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

Author: Grafiati

Published: 4 June 2021

Last updated: 25 July 2025

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1

Dr., P. M. Ardhapurkar1 Nisha D. Tathe2 &. Neha D. Tathe3. "A REVIEW ON BUSINESS PROCESS REENGINEERING." GLOBAL JOURNAL OF ENGINEERING SCIENCE AND RESEARCHES [NC-Rase 18] (November 22, 2018): 153–61. https://doi.org/10.5281/zenodo.1494028.

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This review paper focuses on Business Process Reengineering which is considered as an important tool used to solve business problems and improve the performance of any organization, that is by using this process, we determine the issues of customers and try to solve that. Business Process Reengineering means to generate new ideas by understanding the customer"s needs and specifications. Business Process Reengineering is an effective tool that helps us to deal with the changes in technology as well as market. Business Process Reengineering refers to change the way of working of an organization

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Yahya, Bernardo Nugroho. "BUSINESS PROCESS REENGINEERING: CONCEPTS CAUSES AND EFFECT." Jurnal Teknik Industri 4, no. 2 (2004): 102–10. http://dx.doi.org/10.9744/jti.4.2.102-110.

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Some people made a wrong concept about Business Process Reengineering (BPR). Some were misunderstanding about the BPR term. In other way, so many researches were introduced to describe a better definition about BPR. The thinking about concepts, causes, and effect of BPR will make a new perception about the term of BPR itself as a better methodology instead of the other Quality Management Methodology such as Total Quality Management (TQM), Just In Time (JIT), etc. This paper will mention the context of BPR in some of case study's journal.

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Purwanto, Hari Lugis, and Kurriawan Budi Pranata. "Payment Tutoring System Reengineering Using Business Process Reengineering." SMATIKA JURNAL 13, no. 01 (2023): 93–105. http://dx.doi.org/10.32664/smatika.v13i01.731.

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The payment system at the Smartindo Tutoring Institute. Although it has used a web-based system that is integrated with the academic system, the existing system has not been able to run properly. So, it is forced to make adjustments in the business processes of payment section. System changes are carried out using the BPR (Business Process Reengineering) method so that the system change process can be in accordance with the needs and is able to transform conventional systems into digital systems by reducing unnecessary steps. The aim of this research is to produce a new payment system based on

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Yang, Jing. "Performance Evaluation of Accounting Business Process Reengineering Based on AHP Optimization DEA Model." Wireless Communications and Mobile Computing 2022 (June 26, 2022): 1–10. http://dx.doi.org/10.1155/2022/7755842.

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It is well known that accounting business process reengineering is constantly improving, and this change is usually closely related to incentive mechanisms. The establishment of this incentive mechanism requires performance appraisal of accounting business process reengineering. Although there are many evaluation indicators for the success of business process reengineering, there is a lack of a simple and easy standard. In order to reduce the complexity of business process reengineering (BPR) performance evaluation, the paper regards BPR as a closed input and output system from a systematic po

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Hashem, Gharib. "Organizational enablers of business process reengineering implementation." International Journal of Productivity and Performance Management 69, no. 2 (2019): 321–43. http://dx.doi.org/10.1108/ijppm-11-2018-0383.

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Purpose The purpose of this paper is to investigate the main organizational factors that contribute to the successful implementation of business process reengineering (BPR) in the Egyptian banking sector. These factors include management commitment, information technology (IT) infrastructure, people management, change readiness, centralization and formalization. Design/methodology/approach The key organizational enablers were identified through an extensive literature review. Then, statistical analysis was carried out based on data collected, using a questionnaire instrument, from 184 managers

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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 (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

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Kusharini, Omitta Yuliastuti, Sanya Diandra Praniti, Lena Fitriyani Martal, Thomas Alpa Edyson Ringo Ringo, and Mira Veranita. "ANALISA IMPLEMENTASI BUSINESS PROCESS REENGINEERING: STUDY LITERATURE REVIEW." Journal of Economic, Bussines and Accounting (COSTING) 7, no. 5 (2024): 3453–59. http://dx.doi.org/10.31539/costing.v7i5.10767.

