Relevant bibliographies by topics / Business Process Reengineering (BPR)

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  2. Dissertations / Theses
  3. Books
  4. Book chapters
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Academic literature on the topic 'Business Process Reengineering (BPR)'

Author: Grafiati
Published: 4 June 2021
Last updated: 13 February 2022

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Journal articles on the topic "Business Process Reengineering (BPR)"

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Hashem, Gharib. "Organizational enablers of business process reengineering implementation." International Journal of Productivity and Performance Management 69, no. 2 (July 26, 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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Hussein, Bassam, and Ayman Dayekh. "Business Process Reengineering (BPR) Key Success Factors." International Journal of Applied Management Sciences and Engineering 1, no. 1 (January 2014): 58–66. http://dx.doi.org/10.4018/ijamse.2014010104.

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Several authors and researchers have questioned the effectiveness of business process reengineering (BPR) as a holistic organizational approach especially after the demise of giant organizations all over the world. However, at a time of economic turbulence and uncertainty, BPR becomes instrumental in helping organizations reengineer existing processes and optimize them to better stay competitive and accelerate business. This paper addresses this criticism and proposes a framework that encompasses key factors that must be considered in any BPR initiative in order to ensure its success. As well as providing executives with a practical guide to consult when starting, planning, implementing and controlling the different activities needed to complete a reengineering project. The paper also identifies and elaborates on the key success BPR factors: 1) Organization wide commitment, 2) BPR team composition, 3) Business needs analysis, 4) Adequate IT infrastructure, 5) Effective change management, and 6) Ongoing continuous improvement. These key factors are presented in light of supporting literature.
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Kettinger, William J., James T. C. Teng, and Subashish Guha. "Information Architectural Design in Business Process Reengineering." Journal of Information Technology 11, no. 1 (March 1996): 27–37. http://dx.doi.org/10.1177/026839629601100103.

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Business process reengineering and information architecture share a common strategic and business process focus. Both can be mutually supportive of each other's objectives. Information architecture design can produce a stable IA capable of supporting existing as well as improved business processes. Reciprocally, business process redesign (BPR) provides a high profile business justification for the IA endeavour. Given proper collaboration between corporate and IT strategic planners, both BPR and IA efforts should produce a number of valuable common outputs. These include the identification of business processes within an organization, the prioritization of these processes based on their strategic relevance, the establishment of process performance measures, and the modelling of these processes and their supporting information resources. A synergistic model of IA and BPR is presented and selected IA techniques and modelling methods are recommended. Future research is suggested concerning the need to test the relationship between BPR and IA.
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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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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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Korolev, G., and V. Barinov. "Reengineering Business Processes as a Tool for Successful Business." Bulletin of Science and Practice 5, no. 12 (December 15, 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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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 (September 23, 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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Sungau, Joseph, and Simon Samwel Msanjila. "On IT Enabling of Business Process Reengineering in Organizations." Advanced Materials Research 403-408 (November 2011): 5177–81. http://dx.doi.org/10.4028/www.scientific.net/amr.403-408.5177.

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Business Process Reengineering (BPR) is a management approach used to improve organizational performance through restructuring production activities of the core services for the purpose of enhancing their efficiency and effectiveness. Although BPR improves the efficiency of processes, it can hardly be applied in its own and thus it needs to be complemented with other concepts from other disciplines. Information technology (IT) tools are seen as accuracy and effective enabler of BPR approach in restructuring activities. This paper focuses on analyzing on how IT can be an enabler of BPR approach to restructuring processes in an organization for the purpose of enhancing the effectiveness and efficiency of processes. It presents the roles of IT in BPR for organizations. It also presents challenges on organizations when implementing the BPR.
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Ugoani, John N. N., and Anthony Ugoani. "Business process reengineering and Nigerian banking system efficiency." Independent Journal of Management & Production 8, no. 4 (December 1, 2017): 1173. http://dx.doi.org/10.14807/ijmp.v8i4.549.

