reengineering. Data collection method was done by observation to case study, interview with State Prosecutor of Batu and study of similar literature. Understanding a business process is used ASME standard process maps (American Society of Mechanical Engineers). Based on ASME standard process maps can be calculated business process performance by calculating throughput efficiency. Steps to improve and refine the process redesign are done to make business processes more effective. The final results are a redesign of business models that improve the efficiency of the process on the throughput of 50.36% in the previous process becomes 85.77% and produce an application to support the redesign of the business model of the recommendation process.
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Terziovski, Milé, Paul Fitzpatrick, and Peter O’Neill. "Successful predictors of business process reengineering (BPR) in financial services." International Journal of Production Economics 84, no. 1 (April 2003): 35–50. http://dx.doi.org/10.1016/s0925-5273(02)00378-x.
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Shakkah, Moh’D Suliman, Khaled Alaqeel, Ali Alfageeh, and Rahmat Budiarto. "An Investigation Study on Optimizing Enterprise Resource Planning (ERP) Implementation in Emerging Public University: Al Baha University Case Study." International Journal of Electrical and Computer Engineering (IJECE) 6, no. 4 (August 1, 2016): 1920. http://dx.doi.org/10.11591/ijece.v6i4.10863.
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<span>This project investigates the correlation between the organizational readiness in Albaha University (ABU) and the respective Critical Success Factors (CSFs) with regards to the Enterprise Resource Planning (ERP) implementation. The investigation also considers some suggestions to improve the ABU’s ERP systems and roadmap towards the self –development strategy and reduce vendor-dependency. A survey regarding ERP to the end-user, expert and developer in ABU was conducted. The analysis of the results in this work confirmed with the results of an existing work. The four significance success factors: Project Management, Business Process Re-engineering (BPR), System Integration, and Training and Education are recommended to be adopted to assure the smooth adoption of ERP at Albaha University</span>
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Shakkah, Moh’D Suliman, Khaled Alaqeel, Ali Alfageeh, and Rahmat Budiarto. "An Investigation Study on Optimizing Enterprise Resource Planning (ERP) Implementation in Emerging Public University: Al Baha University Case Study." International Journal of Electrical and Computer Engineering (IJECE) 6, no. 4 (August 1, 2016): 1920. http://dx.doi.org/10.11591/ijece.v6i4.pp1920-1928.
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<span>This project investigates the correlation between the organizational readiness in Albaha University (ABU) and the respective Critical Success Factors (CSFs) with regards to the Enterprise Resource Planning (ERP) implementation. The investigation also considers some suggestions to improve the ABU’s ERP systems and roadmap towards the self –development strategy and reduce vendor-dependency. A survey regarding ERP to the end-user, expert and developer in ABU was conducted. The analysis of the results in this work confirmed with the results of an existing work. The four significance success factors: Project Management, Business Process Re-engineering (BPR), System Integration, and Training and Education are recommended to be adopted to assure the smooth adoption of ERP at Albaha University</span>
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Javidroozi, Vahid, Hanifa Shah, and Gerald Feldman. "A framework for addressing the challenges of business process change during enterprise systems integration." Business Process Management Journal 26, no. 2 (November 18, 2019): 463–88. http://dx.doi.org/10.1108/bpmj-03-2019-0128.
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Purpose Enterprise systems integration (ESI) is necessary for today’s business environment to access real-time data and quickly respond to fluctuating market demand. business process change (BPC) as a significant prerequisite of ESI encompasses various challenges that must be tackled by employing success factors, techniques and approaches. The purpose of this paper is to focus on BPC challenges and develop a conceptual framework for addressing BPC challenges in ESI. Design/methodology/approach BPC challenges and their success factors were first identified through a literature analysis. Then, the findings from the literature were thematically analysed and qualitatively validated through 35 unstructured interviews for developing the conceptual framework. Findings The findings from the literature suggested 17 BPC challenge along with their success factors. During the validation process, 15 BPC challenges were accepted by all interviewees, while most of the respondents disagreed with the two challenges of “consolidation of information system re-engineering with BPR”, and “customization”. Moreover, “risk” was suggested as a BPC challenge by several interviewees. Thus, the study offered a modified list of BPC challenges, which was empirically validated. Originality/value The study proposes a conceptual framework for addressing BPC challenges in ESI that enables enterprises to design their systems integration roadmap, based on an understanding of BPC challenges and their success factors, as well as supporting solution providers to develop solutions for effective and efficient BPC. Furthermore, the framework will act as a basis for BPC and developing a similar framework for other related contexts, such as smart cities.