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Business Process Reengineering (BPR) adalah suatu metode manajemen perubahan yang menitikberatkan pada perbaikan proses dengan cara mengurangi elemen-elemen proses yang tidak memberikan nilai tambah. BPR adalah teknik yang pada dasarnya digunakan oleh sebuah organisasi untuk memikirkan kembali dan meningkatkan pekerjaan mereka dengan tujuan untuk secara dramatis meningkatkan klien. metode pendekatan BPR secara menyeluruh membentuk kembali praktik bisnis yang ditujukan untuk mencapai kinerja yang lebih baik secara keseluruhan baik dalam hal biaya, kualitas layanan, kecepatan layanan, dan kemahi

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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 (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 b

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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 mod

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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 i

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Pshenychna, Mariia, and М. Pysarenko. "BUSINESS PROCESS REENGINEERING: THEORETICAL FOUNDATIONS AND METHODOLOGICAL APPROACHES." Visnyk Universytetu “Ukraina”, no. 11 (38) (2024): 126–35. https://doi.org/10.36994/2707-4110-2024-11-38-11.

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This research paper reviews the theoretical foundations and methodological approaches of Business Process Reengineering (BPR), emphasizing its instrumental role in organizational transformation. Through a retrospective analysis, the study traces the theoretical evolution of BPR from its initial conceptualization by Hammer and Champy in the 1990s to its current applications, showing its paradigmatic shift from incremental improvement methodologies toward radical organizational restructuring. The methodology highlights the empirical value of integrating quantitative methods (statistical analysis

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Korolev, G., and V. Barinov. "Reengineering Business Processes as a Tool for Successful Business." Bulletin of Science and Practice 5, no. 12 (2019): 281–91. http://dx.doi.org/10.33619/2414-2948/49/32.

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Currently, most companies can select a number of methodologies to improve their business processes, including Six Sigma, Lean Six Sigma, Total Quality Management, Kaizen and Business Process Reengineering (BPR). Obviously, the choice of an appropriate methodology should be guided by the goals of the organization. In this regard, BPR is one of the best methodologies that can help companies ensure the continuity of their business so that they remain relevant for a long time. More importantly, BPR can help members rethink their existing practices and make significant improvements to the existing

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Cujba, Rodica. "Business Process Reengineering of academic R&D organizations in the Republic of Moldova: opportunities and risks." Revista de Politica Ştiintei si Scientometrie – Serie Noua 2 (4) (December 15, 2013): 321–27. https://doi.org/10.5281/zenodo.2646956.

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This article reviews the Business Process Reengineering (BPR) vision, focusing on the importance of information systems/information technologies (IS/IT) in BPR project. Although there is a lack of experience in implementing BPR in R&D organization, the key elements as necessary resources, the methodology containing possible scheme of IS/IT reengineering is proposed. Opportunities and risks of BPR project in R&D organization are highlighted in the paper

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Joshi, Chandrashekhar S., and P. G. Dangwal. "Management of business process reengineering projects: a case study." Journal of Project, Program & Portfolio Management 3, no. 1 (2012): 78. http://dx.doi.org/10.5130/pppm.v3i1.2783.

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Business process reengineering (BPR) projects are undertaken by outward-looking companies that are looking for significant change in their performance and wanting radical changes in the chosen parameters. Generally, these companies are trendsetters in their respective industries. BPR projects take longer time for completion and may require significant capital inflows as well. This paper discusses BPR, special requirements/considerations for BPR project management and, through a case analysis, seeks to identify and emphasise the critical success factors for the implementation of a BPR project

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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

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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 ab

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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 (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

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Lenti, Febri Nova, and Erna Hudianti Pujiarini. "PENERAPAN BUSINESS PROCESS REENGINEERING (BPR) PADA LAYANAN PENELITIAN." JIKO (Jurnal Informatika dan Komputer) 8, no. 1 (2024): 117. http://dx.doi.org/10.26798/jiko.v8i1.1102.