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Prior to 2000, and before banks in Nigeria embraced the NBS was inefficient, characterized by frauds, long queues, nonperforming loans, illiquidity and distress. As one way of overcoming these challenges banks started to focus on BPR as a veritable tool to drive efficiency customer satisfaction and improved shareholder value. With the advent of BPR and process improvement efficiency gradually strolled back in to the NBS Against the prereengineering era when the liquidity ratio of the NBS was minus 15.92 percent in 1996 with no bank meeting the 30 percent minimum prudential requirement, the NBS had a positive average liquidity ratio of 65.69 in 2011 with all the banks meeting the 30 percent minimum liquidity ratio. The banks that introduced BPR early in the 2000s have remained without distress, liquid, efficient with high growths in gross earnings, total assets profitability and total equity. The research design was deployed for the study, and it was found that BPR has positive effect on NBS efficiency.
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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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Dissertations / Theses on the topic "Business Process Reengineering (BPR)"

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Moltu, Berit. "BPR på norsk. Managementkonseptet Business Process Reengineering (BPR) som kulturell praksis." Doctoral thesis, Norwegian University of Science and Technology, Department of Interdisciplinary Cultural Studies, 2004. http://urn.kb.se/resolve?urn=urn:nbn:no:ntnu:diva-218.

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Denne avhandlinga handlar om forflytting og bruk av managementkonseptet Business Process reengineering (BPR), også kalla prosessorganisering, og korleis dette konseptet har vandra på si reise frå USA til Noreg og inn i norske bedrifter. Avhandlinga handlar ikkje like mykje om heile reisa og alle stoppa undervegs. Først og fremst handlar denne avhandlinga om den praktiske bruken av mangementkonseptet Business Process Reengineering, m.a.o. hovudvekt på siste del av reisa; konseptet i møte med ei norsk bedrift. I avhandlinga er vi òg innom første del av reisa, litteraturen om konseptet BPR, i tillegg eit av stoppa undervegs, konsulentbransjen.

Når det gjeld studie av managementkonsept er det ein del litteratur på spreiing av mangementkonsept. Ein analogi til denne litteraturen har vi i teknologi- og innovasjonsstudiar der innføring av ny teknologi vert sett på som eit spørsmål om diffusjon eller spreiing av innovasjonar som allereie er gjort. Diffusjon er ein metafor lånt frå fysikk og kjemi der det er snakk om forflytting av partiklar i tid og rom. Ein mykje nytta modell knytt til diffusjon av innovasjonar er den såkalla sentrum-periferi modellen (Schön 1973 i Sørensen 1987:10). Den byggjer på ein føresetnad om at innovasjonen som skal spreiast, er ferdig utvikla før spreiinga tek til. Diffusjon er korleis innovasjonen flyttar seg frå senteret til den endelege brukar, og dirigert diffusjon er ein sentralt styrt prosess av spreiing, opplæring og framskaffing av ressursar og incitament. Den prototypiske ”spreiaren” er ein seljar av t.d. nye legemiddel. Det finst dessutan to variantar av sentrum-periferimodellen: i den eine består sentrum av ein slags emissær som dreg rundt på kryss og tvers i sitt område og spreier ”den gode bodskap”. Vi kan lett sjå for oss mangementkonsulenten eller ”gurukonsulenten” i ei slik rolle når det gjeld managementkonsept. Og i den andre er det snakk om eit magnetisk sentrum som trekkjer potensielle diffusjonsagentar frå periferien til seg, slik t.d. universitet har gjort i lang tid. Denne sentrum-periferimodellen kan utviklast og nyanserast til ein sentrum-satelittsentrum-periferimodell.

Ein kan lett lese historia om BPR ut frå eit slikt perspektiv, om eit mangementkonsept som har blitt utvikla til eit ferdig produkt i Boston og som har blitt selt inn av konsulentar og regionale "gurukonsulentar”, og når sluttbrukaren i form av ei implentering av konseptet. Det er då ei typisk ovanfrå og ned innføring. Dette perspektivet handlar først og fremst om ei kvantitativ forflytting av eit konsept med eit ferdig innhald som ikkje endrar seg undervegs. Spreiinga sitt forløp vert gjerne presentert i form av S- og Gauss-kurver. Til eit visst punkt kan denne førestillinga ha noko for seg i form av at det er noko med BPR som vert forflytta. Alle perspektiv løfter fram noko og gjer andre ting usynleg, men kva som vert forflytta og korleis denne forflyttinga skjer, seier perspektivet ikkje noko om.