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Riyanto, Agus, Ina Primiana, Yunizar, and Yudi Azis. "Reengineering support for competitive advantage through organizational basis, information and communication technology: a literature review." Problems and Perspectives in Management 16, no. 3 (September 22, 2018): 464–76. http://dx.doi.org/10.21511/ppm.16(3).2018.37.
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This research is intended to collect and investigate the previous research that is related to reengineering with Business Process Reengineering (BPR) in manufacturing industry to achieve a “competitive advantage”. The purpose of this study is to provide a general overview of the relationship between BPR variables, competitive advantage variables, organizational commitment variables, organizational change management variables, information and communication technology variables, which are supported by IDEF0 method.This research overall uses secondary data sources from a research published in a journal and proceeding for the variables of BPR, competitive advantage, organizational commitment, organizational change management, information and communication technology, which is supported by IDEF0 method.This study is limited to the existing research subject that was in online media and the specific purpose is to review a progress in the BPR, which is mainly based on organization, information technology and engineering. The previous researches concluded that there were influencing variables toward BPR, which is related to competitive advantage.
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Binci, Daniele, Sara Belisari, and Andrea Appolloni. "BPM and change management." Business Process Management Journal 26, no. 1 (November 19, 2019): 1–23. http://dx.doi.org/10.1108/bpmj-06-2018-0158.
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Purpose The purpose of this paper is to focus on the implementation of an ambidexterity strategy in a large Italian Company that works in the energy field. The aim of the study is to understand how contextual ambidexterity has been achieved during a business process management (BPM) approach by describing the main variables that interacted during the project implementation. Design/methodology/approach The authors based their study both on primary (direct observation and interviews) and secondary (company manuals, books and procedures) qualitative investigations of BPM approach based on three business process re-engineering (BPR) projects and nine total quality management (TQM) projects, focused on change team behaviors, dynamics and dialogues. Findings The authors observed that the implementation of simultaneously radical and incremental change projects has been influenced by the exploration and exploitation activities related to every single TQM and BPR project considered. The findings suggest that the overall project has been influenced by four main underlying variables, which are task specialization and systems interoperability (knowledge transfer), identity and leadership (knowledge conversion) and two output variables (ambiguity and feedback to change), that, by interacting, enable ambidexterity. Research limitations/implications BPM is an important option to consider within the ambidexterity theory, being conceptually conceived as an approach in which TQM and BPR actually complement each other. Moreover, the results contextualize the importance of the change management team (CMT) to manage the connections between knowledge creation and refinement, and vice versa, depending particularly on the knowledge conversion process enabled by a flexible team culture. The focus of the study is mainly at the BPR and TQM project level. The authors consider structural ambidexterity and its enabling mechanisms as the framework in which BPM is implemented. Moreover, research limitations are related both to the specificity of the context, a large, highly specialized and mechanistic company and to the qualitative approach that may reduce the generalization of the empirical results. Practical implications Managers need to be cognizant and aware both of the BPM techniques, in order to sustain ambidexterity, and of ambiguity and change feedback as variables that enable the effective connection of the different steps of innovation or refinement strategy and, therefore, of ambidexterity. Moreover, the contextual factors such as leadership and people identity should be considered and managed as important variables related to change. Originality/value The originality of this paper is related to improving the understanding of how to implement the theoretical concept of ambidexterity in a real world organization, by providing new evidence that highlights the importance of contextual ambidexterity within a structural ambidexterity strategy during a BPM project.
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YI, SHU PING, TING WANG, YI WANG, and DE HAI YU. "ANALYSIS AND EMPIRICAL STUDY ON THE IMPETUS AND RESISTANCE OF BPR BASED ON A MECHANICAL DYNAMICS MODEL." Journal of Advanced Manufacturing Systems 07, no. 01 (June 2008): 137–40. http://dx.doi.org/10.1142/s0219686708001255.