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Business Process Reengineering (BPR) adalah suatu metode manajemen perubahan yang menitikberatkan pada perbaikan proses dengan cara mengurangi elemen-elemen proses yang tidak memberikan nilai tambah. BPR digunakan dalam penelitian ini untuk melakukan perombakan proses layanan penelitian di LPPM UTDI dengan tujuan meningkatkan kinerjanya. Evaluasi kinerja layanan ini dilakukan berdasarkan efisiensi throughput. Saat ini, penggunaan Teknologi Informasi (TI) menjadi keharusan, tetapi penggunaan TI yang tidak tepat dapat menghambat potensi sebenarnya dari TI tersebut. Salah satu alasan mengapa TI s

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КАЛИНИНА, А. А., Г. В. ПАТШИНА, М. В. ЕПИФАНОВ, and Д. А. ПОТАПОВ. "SPECIFIC CONDITIONS FOR THE SUCCESSFUL IMPLEMENTATION OF BUSINESS PROCESS REENGINEERING." Экономика и предпринимательство, no. 11(160) (December 21, 2023): 1124–28. http://dx.doi.org/10.34925/eip.2023.160.11.213.

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В статье рассмотрены понятие «реинжиниринг», принципы, способы реинжиниринга, а также, факторы, которые влияют на возможность успешной реализации реинжиниринга бизнес-процессов (РБП). Выявлены причины неуспешной реализации реинжиниринга БП. Обозначены необходимые условия для положительного результата РБП. The article discusses the concept of “reengineering”, principles, methods of reengineering, as well as factors that influence the possibility of successful implementation of business process reengineering (BPR). The reasons for the unsuccessful implementation of power supply reengineering hav

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Fetais, Aljazzi, Galal M. Abdella, Khalifa N. Al-Khalifa, and Abdel Magid Hamouda. "Modeling the Relationship between Business Process Reengineering and Organizational Culture." Applied System Innovation 5, no. 4 (2022): 66. http://dx.doi.org/10.3390/asi5040066.

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Business process reengineering (BPR) has been widely known for its effectiveness in generating chances for organizational improvement. Understanding and modeling the relationship between the factors that contribute to the BPR and organizational culture (OC) is critical for the success of its implementation. This paper introduces a fuzzy-based analytical hierarchy process, named FAHP, for integrating the factors affecting BPR with OC to ensure the BPR’s success. First, a real case study was conducted to investigate the operational effectiveness and applicability of the proposed approach. Then,

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Sutcliffe, Norma. "Leadership behavior and business process reengineering (BPR) outcomes." Information & Management 36, no. 5 (1999): 273–86. http://dx.doi.org/10.1016/s0378-7206(99)00027-0.

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Mekonnen., Naod. "IMPLEMENTING BUSINESS PROCESS REENGINEERING (BPR) IN GOVERNMENT ORGANIZATION." International Journal of Advanced Research 7, no. 8 (2019): 109–20. http://dx.doi.org/10.21474/ijar01/9482.

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Govender, Patsy. "Total quality management and business process reengineering: A contemporary business focus." Corporate Ownership and Control 9, no. 2 (2012): 153–57. http://dx.doi.org/10.22495/cocv9i2c1art1.

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The purpose of the study is to compare and contrast the two approaches of total quality management (TQM) and business process reengineering (BPR). This exploratory study focuses on the core areas, assumptions and scope pertinent to both TQM and BPR. Even though the two approaches focus on performance, organizational effectiveness and efficiency, the practical usage and approaches differ. The key drivers of the two dimensions provide futurists with a guide not to obliterate its salience in today’s competitive business organizations. The article examines each approach and acknowledges the potent

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Hakim, Amin, Majid Gheitasi, and Farzad Soltani. "Fuzzy model on selecting processes in Business Process Reengineering." Business Process Management Journal 22, no. 6 (2016): 1118–38. http://dx.doi.org/10.1108/bpmj-05-2015-0057.