Utgangspunktet for denne avhandlinga er at denne førestillinga er mangelfull når det gjeld managementkonsept, på same måten som ho er mangelfull eller feilaktig for teknologiske innovasjonar. Sørensen (1987:3) peikar på at ved innføring av ny teknologi krevst eit minimum av tekniske såvel som organisatorisk tilpasning, og at det difor er rimeleg å sjå på innføring av ny teknologi som ein innovasjon. Han kallar dette innovasjon ”nedanfrå”. Dette skil seg frå innovasjonar ”ovanfrå” ved å legge vekt på dei meir kreative aspekta i innføring, og legg avstand til den litt mekanistiske forståinga av teknologioverføring eller forflytting som ofte følgjer av eit slikt ”ovanfrå” perspektiv.

For å analysere mitt empiriske materiale har eg nytta konstruktivistiske teknologi- og vitskapssttudiar (Science and Technology Studies, STS) for å forstå forflyttinga og bruken av managementkonseptet Business Process Reengineering (BPR). Dette er teoriar som er utvikla spesielt for å forstså spreiing av teknologi. Like fullt er det òg spesifikk kritikk av å sjå teknologisk spreiing som ein lineær diffusjonsmodell som nemt ovanfor. Meir spesifikt gjer eg bruk av aktørnettverksteori (ANT). Her ser ein på teknologioverføring som ein kontinuerleg nyskapingsprosess. Latour (1986) ser utbreiinga av ein innovasjon som ein forhandlingsorientert transformasjon, eller for å nytte hans eige omgrep, ein translasjonsprosess. Innanfor dette perspektivet vert ein innovasjon utbreidd etter kvart som fleire vert overtalte til å nytte han, men gjennom desse overtalingane/forhandlingane vert innovasjonen transformert, slik at han i aukande grad kan framstå som attraktiv for fleire brukarar. ”Spreiing”, eller for å nytte ein annan term, forflyttinga eller utbreiinga handlar dermed om mobilisering og samankjeding av interesser. På denne måten vert innovasjonen nytta av stadig fleire. Forflyttinga eller utbreiinga handlar òg om tilpasing av innovasjonen til nye interesser, slik at han kan nyttast som grunnlag for ei slik samankjeding av interesser, og dermed bruk av stadig fleire. Oppsummert kan ein seie at innovasjonar ikkje er konstante. Dei er under stadig utvikling og omdanning. Av mangel på denne innsikta har ein i diffusjonsstudiar ofte hatt korrelasjonsstudiar som har studert eigenskapar ved individ, organisasjonar eller produkt som påverkar spreiingshastigheita (Sørensen 1987:21). Diffusjonsforskinga er og harmoniorientert ved ikkje å sjå kva konfliktar, strategiar, interessemobiliseringhar å seie for korleis innovasjonar utviklar seg og vert brukte, med unntak av ”irrasjonelle” innslag som motstand mot endring som ein må overvinne. I sum kan ein seie at dei prosessuelle aspekta ved innovasjon/utbreiing/ibruktaking ikkje vert forstått innan ein diffusjonsmodell. I denne avhandlinga vil vi legge vekt på dei prosessuelle aspekta.

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Dell'Aquila, Mary Elizabeth. "Factors Contributing to Business Process Reengineering Implementation Success." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3291.

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Organizational leaders continue to use business process reengineering (BPR) as a process improvement methodology even though BPR implementations have had low success rates. To increase BPR success rates, organizational leaders must understand what specific factors contribute to successful BPR implementations. Grounded in Lewin's field theory, the purpose of this nonexperimental, cross-sectional study was to examine the impact of gender and education on BPR. Data collection consisted of nonprobability convenience sample of 122 members from the professional networking website LinkedIn and the professional organizational website American Society for Quality. Data were gathered from a 6-point Likert-type scale survey instrument based on Hammer and Stanton's pre-identified BPR failure factors. The MANOVA results indicated no significant gender, education, or gender and education interaction effect on a linear combination of perception of BPR success factors, F (33.00, 318.00) = .591, p > 0.05, partial eta squared =.058. The results of this study might contribute to social change by helping organizational leaders understand factors that do not appear to be related to successful BPR implementations. The elimination of these factors could allow organizational leaders to focus on other factors for successful BPR implementations. Successful BPR implementations might lead to increased organizational profits, which could allow organizational leaders more opportunity and increase corporate social responsibility, all of which may directly affect the quality of life in a community.
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Tan, Kia Miang Richard. "Application of information systems development methodologies to business process reengineering." Thesis, Henley Business School, 2000. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.302576.