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This paper provides concrete support for business process reengineering (BPR) related decision-making, through analysis of the mechanism of impetus and resistance. We categorize the impetus and resistance according to their domains. We then construct a dynamic model of BPR by using the principles and methods of systems analysis, in conjunction with the theory of mechanical dynamics. On this basis, dynamics analysis of the two forces was carried out and the mechanism of effect was also discussed. In the case study, experimental analysis of BPR in CF Company was carried out with the proposed model. The results showed that the model is applied to analyze the impetus and resistance in BPR as important input into the decision-making for BPR, thus compelling to implement BPR for the enterprise.
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Коровин, Евгений Николаевич, Марина Викторовна Кривоносова, Маргарита Анатольевна Сергеева, and Светлана Александровна Слинчук. "REENGINEERING OF BUSINESS PROCESSES OF A HEALTH RESORT ORGANIZATION." СИСТЕМНЫЙ АНАЛИЗ И УПРАВЛЕНИЕ В БИОМЕДИЦИНСКИХ СИСТЕМАХ, no. 3() (September 30, 2020): 219–24. http://dx.doi.org/10.36622/vstu.2020.19.3.027.
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Процессный подход рассматривает медицинскую деятельность как заданную цепочку действий (или процессов). Итогом такой деятельности должно стать достижение определенного клинико-экономического результата. Принятие процессного подхода подразумевает внедрение новых подходов в системе менеджмента, когда в основу заложен процесс предоставления услуги потребителю. Чтобы оптимизировать налаженные бизнес-процессы в медучреждении, необходимо решить сразу несколько задач: спроектировать модель будущего процесса, алгоритмизировать действия всех участников процесса, разработать требования и стандарты для нового процесса, внедрить инновации по двум основным направлениям: социальному и медико-технологическому. Реализация всех перечисленных выше действий позволит впоследствии произвести грамотный реинжиниринг и адаптировать текущие процессы к новым условиям. После этого можно переходить к внедрению в обновленную структуру информационных систем. Реинжиниринг, как метод управления инновациями, относится к инновационному процессу, направленному как на создание новых продуктов и новых операций, так и на их применение, продвижение и распределение. Учитывая, что конечной целью реинжиниринга является инновации, то реинжиниринг в лучшем понимании - это реинжиниринг инноваций. Реинжиниринг представляет собой инженерно-консультационные услуги по реструктуризации предпринимательской деятельности на основе производства и реализации инноваций. По определению основоположников реинжиниринга М. Хаммера и Д. Чампи реинжиниринг бизнес-процессов (BPR - Business Process Reengineering) - это "фундаментальное переосмысление и радикальное перепроектирование бизнес-процессов для достижения конкретных улучшений в основных показателях деятельности предприятия". Целью BPR является системная реорганизация материальных, финансовых и информационных потоков, направленная на упрощение организационной структуры, перераспределение и минимизацию использования различных ресурсов, сокращение сроков реализации потребностей клиентов, повышение качества их обслуживания. Таким образом, речь идет о формировании совершенно новых деловых целей с использованием последних достижений информационных технологий The process approach considers medical activity as a set chain of actions (or processes). The result of such activities should be the achievement of a certain clinical and economic result. The adoption of a process approach implies the introduction of new approaches in the management system, when the process of providing services to the consumer is based on. To optimize the established business processes in a medical institution, it is necessary to solve several tasks at once: design a model for the future process, algorithmize the actions of all participants in the process, develop requirements and standards for the new process, and introduce innovations in two main areas: social and medical-technological. The implementation of all the above actions will allow you to subsequently perform competent reengineering and adapt current processes to new conditions. After that, you can proceed to implementation in the updated structure of information systems. Reengineering, as a method of innovation management, refers to the innovation process aimed at creating new products and new operations, as well as their application, promotion and distribution. Given that the ultimate goal of reengineering is innovation, reengineering in the best sense is the reengineering of innovation. Reengineering is an engineering and consulting service for the restructuring of business activities based on the production and implementation of innovations. According to the definition of the founders of reengineering M. hammer and D. Champi business process reengineering (BPR - Business Process Reengineering) is "a fundamental rethinking and radical redesign of business processes to achieve concrete improvements in the company's core performance indicators." The goal of BPR is a systematic reorganization of material, financial and information flows aimed at simplifying the organizational structure, reallocating and minimizing the use of various resources, reducing the time required to meet customer needs, and improving the quality of their service. Thus, we are talking about creating completely new business goals using the latest advances in information technology
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Guimaraes, Tor. "Important factors for BPR success in manufacturing firms." Gestão & Produção 5, no. 1 (April 1998): 1–17. http://dx.doi.org/10.1590/s0104-530x1998000100001.