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Purpose The purpose of this paper is to present a methodology to assist enterprise decision makers (DMs) to select from a number of processes during Business Process Reengineering (BPR) according to organizational objectives. Indeed, after the identification and classification of process and illustration of the organizational objectives and criteria, the effect of each process on each objective and criterion is calculated to select the most appropriate processes for reengineering purposes. Design/methodology/approach The proposed methodology uses fuzzy quality function deployment (QFD) techniq

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Guimaraes, Tor, and Wendi Bond. "Empirically assessing the impact of business process reengineering on manufacturing firms." Gestão & Produção 3, no. 1 (1996): 8–32. http://dx.doi.org/10.1590/s0104-530x1996000100001.

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While the BPR (Business Process Reengineering) concept is conceptually appealing, in pratice there are many unsuccessful cases. This study aimed to exhaustively identify and rate: the importance of factors proposed as important for successfully implementing BPR projects in organizations; the extent to which various problems and benefits are being encountered; the extent to which proposed BPR objectives are being included in project plans and are actually being derived; and the impact of BPR projects on specific business processes and on the organization as a whole. Several basic hypotheses reg

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Ling, Song, and Chuan Yu Ye. "The Effect of Enterprise Business Process Reengineering Fuzzy Comprehensive Evaluation." Advanced Materials Research 989-994 (July 2014): 2336–39. http://dx.doi.org/10.4028/www.scientific.net/amr.989-994.2336.

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This paper analyzed the mechanism of the Enterprise business process reengineering (BPR) to study the performance of the development process, Determined the importance of process cost, process, quality, customer satisfaction to process performance, and on this basis, further established the effect factors layer of process reengineering evaluation index system and build the enterprise develop business process reengineering effect evaluation system. Finally, this article determine the weight of each evaluation index based on the attribute hierarchical model and empirical analyses by using fuzzy

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Shia, An-Shin, and Bau-Jung Chang. "Construction of a Strategic Business Process Reengineering Model: Empirical Research on the After-sale Service Process of SH." International Business Research 10, no. 7 (2017): 67. http://dx.doi.org/10.5539/ibr.v10n7p67.

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For the past decade, business process reengineering (BPR) has gradually evolved from a revolutionary principle, which provided enterprises with methods to eliminate problems, into a set of management approaches for enterprises to face unpredictable and uncontrollable circumstances. This study puts forward an integrated model, strategic business process reengineering model,, which focuses on analysis of the three stages of BPR, and explores how BPR develops into competitive advantage with strategic basic factors – positioning, unique activities, trade-offs and fit. The authors undertake SH, a f

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Chernyshev, Denys, Оleh Prуkhodko, Ruslan Zhаldak, et al. "FUNCTIONAL-TECHNOLOGICAL SUBSYSTEMS OF DIGITAL TRANSFORMATIONS OF BUSINESS PROCESSES AND ORGANIZATIONAL STRUCTURES OF CONSTRUCTION ENTERPRISES." Urban development and spatial planning, no. 78 (October 29, 2021): 508–19. http://dx.doi.org/10.32347/2076-815x.2021.78.508-519.

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The article presents methodology of business processes reengineering (BPR) in the modern construction organizations adapted to dynamically changing conditions of the internal and external environment. The ontological analysis carried out in the article allowed to distinguish the dominant characteristics of business process reengineering (BPR) as a phenomenon and a target project. It was justified to consider reengineering through the following dominants:  mandatory for reengineering format of a temporary specialized project of local or cardinal transformations; the main

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Amboala, Tamrin, Minah Japang, Jonathan Likoh, and Mohd Yuszreen Yusak. "BUSINESS PROCESS REENGINEERING IN LABUAN FIRE SERVICES OPERATIONS: A CASE STUDY." Labuan e-Journal of Muamalat and Society (LJMS) 4 (December 30, 2010): 14–25. http://dx.doi.org/10.51200/ljms.vi.3000.