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Strand, Mattias. "En objektorienterad tillämpning inom Business Process Reengineering." Thesis, University of Skövde, Department of Computer Science, 1999. http://urn.kb.se/resolve?urn=urn:nbn:se:his:diva-340.

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Utvecklingen inom IT-området har under de senaste åren varit explosionsartad. Allt fler branscher har börjat att leta efter nya sätt att tillämpa de olika framsteg som skett inom området

Detta arbete behandlar en kombinerad litteraturstudie och intervjuundersökning kring objektorientering och Business Process Reengineering. Problemställningen för detta arbete har varit:

- På vilka sätt kan objektorientering tillämpas för att utveckla de synsätt och de metoder som används inom Business Process Reengineering

Syftet med arbetet var att hitta ett antal generella tillämpningsområden utifrån problemställningen, samt att hitta ett antal fördelar, som dessa generella tillämpningar skulle kunna medföra.

Resultatet av detta arbete visar att det finns områden inom Business Process Reengineering, där en objektorienterad tillämpning skulle kunna medför stora fördelar. Som exempel på detta kan nämnas förbättrade möjligheter att skapa och anpassa de informationssystem som skall stötta verksamhetsprocesserna. Även möjligheterna att skapa dynamiska metoder, där varje metodsteg utgörs av färdiga moduler som sedan kombineras, bör nämnas som en fördel.

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Vacek, Antonín. "Business Process Reengineering in public sector." Master's thesis, Vysoká škola ekonomická v Praze, 2010. http://www.nusl.cz/ntk/nusl-72462.

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The main goal of this work is to create some kind of simple methodology that can help to improve effectiveness of public organizations. There're a lot of theories and methodologies focused on this topic and there is a good chance many new ones will be presented in the future. These came mainly from management field and sometimes from other fields as well. This work focuses mainly on Business Process Reengineering and combines it with other methodologies hoping, it will help in a process improvements in the public sector. Focus is on Czech Republic but this work should be useful to other countries as well, if necessary changes are made in order to shape things that are different between the countries. In this work, a whole project cycle of the public organization processes improvement project can be found, but some project phases will be explained in more detail then the other. Focus is on the analytic parts of the project (strategy creation, use of UML, BSC and other models and methodologies like that) rather than the project management parts of the project. All the practical examples are from public sector organization -- namely the administrative office of one of the city districts of Prague. After reading this work, reader should have moderate understanding of the application of a BPR methodology in the public sector and how it can be supported by other methodologies. There is also big portion of models and diagrams in this work showing pieces of reality from chosen public organization. Their meaning is to show what is usually done in this kind of project and how to understand the models. This works goal isn't creation of a guideline to UML or any other modeling principles.
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Chamberlin, John. "Reengineering Corporation Street : an empirical study of business process reengineering (BPR) in two local authorities." Thesis, University of Derby, 2008. http://hdl.handle.net/10545/194871.

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Choudrie, Jyoti. "Investigating reengineering teams in the context of business process change." Thesis, Brunel University, 2000. http://bura.brunel.ac.uk/handle/2438/5145.