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Business Process Reengineering has been touted by many as dramatic improvements necessary for organization competitiveness, but in practice there are many unsuccessful cases. Thus, there is need for a more systematic and rigorous assessment of the factors deemed important to project success. That is the main objective of this study. In this case, success has been defined in three different ways: goals and objectives accomplished by the project, benefits derived from the project, and its impact on company performance. 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. The point of entry into the companies participating in this study were internal auditing directors and comptrollers (IA's). Questionnaires were mailed to the IA's of 586 randomly selected manufacturing organizations. The usable sample of 135 questionnaires represent a 22 percent response rate. In general, organizations are not emphasizing some of the most important activities 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 applying the right innovative technology. Based on the findings as a whole, it behooves top managers not to engage in BPR before ensuring the presence of the success factors found to be important. While the findings are based on manufacturing companies, the results may be generalizable to other industrial sectors.
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Miettinen, Asko. "Organisaatioiden muutos- ja kehittämisprosessit – luonne ja dynamiikka." Aikuiskasvatus 19, no. 1 (February 15, 1999): 37–47. http://dx.doi.org/10.33336/aik.93201.
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Organisaatioissa on ”löydetty” rakenteiden jälkeen prosessit. Näkökulman muuttaminen perinteisiä vertikaalisia ja hierarkkisia rakenteita korostavasta lähestymistavasta horisontaalisiin prosesseihin on auttanut ratkaisemaan joitakin organisoinnin pulmia – ja näyttää tuoneen mukanaan joukon uusia. Käytännössä on todettu prosessien kehittämisen ja uudistamisen monimutkaisuus ja monimuotoisuus. Onko prosessien luonteesta ja dynamiikasta avautunut vain osa? Prosessijohtaminen näyttää olleen 1990-luvulla suosituin, mutta myös kiistellyin johtamissuuntaus. Erityisesti ns. liiketoimintaprosessien radikaalia uudistamista (Business Process Re-engineering, BPR) on kritisoitu yksipuolisesta lyhyen aikavälin operatiiviseen tehokkuuteen keskittymisestä pidempien kehitysprosessien asemasta. Tässä suhteessa kauemmin vaikuttaneet laatujohtaminen ja sosiotekninen koulukunta ovat lähtökohdiltaan ja tavoitteiltaan monipuolisempia. Prosessien kehittäminen edellyttää niiden luonteen ymmärtämistä. Prosessit täsmentyvät kontekstuaalisesti. Prosessianalyysin tärkeänä tehtävänä on selvittää niitä mekanismeja, jotka käynnistävät ja ylläpitävät erilaisia prosesseja. Tämä edellyttää aktiivista prosessisanastoa, jossa kielikuvat ja osuva retoriikka voivat toimia täydentävinä oppimisen välineinä erityisesti silloin, kun tavanomainen rationaalisuus tai logiikka ovat riittämättömiä tulkinnan tai selityksen rakentamiseksi. Myös prosessikonsultointi täydentää perinteisiä konsultointimalleja korostamalla asiakkaan ja konsultin toimivan yhteistyösuhteen rakentamista ja organisaation ei-rationaalisen puolen merkitystä. Työprosessien kehittämisen teknis-taloudellisen fokuksen lisäksi on tarpeen puuttua käyttäytymisprosesseihin, organisaatiolle tyypilliseen tapaan kommunikoida, tehdä päätöksiä ja oppia.
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Herzog, Natasa Vujica, Andrej Polajnar, and Stefano Tonchia. "Development and validation of business process reengineering (BPR) variables: a survey research in Slovenian companies." International Journal of Production Research 45, no. 24 (December 15, 2007): 5811–34. http://dx.doi.org/10.1080/00207540600854992.
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De Felice, Fabio, Antonella Petrillo, and Alessandro Silvestri. "Offshoring." Business Process Management Journal 21, no. 2 (April 7, 2015): 379–402. http://dx.doi.org/10.1108/bpmj-01-2014-0008.