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Most of the Business Processes Reengineering (BPR) researches carried out in private sector because of the dynamism of the business processes. Thus, this case study aim to examine the level of improvement and impact whilst taking into account factors and variables which contribute to success (failure) of business process reengineering (BPR) of e-business project in a small public organization. The project focus to describe experience learned during reengineering process of the operations function at Labuan Fire and Rescue Department (LFRD) with cooperation from Labuan School of Informatics Sci

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Rahmah, Alisyah Dwi, and Ilyas Nuryasin. "Business Process Reengineering (BPR) Pada PT. Sakari Sumber Abadi." JIPI (Jurnal Ilmiah Penelitian dan Pembelajaran Informatika) 10, no. 2 (2025): 1221–31. https://doi.org/10.29100/jipi.v10i2.6175.

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Penelitian ini difokuskan pada PT. Sakari Sumber Abadi, perusahaan pengolahan kayu di Surabaya, yang sedang menerapkan Business Process Reengineering (BPR). Perusahaan ini menghadapi sejumlah tantangan operasional seperti kurangnya integrasi teknologi, keterbatasan tenaga kerja berpengalaman, dan proses manufaktur yang lambat, yang secara signifikan dapat mempengaruhi efektivitas dan efisiensi mereka. Melalui observasi dan wawancara, ditemukan bahwa PT. Sakari belum memiliki sistem pemesanan online, yang mengharuskan pelanggan untuk melakukan pemesanan secara langsung di kantor. Penelitian ini

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Анцибор, Инга Александровна, and Наталья Ивановна Осипова. "Practice of Digital Transformation at Energy Complex Enterprise in Leningrad Region." ЖУРНАЛ ПРАВОВЫХ И ЭКОНОМИЧЕСКИХ ИССЛЕДОВАНИЙ, no. 3 (September 29, 2022): 187–94. http://dx.doi.org/10.26163/gief.2022.78.47.027.

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При переходе к цифровой форме ведения бизнеса на предприятии возникает проблема формирования цифровой среды. Данная трансформация подразумевает использование всего арсенала современных информационно-коммуникационных технологий (ИКТ) для максимального повышения производительности и эффективности предприятий. В статье рассмотрены возможности компании по оцифровке бизнес-процессов с использованием реинжиниринга (BPR, Business Process Reengineering) на примере деятельности одного из крупнейших предприятий энергетического сектора экономики Ленинградской области - Петербургской сбытовой компании. In

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Azizah, Eka Adelia, and Ilyas Nuryasin. "OPTIMALISASI OPERASIONAL BANK SAMPAH KOTA MALANG MELALUI BUSINESS PROCESS REENGINEERING." JIPI (Jurnal Ilmiah Penelitian dan Pembelajaran Informatika) 10, no. 2 (2025): 1311–22. https://doi.org/10.29100/jipi.v10i2.6188.

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Bank Sampah telah menjadi elemen kunci dalam upaya pengelolaan sampah yang berkelanjutan di berbagai kota, termasuk Kota Malang. Namun, seringkali tantangan terkait efisiensi operasional menghambat pencapaian tujuan pembangunan berkelanjutan. Penelitian ini bertujuan untuk mengeksplorasi penerapan Business Process Reengineering (BPR) sebagai strategi untuk meningkatkan efisiensi operasional Bank Sampah di Malang. Metode penelitian yang digunakan adalah studi kasus, dengan fokus pada Bank Sampah di daerah Sukun, Kota Malang. Data diperoleh melalui observasi langsung, wawancara dengan pengelola

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Nasution, M. N. "Rekayasa Ulang Proses Bisnis (Business Process Enggineering) Untuk Mencapai Simplipliflying The Airliness Business." WARTA ARDHIA 36, no. 3 (2010): 243–52. http://dx.doi.org/10.25104/wa.v36i3.88.243-252.