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This research is concerned with investigating reengineering teams in the context of business process change, or more widely known, business process reengineering (BPR). Business Process Change, on the one hand, is still considered as being an approach that is required in recent times. Reengineering teams (teams that are involved with the planning, analysis and design of the approach) on the other hand, have been viewed to be essential for the development and implementation of BPR. Bearing these points in mind, it was discovered that although the reengineering teams area warrants attention, there has been little attention paid to it. In the reengineering area, specifically, this research aims to address two main issues: first, the role of reengineering teams in business process change and second, the human and organisational aspects that surround the teams. For this, the research applied several steps and they are described in the following paragraphs. To discover the role of the reengineering teams in the context of business process change, it was initially assumed that the foundations of the BPR lie in organisational change. Using this assumption, it became simpler and clearer to determine the exact role of teams. With regards to the human and organisational aspects, a strategy unique to the topic was adopted. At the outset, some human and organisational aspects that are more commonly found in the organisational behaviour and psychology areas were revealed and research with regards to these particular aspects was described. Whilst that was the theoretical side of the research, the research then had to determine whether the deductions formed from the theoretical side were evident in practice. For the empirical results, the research used a combination of approaches in order to obtain the desired results. A qualitative approach that has its foundations in Interpretivism was the methodology used in the research. The ontology assumed then that subjective meanings could be assumed to reconstruct reality. Evidence from practice was obtained using initially, two pilot studies. Further, a multiple case study strategy and the research techniques of mainly, interviews and referring to archival documents were utilised. Once the data was analysed, a theory that could be used for future research in the reengineering teams area was developed. This was arrived at using a combination of certain grounded theory techniques, particularly, the forming of categories and coding. The findings suggested that reengineering teams are imperative for BPR and that some of the selected human and organisational aspects are evident in the newly formed theory.
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Sockalingam, Sivamalar. "Discontinuity in change : an exploration of the role of conflict in business process reengineering." Thesis, Glasgow Caledonian University, 2000. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.340620.

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Al-Shihi, Badria. "Conceptual design of deoiling processes : business process reengineering (BPR) and computer support tools." Thesis, Loughborough University, 2001. https://dspace.lboro.ac.uk/2134/24447.

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Deoiling of petroleum wastewater is a major concern in petroleum process engineering. The conventional design procedure for deoiling systems consists of nine consecutive stages involving different people or groups. This thesis considers reengineering the conventional procedure, with the aim of increasing the efficiency of the process and productivity of people involved. The thesis then investigates the development of the appropriate computer support tools for the new procedure. The reengineering of the procedure is based on concepts proposed by Hammer (1990). The resulting procedure consists of four stages, where parallelism of the different tasks in the conventional procedure is explicitly considered. A model of the new procedure is described in UML (Unified Modelling Language). The advantage of using UML instead of using just natural language description is that UML uses graphical representation that is easy to use and less prone to ambiguity. Based on the new procedure, a decision support system called CODES (Conceptual DEsign of deoiling Systems) was designed and implemented. CODES supports the stages of wastewater assessment, equipment options at different locations, treatment disposal options and recommendations for final process configuration. Two Case Studies using operating field data are reported. The Case Studies using CODES proved to be straightforward to use and produced appropriate comments on the performance of the existing designs and proposed alternatives to satisfy the design requirements. CODES results agreed with knowledge from previous plant trials. The contribution of this thesis to the deoiling design process is twofold. Firstly, a critical review of the conventional procedure has resulted in a new one, which has potential benefits of improving a company's efficiency by reducing the number of people and activities involved, and shortening the design time. Secondly, the feasibility of applying the new procedure and CODES is successfully demonstrated through the case studies. Limitations and areas of extensions are also identified.
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Belmiro, Tania Regina. "BPR change programmes in the UK and Brazil : a case study investigation with consideration of employee communication and other factors." Thesis, Heriot-Watt University, 1997. http://hdl.handle.net/10399/1276.

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Books on the topic "Business Process Reengineering (BPR)"

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Menken, Ivanka. The business process management guide: Practical methodology and guidelines to successful BPM. Brisbane, Queensland: Emereo, 2010.

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Albach, Horst, ed. Business Process Reengineering. Wiesbaden: Gabler Verlag, 1995. http://dx.doi.org/10.1007/978-3-663-05922-6.

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Mohapatra, Sanjay. Business Process Reengineering. Boston, MA: Springer US, 2013. http://dx.doi.org/10.1007/978-1-4614-6067-1.

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Engelmann, Thomas. Business Process Reengineering. Wiesbaden: Deutscher Universitätsverlag, 1995. http://dx.doi.org/10.1007/978-3-663-08300-9.

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Jayaraman, M. S. Business process reengineering. New Delhi: Tata McGraw-Hill, 1994.

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Johann, Eder, Koehler Jana, Reijers Hajo A, and SpringerLink (Online service), eds. Business Process Management: 7th International Conference, BPM 2009, Ulm, Germany, September 8-10, 2009. Proceedings. Berlin, Heidelberg: Springer Berlin Heidelberg, 2009.

