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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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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 potential benefits in situation-specific circumstances and encounters. Certainly, the practices differ, and with a contingency focus, the study probes into salient features of TQM and BPR, hence enriching the study to speculate about the future in order to create an efficacious effect. Lastly, the study attempts to determine whether one approach has the potential to outshadow the other.
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Sutcliffe, Norma. "Leadership behavior and business process reengineering (BPR) outcomes." Information & Management 36, no. 5 (November 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 (August 31, 2019): 109–20. http://dx.doi.org/10.21474/ijar01/9482.
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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 (November 7, 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) technique to convert the qualitative data (DM’s opinion) to quantitative ones and then calculates the effects of each process on the organizational objectives and criteria. Then, by using the result of fuzzy QFD, the amount of satisfaction of each process according to each criterion is calculated. By combining this data with other effective variables in BPR projects such as “cost” and “time,” a multi-objective goal programming (GP) model is formulated and solved to identify the most appropriate business processes. Findings In fact, a quantitative model is presented in which fuzzy QFD and GP methods are combined to help DMs to adopt an appropriate strategy for implementing BPR projects successfully by selecting proper processes for reengineering purposes. In addition, the presented model uses both qualitative and quantitative data and turns them into quantitative ones. An example is also provided to show how the model works. Research limitations/implications Following this investigation, other researchers could able to complete the model with more dynamic and local variables to enhance the accuracy of the model. Practical implications The introduced model will support organizations and managers to select appropriate processes for BPR; so in practice, the mentioned projects will be more efficient and successful. Originality/value The paper study is essential for organizations, because the presented decision-making model is based on fuzzy QFD and GP methods that enable the enterprises to select the business processes during the BPR projects easily. In this paper, a GP model is presented to create a balance between organizational satisfaction level and cost and time of implementing BPR projects considering organizational constraints. The proposed model was applied to a real case and the authors showed that it is an easy-to-use, valid, and powerful tool for implementing BPR projects.
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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 (April 1996): 8–32. http://dx.doi.org/10.1590/s0104-530x1996000100001.
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While the BPR (Business Process Reengineering) concept is conceptually appealing, in pratice there are many unsuccessful cases. This study aimed to exhaustively identify and rate: the importance of factors proposed as important for successfully implementing BPR projects in organizations; the extent to which various problems and benefits are being encountered; the extent to which proposed BPR objectives are being included in project plans and are actually being derived; and the impact of BPR projects on specific business processes and on the organization as a whole. Several basic hypotheses regarding the BPR implementation process were tested. Last, based on the results, recommendations are made for managers to focus attention and resources on factors important to success, and to proceed in a fashion which minimizes the risk of failure. In general, organizations are not emphasizing some of the most important activies and tasks recommended in the BPR literature, such as changes to customer/market related business processes, the value-added element of every business activity, and others. On the average, the most commonly encountered problems while implementing BPR seem to be very difficult to address in pratice: making business mistakes under pressure to produce quick results, implementation difficulties due to communication barriers between company sub-units, the unexpected size of the required BPR effort, its disruption to business operations, and others. Based on the findings as a whole, it behooves top managers to engage in BPR projects only as a controlled experiment to strategically reposition the organization.
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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 (June 19, 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 famous Taiwanese brand of small appliance, for case study and analysis. The research results show that the process reengineering activities held after strategic positioning should be improved through unique activities and trade-offs, such as technology-oriented, cross-departmental labor integration and trade-offs, cross-departmental rotation and talent cultivation, and cross-organizational support for channel manufacturers in their training of technicians. During the activities, mutual fit would lead to a set of behavior system, where construction plays an essential role, as it is difficult to imitate in competitive advantage.
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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 comprehensive evaluation method.
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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 (September 30, 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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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 (February 2, 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. As a result of ever changing nature of BPR this paper intend to provide additional knowledge exploring the current level of development of BPR in healthcare. To achieve this, a total of 27 articles from Science Direct database, 15 from IEEE explore, 16 from Taylor & Francis, 25 from SpringerLink and 8 from SAGE Hub database covering the period from 2005 to early 2014 were analyzed based on their setting and methodology. And finally the article concludes with suggestions for future research related to BPR in healthcare.</p>
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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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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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Kwak, Joong-Min, Seo-Young Park, and Leen-Seok Kang. "A Study of Process Modeling Method for Construction Business Process Reengineering." Korean Journal of Construction Engineering and Management 11, no. 3 (May 31, 2010): 80–88. http://dx.doi.org/10.6106/kjcem.2010.11.3.80.