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Business process reengineering (BPR) is one of the efforts to increase sumpriority compatative incisive. With BPR will simplified process of service passangers without decrease of comfortable and safety passangers, until opeation cost can push down low.In airlines business this moment expand/develop simplifying the airliness business with to make use of electronic technology in passengers services, until can low cost in as much as great as possible and give passenger simplifying in use of air transport.

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Muhammad Rifki Yohandy and Ilyas Nuryasin. "Business process reengineering on room rental administration system in Malang city." Jurnal CoSciTech (Computer Science and Information Technology) 5, no. 1 (2024): 110–18. http://dx.doi.org/10.37859/coscitech.v5i1.6944.

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The improvement of operational efficiency in the room rental industry has become a primary focus for stakeholders. This article introduces a study proposing the implementation of Business Process Reengineering (BPR) in the room rental administration system in the city of Malang. The main objective of this research is to identify, analyze, and redesign existing business processes to enhance efficiency in room rental services and management. The methodology involves observation, business process analysis, and the application of BPR principles to adjust the administration system. This study highl

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Sissy Soraya Faradilla and Sugeng Santoso. "Customer Complaint Service Business Processes Redesign with Artificial Intelligence Technology Using Business Process Reengineering Approach (Study Case: Ceria BRI Application)." Indonesian Journal of Business Analytics 4, no. 4 (2024): 1596–612. http://dx.doi.org/10.55927/ijba.v4i4.10663.

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This article analyses the business process redesign of Ceria BRI's customer complaint service using Artificial Intelligence (AI) technology with Business Process Reengineering (BPR) approach. This qualitative research with a post-positivism paradigm reveals that making complaints at Ceria BRI currently uses several channels such as telephone, email, social media, and applications. The problems faced include the high number of complaints that received every month in 2023, and some complaints were resolved over Service Level Agreement (SLA). The proposed solution is to redesign the proposed busi

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Hidayatullah, Nailul Faiz, and Ilyas Nuryasin. "Business Process Reengineering pada Sistem Pemesanan Travel di Intan Travel." Jurnal CoSciTech (Computer Science and Information Technology) 5, no. 3 (2024): 767–74. https://doi.org/10.37859/coscitech.v5i3.8290.

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Pada era perkembangan teknologi, perusahaan jasa perjalanan seperti Intan Travel di Kabupaten Tabalong, Kalimantan Selatan, menghadapi tantangan untuk meningkatkan kualitas layanan dan efisiensi operasional. Intan Travel saat ini mengandalkan aplikasi WhatsApp untuk pemesanan tiket dan pembayaran tunai setelah perjalanan, yang menunjukkan kelemahan dalam efektivitas dan efisiensi proses bisnis. Penelitian ini menerapkan Business Process Reengineering (BPR) yang melibatkan analisis menyeluruh terhadap proses bisnis yang ada, identifikasi kegiatan yang tidak perlu, serta perancangan ulang alur k

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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 (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 auditi

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Musa, Mahdi Alhaji, and Mohd Shahizan Othman. "Business Process Reengineering in Healthcare: Literature Review on the Methodologies and Approaches." Review of European Studies 8, no. 1 (2016): 20. http://dx.doi.org/10.5539/res.v8n1p20.

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<p>As global spending on healthcare increases and service improvement is not adequately reflecting on resource consumption, many healthcare organizations therefore resolve to improving their services by implementing Business process reengineering (BPR). BPR is a business strategy adopted by so many healthcare organizations in order to efficiently and successfully manage their business using currently available technology. BPR has been a hot topic in Information Systems discipline and extensive research has been carried out in different settings with numerous methodologies and approaches.