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Mohapatra, Sanjay. Business Process Reengineering: Automation Decision Points in Process Reengineering. Boston, MA: Springer US, 2013.

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Grint, Keith. Reengineering history: An analysis of business process reengineering. Oxford: Templeton College,Centre for Management Studies, 1993.

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United States. General Accounting Office. Accounting and Information Management Division. Business process reengineering assessment guide. 3rd ed. Washington, D.C: The Office, 1997.

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United States. General Accounting Office. Accounting and Information Management Division. Business process reengineering assessment guide. 3rd ed. Washington, D.C: The Office, 1997.

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Book chapters on the topic "Business Process Reengineering (BPR)"

1

Mohapatra, Sanjay. "BPR and Automation." In Business Process Reengineering, 213–19. Boston, MA: Springer US, 2012. http://dx.doi.org/10.1007/978-1-4614-6067-1_10.

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Mohapatra, Sanjay. "TQM and BPR." In Business Process Reengineering, 221–38. Boston, MA: Springer US, 2012. http://dx.doi.org/10.1007/978-1-4614-6067-1_11.

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Schawel, Christian, and Fabian Billing. "Business Process Reengineering (BPR)." In Top 100 Management Tools, 49–50. Wiesbaden: Gabler, 2009. http://dx.doi.org/10.1007/978-3-8349-8185-1_13.

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Schawel, Christian, and Fabian Billing. "Business Process Reengineering (BPR)." In Top 100 Management Tools, 49–51. Wiesbaden: Gabler Verlag, 2014. http://dx.doi.org/10.1007/978-3-8349-4691-1_16.

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Schawel, Christian, and Fabian Billing. "Business Process Reengineering (BPR)." In Top 100 Management Tools, 49–50. Wiesbaden: Gabler, 2011. http://dx.doi.org/10.1007/978-3-8349-6605-6_16.

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Schawel, Christian, and Fabian Billing. "Business Process Reengineering (BPR)." In Top 100 Management Tools, 50–52. Wiesbaden: Gabler Verlag, 2012. http://dx.doi.org/10.1007/978-3-8349-4105-3_16.

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Schawel, Christian, and Fabian Billing. "Business Process Reengineering (BPR)." In Top 100 Management Tools, 65–67. Wiesbaden: Springer Fachmedien Wiesbaden, 2017. http://dx.doi.org/10.1007/978-3-658-18917-4_17.

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Mohapatra, Sanjay. "Change Management Approach in Implementing BPR." In Business Process Reengineering, 163–90. Boston, MA: Springer US, 2012. http://dx.doi.org/10.1007/978-1-4614-6067-1_8.

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Engelmann, Thomas. "BPR als Ansatz der Organizational Transformation." In Business Process Reengineering, 9–20. Wiesbaden: Deutscher Universitätsverlag, 1995. http://dx.doi.org/10.1007/978-3-663-08300-9_2.

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Mohapatra, Sanjay. "The Need for BPR and Its History." In Business Process Reengineering, 39–49. Boston, MA: Springer US, 2012. http://dx.doi.org/10.1007/978-1-4614-6067-1_2.

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Conference papers on the topic "Business Process Reengineering (BPR)"

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"UML-BASED BUSINESS PROCESS REENGINEERING (BPR-UML) APPLIED TO IT OUTSOURCING." In 8th International Conference on Enterprise Information Systems. SciTePress - Science and and Technology Publications, 2006. http://dx.doi.org/10.5220/0002458305460550.

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Кравец, Александр Александрович. "BUSINESS PROCESSES RE-ENGINEERING AS A METHOD FOR INCREASING THE ECONOMIC EFFICIENCY OF THE ORGANIZATION AT THE MODERN STAGE OF DEVELOPMENT." In Высокие технологии и инновации в науке: сборник избранных статей Международной научной конференции (Санкт-Петербург, Июль 2020). Crossref, 2020. http://dx.doi.org/10.37539/vt186.2020.79.60.002.