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Fasna, M. F. F., and Sachie Gunatilake. "A process for successfully implementing BPR projects." International Journal of Productivity and Performance Management 68, no. 6 (July 8, 2019): 1102–19. http://dx.doi.org/10.1108/ijppm-09-2018-0331.
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Purpose The purpose of this paper is to analyse the business process reengineering (BPR) implementation process adopted by organisations grounded in the actual project-level realities. The findings are used to propose a BPR implementation process that can be adopted by organisations to effectively reengineer their processes. Design/methodology/approach A thorough literature review was used to first develop a conceptual BPR implementation process comprising three key phases and five steps. Then, four case studies were conducted in organisations that have successfully undertaken BPR projects to explore the actual project-level implementation processes. Semi-structured interviews were carried out with respondents who have been actively involved in the different steps of the BPR implementation processes to collect data within the selected organisations. Findings Altogether 30 activities which are to be carried out throughout the BPR implementation process were identified. Findings disclosed that the minor differences in the activities being performed throughout the BPR implementation process are due to the lack of homogenous characteristics, i.e. type of the process reengineered, form of reengineering and approach for implementing BPR projects. Originality/value This paper puts forward a comprehensive view on the BPR implementation process including the key phases, steps and the sequence of activities to be followed. In doing so, the paper addresses a clear gap in literature that calls for a comprehensive model to assist during the BPR implementation to achieve the desired results.
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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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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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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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Habib, Muhammad Nauman, and Waseef Jamal. "Business Process Reengineering (BPR) Initiatives in Public Sector of Pakistan." Business & Economic Review 5, no. 1 (April 1, 2013): 89–121. http://dx.doi.org/10.22547/ber/5.1.6.
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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 (January 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 tested with software development processes.
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Mukherjee, Kamal K., Laura Reka, Rudina Mullahi, Keldi Jani, and Jonida Taraj. "Public services: a standard process model following a structured process redesign." Business Process Management Journal 27, no. 3 (March 23, 2021): 796–835. http://dx.doi.org/10.1108/bpmj-03-2020-0107.
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PurposeDespite widespread adoption of business process reengineering (BPR) for better delivery efficiency of public services, a structured approach continues to elude the most value-adding phase of BPR: business process redesign. From another viewpoint, the rising currency of Whole-of-Government (WoG) and “shared services” initiatives signal an unmissable trend toward resource reuse across public service agencies (PSAs) through business process standardization (BPS). This research invokes BPS into process redesign to produce a process redesign framework (PRF) and deploys the same to build a standard process model (SPM) for services of the government of Albania (GoA).Design/methodology/approachThe methodology follows the design science research (DSR) paradigm, wherein best practices extracted from literature are synthesized with stakeholder inputs to design the PRF and SPM, both of which are then evaluated with case study research.FindingsAdoption of PRF/SPM on a WoG basis will not only reduce service lead time but also enable a variety of public services to share the same process, thereby further saving costs for GoA. The research outputs will accelerate reengineering and subsequent digitalization of public service operations.Research limitations/implicationsImplementing SPM will maximize resource reuse and help offer uniform and integrated public services to GoA's customers. It will also enable demand-driven staff mobilization across GoA agencies. The proposed PRF/SPM have limitations in that they consider only flow aspects of service processes with aspects of conversion being ignored.Originality/valueThis research fulfills the need for a systematic approach to process redesign and prepares GoA for a WoG treatment to its BPR efforts.
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Haseeb, Junaid, Naveed Ahmad, Saif U. R. Malik, and Adeel Anjum. "Application of formal methods to modelling and analysis aspects of business process reengineering." Business Process Management Journal 26, no. 2 (October 16, 2019): 548–69. http://dx.doi.org/10.1108/bpmj-02-2019-0078.