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Zhilnikov, Alexander Yu, Margarita S. Agafonova, Vladimir V. Koplik, and Andrey V. Kotashevich. "CONCEPTUAL FOUNDATIONS OF REENGINEERING INFORMATION TECHNOLOGY AND BUSINESS PROCESSES." EKONOMIKA I UPRAVLENIE: PROBLEMY, RESHENIYA 6/4, no. 147 (2024): 16–23. http://dx.doi.org/10.36871/ek.up.p.r.2024.06.04.002.

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The article discusses the concepts of information technology (IT) reengineering and business process reengineering (BPR), their relationship and impact on organizational performance. The main stages and methods of reengineering are described, as well as examples of successful projects and problem solving in enterprises. It is shown that IT reengineering involves the analysis and redesign of existing IT systems and infrastructure to ensure they meet modern business requirements. The main stages of IT reengineering are explored, including analysis of the current state of IT systems, determinatio

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Dzul Fikry, Muhammad, Indri Sudanawati Rozas, and Faris Muslihul Amin. "Implementation of Business Process Reengineering To Minimize Customer Complaints." Return : Study of Management, Economic and Bussines 3, no. 04 (2023): 367–88. http://dx.doi.org/10.57096/return.v3i04.90.

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Service in an organization is highly correlated with the level of customer satisfaction with the quality of service provided. From this activity, improvements will be made to the Business Processing Reengineering method so that the business process can run properly and efficiently. To test whether it is true that the Business Process Reengineering (BPR) approach has been able to minimize customer complaints, in this case, PDAM Giri Tirta Gresik will carry out an identification and analysis stage first on any problems. Based on the existing problems, the focus of this research was emphasized on

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Dzul Fikry, Muhammad, Indri Sudanawati Rozas, and Faris Muslihul Amin. "Implementation of Business Process Reengineering To Minimize Customer Complaints." Return : Study of Management, Economic and Bussines 2, no. 4 (2023): 367–88. http://dx.doi.org/10.57096/return.v2i04.90.

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Service in an organization is highly correlated with the level of customer satisfaction with the quality of service provided. From this activity, improvements will be made to the Business Processing Reengineering method so that the business process can run properly and efficiently. To test whether it is true that the Business Process Reengineering (BPR) approach has been able to minimize customer complaints, in this case, PDAM Giri Tirta Gresik will carry out an identification and analysis stage first on any problems. Based on the existing problems, the focus of this research was emphasized on

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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 н

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Prabaswara, Raditya, and Novandra Rhezza Pratama. "Minimization of Operational Costs for Non-Capitation Claims Verification at BPJS Kesehatan Using a Business Process Reengineering Approach." MARGINAL JOURNAL OF MANAGEMENT ACCOUNTING GENERAL FINANCE AND INTERNATIONAL ECONOMIC ISSUES 4, no. 3 (2025): 665–81. https://doi.org/10.55047/marginal.v4i3.1722.

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Abstract This study aims to reduce operational costs in the FKTP claim verification business process by using a business process reengineering and TDABC approach and determine the resulting savings. In this study, the data collection method was carried out through participatory observation. The data analysis method in this study uses the Time-Driven Activity-Based Costing (TDABC) approach and business process simulation with iGrafx. The results of this study show that the implementation of Business Process Reengineering (BPR) in the verification process of non-capitation claims significantly i

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Riska Nazaria, I. Made Samitha Wijaya, Alicia Dipta Pranudia, et al. "Business Process Reengineering in Hospitals: A Literature Review of Related Methodologies and Approaches." RADINKA JOURNAL OF SCIENCE AND SYSTEMATIC LITERATURE REVIEW 2, no. 1 (2024): 262–70. http://dx.doi.org/10.56778/rjslr.v2i1.246.