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Многие компании в современных условиях рынка пытаются усовершенствовать свой бизнес с помощью информационных технологий, благодаря этому, организации могут не только улучшить свои экономические результаты, но и повысить общий уровень конкурентоспособности предприятия. Но инвестирование в информационные системы порой бывает рискованным, так как у каждого предприятия свои уникальные функции и задачи. В данной статье рассмотрен инструмент стратегического менеджмента - реинжиниринг бизнес процессов (РБП), как один из перспективных инструментов по оптимизации работы организации. Many companies in modern market conditions are trying to improve their business with the help of information technology, thanks to this, organizations can not only improve their economic results, but also increase the overall level of enterprise competitiveness. However investing in information systems is sometimes risky, as each company has its own unique functions and tasks. This article discusses the strategic management tool - business process reengineering (BPO), as one of the promising tools for optimizing the organization's.
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Odegard, Lori, and Jason Humber. "Integrity Management: Automated Analysis for Class Location." In 2004 International Pipeline Conference. ASMEDC, 2004. http://dx.doi.org/10.1115/ipc2004-0016.

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Class location analysis is a key component of an effective integrity management plan. Application of class location results vary based on the product transported, but regardless of product, the analysis has requirements of audit, reporting, and annual update. Process definition and reengineering as part of the Natural Gas Business Unit (BP Canada) pipeline integrity management system was a driving force behind implementation of an automated class location analysis. The results of the automation effort have been manifested as: • Reduced data acquisition costs; • Improved data workflow; • Increased data reuse; • Cost savings through personnel reduction, and • Consistency in application of rules defined by the pipeline integrity management system.
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Edoun, E. I., G. Bakam Fotso, and C. Mbohwa. "Business Process Reengineering." In the 2018 International Conference. New York, New York, USA: ACM Press, 2018. http://dx.doi.org/10.1145/3230348.3230377.

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Iden, Jon. "Business process reengineering." In conference. New York, New York, USA: ACM Press, 1995. http://dx.doi.org/10.1145/224019.224027.

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Duong, Thomas, C. Jinshong Hwang, Richard Brice, Betty Hwang, and Sophie Lee. "Business process reengineering (panel)." In the 1995 ACM 23rd annual conference. New York, New York, USA: ACM Press, 1995. http://dx.doi.org/10.1145/259526.277430.

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Bashein, Barbara J., M. Lynne Markus, and Patricia Riley. "Business process reengineering (abstract)." In the 1994 computer personnel research conference. New York, New York, USA: ACM Press, 1994. http://dx.doi.org/10.1145/186281.186488.

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Li, Ming, Jingchun Feng, and Fujie Zhang. "Research on Information Process Reengineering of Logistics System Based on BPR." In 2010 International Conference on Logistics Engineering and Intelligent Transportation Systems (LEITS). IEEE, 2010. http://dx.doi.org/10.1109/leits.2010.5665013.

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Feinberg, S. P. "Business people reengineering." In IEE Colloquium on `IT Support for Business Process Re-Engineering'. IEE, 1996. http://dx.doi.org/10.1049/ic:19960817.

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Albers, Michael, Ritu Agarwal, and Mohan Tanniru. "The practice of business process reengineering." In the 1994 computer personnel research conference. New York, New York, USA: ACM Press, 1994. http://dx.doi.org/10.1145/186281.186298.

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Reports on the topic "Business Process Reengineering (BPR)"

1

Wanner, Richard T., and Joseph Franceschi. Business Process Reengineering for Quality Improvement. Fort Belvoir, VA: Defense Technical Information Center, July 1995. http://dx.doi.org/10.21236/ada310561.

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Mitchell, Jimmy L., and William J. Phalen. Utility of Task-level Data for Business Process Reengineering Activities. Fort Belvoir, VA: Defense Technical Information Center, January 1999. http://dx.doi.org/10.21236/ada364036.

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Kent, John E. A Case Study: Business Process Reengineering at Raymond W. Bliss Army Community Hospital. Fort Belvoir, VA: Defense Technical Information Center, May 1997. http://dx.doi.org/10.21236/ada372045.

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Neely, Edgar S., James H. Johnson, and Mark J. Orth. An Assessment of Simulation Systems Applicable to Business Process Reengineering at Army Directorates of Public Works. Fort Belvoir, VA: Defense Technical Information Center, September 1994. http://dx.doi.org/10.21236/ada285696.

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