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Purpose – Nowadays, especially after the recent financial downturn, companies are looking for much more efficient and creative business processes management. They need to place better solutions on the market in less time and with lower costs. Companies are achieving these goals of efficiency always more by using the offshoring strategy. It commonly describes a company’s relocation of a business process from one country to another, typically manufacturing processes towards low-cost countries (Brazil, Russia, India, China and South Africa – BRICS area). The purpose of this paper is to propose a methodological approach based on project management tools that supports the decision-making process in order to help companies in optimizing the re-engineering production processes and improve management costs. The framework provided in this paper is grounded on available literature and from the authors’ personal experiences in managing several projects. Design/methodology/approach – This paper seeks to propose a Project Management Process Reengineering performance model (PMPR) for managing projects of reengineering of processes and applies it in a real case study concerning the relocation of an automotive glass production line. Findings – The model proposed in this paper should serve as a valuable tool to facilitate a successful BPR design in the project management and intends to assist companies as they operate projects of transferring and optimizing production lines. Originality/value – This paper proposes a PMPR model with a methodological approach which integrates efficiency and effectiveness estimators applicable to company needs. Thus, the aim of the paper is to develop a methodology and technical approach for the redesign and realization of a production line in consequence of its relocation.
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Oliviero, Gennaro, and Nicola Castellano. "Information Systems design for reporting and strategic purposes: Evidences from a Case Study." MANAGEMENT CONTROL, no. 3 (December 2012): 67–90. http://dx.doi.org/10.3280/maco2013-su3004.
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This paper analyses the design and implementation of Information Technology Systems and their relationship with reporting processes. We propose an in-depth descriptive case study about a company that carried out a process of Business Process Reengineering (BPR) with the objective to analyse the management information needs and to select effective information systems to satisfy them. Several studies on this topic pay attention to the implementation of standardized software packages, where the possibility to choose application and functionalities seems limited to the management. Drawing on the new institutional sociology theory (Di Maggio and Powell, 1983, 1991), this paper analyses the selection and integration of information systems, on the bases of decision operated by CFO to create an effective reporting process. Starting from existing core software, The CFO decided to re-design the architecture of existing information systems, by selecting the most suitable information tools, rather than implementing a standardized software package. Drawing on the technical and institutional issues that led to information systems design, this research can have significant implications both for the researcher and for practitioners who are interested in information system design and its relationships with reporting processes for operational and strategic purposes.
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Amalnik, Morteza Sadegh. "A Reference Model and a vision for manufacturing system for 2030." INTERNATIONAL JOURNAL OF COMPUTERS & TECHNOLOGY 14, no. 7 (April 30, 2015): 5861–68. http://dx.doi.org/10.24297/ijct.v14i7.1899.
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The manufacturing enterprises are now experiencing high pressure of competition. In addition, the advancement in computer software, hardware, networks, information technologies and integration has been gradually reshaping the manufacturing companies by shifting from the industrial age to the information and knowledge era. Due to these elevated competitiveness and advanced computer technology, a number of new manufacturing and management strategies (e.g., Lean production, Just in time, Kaizen, Concurrent Engineering (CE), Cellular Manufacturing (CM), Agile manufacturing, Business process re-engineering (BPR), Agent-based systems (ABS), Computer Integrated Manufacturing (CIM), virtual manufacturing system have emerged for the innovation of manufacturing industries. The developments in organizational concepts created new concepts such as Smart organizations, Centers of excellence, Intelligent enterprises, Integrated enterprises, Virtual enterprises, Virtual enterprises networks, Dynamic enterprises, Extended enterprises, Agile enterprises, Lean enterprises, Process-driven organizations, e-enterprises, Borderless enterprises, Complicated or complex manufacturing systems, Flat structures and others. These terms have been used by researchers to describe various aspects of enterprises and its operational aspects. Although they have different definitions and scopes, there are several common issues: integration of enterprise functions; integration of enterprise resources; and collaboration. In addition Various vendors produced software applications such as Materials Requirement Planning (MRP), Manufacturing Resource Planning (MRP II), Enterprise Resource Planning (ERP),CAD/CAM systems, Manufacturing Execution System (MES), Advanced Planning & Scheduling System (APS), Supply Chain Execution (SCE), Customer Relationship Management (CRM), Advanced Order Management (AOM), Warehouse Management Systems (WMS), Transport Management System (TMS) and others. This paper proposes a Reference Model and vision for Manufacturing System for 2030 and discussed various aspects of future manufacturing enterprise..It supports the inter-enterprise functions/resources integration and collaboration over the networked environment.