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Tujuan dari penelitian ini adalah untuk menyelidiki metodologi rekayasa ulang proses bisnis (BPR) dan pendekatan terkait di rumah sakit. Penelitian ini menggunakan metode tinjauan literatur untuk menggali berbagai sumber akademis dan praktis yang membahas tentang penerapan BPR di rumah sakit. Kualitatif digunakan untuk menganalisis dan mensintesis hasil dari literatur yang relevan. Temuan penelitian ini mendapatkan tambahan wawasan yang lebih dalam tentang aspek-aspek penting yang mempengaruhi kesuksesan penerapan rekayasa ulang proses bisnis (BPR) di rumah sakit. Temuan tersebut menyoroti sem

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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 (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 konse

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Oladapo Adeboye Popoola, Henry Ejiga Adama, Chukwuekem David Okeke, and Abiodun Emmanuel Akinoso. "Cross-industry frameworks for business process reengineering: Conceptual models and practical executions." World Journal of Advanced Research and Reviews 22, no. 1 (2024): 1198–208. http://dx.doi.org/10.30574/wjarr.2024.22.1.1201.

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Cross-industry frameworks for business process reengineering (BPR) have emerged as pivotal tools in enhancing organizational efficiency, agility, and competitiveness across diverse sectors. These frameworks amalgamate conceptual models with practical executions to streamline operations, optimize resource allocation, and foster innovation. This review delves into the essence of cross-industry frameworks for BPR, elucidating their conceptual underpinnings and real-world applications. At the core of cross-industry frameworks lies the recognition that business processes transcend sector boundaries

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Oladapo, Adeboye Popoola, Ejiga Adama Henry, David Okeke Chukwuekem, and Emmanuel Akinoso Abiodun. "Cross-industry frameworks for business process reengineering: Conceptual models and practical executions." World Journal of Advanced Research and Reviews 22, no. 1 (2024): 1198–208. https://doi.org/10.5281/zenodo.14212797.

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Cross-industry frameworks for business process reengineering (BPR) have emerged as pivotal tools in enhancing organizational efficiency, agility, and competitiveness across diverse sectors. These frameworks amalgamate conceptual models with practical executions to streamline operations, optimize resource allocation, and foster innovation. This review delves into the essence of cross-industry frameworks for BPR, elucidating their conceptual underpinnings and real-world applications. At the core of cross-industry frameworks lies the recognition that business processes transcend sector boundaries

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Khadija, Al-Omran, Jamal AlZayer Dr., and Arnout Mahmoud. "Causes of Business Process Reengineering Failure in the Kingdom of Bahrain and Saudi Arabia." International Journal of Engineering and Management Research 9, no. 6 (2019): 32–38. https://doi.org/10.31033/ijemr.9.6.5.

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Business Process Reengineering (BPR) has been one of the methodologies which aims at achieving a radical change that would drive the organization to new heights and assists it to harness its potential. Even though there are literature that marked lots of success stories in BPR projects, there are also other literature that cited a failure rate that reaches 70%. To investigate the reasons behind BPR project failure, secondary data from past literature relevant to our research provided a platform to devise a wide-ranging register of ninety one (91) potential contributors to BPR project failure.

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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 (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 &quot;Ability to change, Selecting BPR Methodology, Organizational Culture, BPR strategic alignment, and Top management support &quot;. ICT was used as an intermediary role for this structure to promote organizational performance. The study used the

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Tka, Mouna, and Sonia Ayachi Ghannouchi. "Comparison of Business Process Models as Part of BPR Projects." Information Resources Management Journal 27, no. 1 (2014): 53–66. http://dx.doi.org/10.4018/irmj.2014010104.

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Business Process Reengineering (BPR) is one of the existing methods in the literature that lead to evolutionary changes and adjustments that have become a necessity in today's business. As part of BPR projects, we need to compare process models to reference models to detect differences and propose improvements thereafter to remedy them. This paper presents a state of the art on works that were interested in comparing models of business process models and defines an approach for comparing two business processes and measuring the gap between them. The proposed approach has been developed and was

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