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Purpose Business process (BP) reengineering is defined as reinventing BPs either structurally or technically to achieve dramatic improvements in performance. In any business process reengineering (BPR) project, process modeling is used to reason about problems found in existing (as-is) process and helps to design target (to-be) process. BP model notation is a widely accepted standard for process modeling. “Expressiveness” and “missing formal semantics” are two problems reported to its modeling practices. In existing studies, solutions to these problems are also proposed but still have certain limitations. The paper aims to discuss this issue. Design/methodology/approach In proposed methodology, a meta-model is formally defined that is composed of commonly used modeling elements and their well-formedness rules to check for syntactic and structural correctness of process models. Proposed solution also check semantics of process models and allows to compare as-is and to-be process models for gap identification which is another important aspect of BPR. To achieve the first goal, Z specification is used to provide formal specifications of modeling constructs and their rules and Z3 (an SMT solver) is used for comparisons and verifying properties. Findings Proposed method addresses both “expressiveness” and “missing formal semantics” of BPR models. The results of its evaluation clearly indicate that using formally specified meta-model, BPR model is syntactically and structurally correct. Moreover, formal modeling of BPs in Z3 helped to compare processes and to check control flow properties. Research limitations/implications Although the proposed method is tested on an example that is widely used in BPR literature, the example is only covering modeling elements which are part of the proposed subset and are reported in literature as frequently used modeling elements. A separate detailed study is required to test it on more complex systems. Practical implications Specifying process models using Z specification and Z3 solver requires certain expertise. Originality/value The proposed method adds value to BPR body of knowledge as it proposes a method to ensure structural and syntactic correctness of models, highlighting the importance of verifying run time properties and providing a direction toward comparing process models for gap analysis.
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Hojati, Seyede Hadis, Mohammad Mahdi Paydar, and Hamid Mashreghi. "Organizational Reengineering for Relief Agencies based on BPR Methodology." Environment Conservation Journal 16, SE (December 5, 2015): 613–22. http://dx.doi.org/10.36953/ecj.2015.se1672.
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Nowadays, organizations conduct change projects based on reengineering processes because business processes reengineering (BPR) methodologies implement process-oriented approach. By this view governmental organizational also utilizes such methodology. One of the main practical issues of such implementation is about using BPR methodology in relief organization. On the other hand, Iran has been faced with an increase of accidents in various forms. Thus having more efficiency in relief agencies to deal with these accidents and maintain readiness in the face of threats is essential. Relief agencies should be covered by the Unexpected Disasters Center in order to carry out their missions and duties perfectly. Therefore, familiarity with the tasks of each group is inevitable. Given the foregoing, the main objective of this study is to investigate how we can develop a reengineering project based on BPR approaches in Iran relief agencies. By this we propose a new model for reengineering which has the main capabilities of general models in BPR methodology. In addition, we show the prerequisites of implementing new model in Iran Unexpected Disasters Center.
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Huang, Xiao-xia, and Shao-zu Mei. "Allying business process reengineering with strategy: a new perspective for BPR." International Journal of Internet and Enterprise Management 1, no. 3 (2003): 281. http://dx.doi.org/10.1504/ijiem.2003.003821.
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Herath, S. Kanthi, and Atul Gupta. "A framework for analysing cost structures in Business Process Reengineering (BPR)." International Journal of Services and Standards 1, no. 4 (2005): 494. http://dx.doi.org/10.1504/ijss.2005.007474.
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Hussein, Bassam, Hassan Bazzi, Ayman Dayekh, and Walid Hassan. "Critical analysis of existing business process reengineering models: towards the development of a comprehensive integrated model." Journal of Project, Program & Portfolio Management 4, no. 1 (October 20, 2013): 30. http://dx.doi.org/10.5130/pppm.v4i1.3285.
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Over the past two decades, business process reengineering (BPR) has been one of the most popular approaches to improving the efficiency and effectiveness of an organisation. However, a review of the relevant literature reveals that available BPR models that have been widely in use have some serious limitations and fail to take into consideration the human factor and change management. The theoretical gap identified in academic research is also reflected in industrial practice. This article analyses existing BPR models in order to set the stage for the development of a comprehensive integrated model to address their theoretical deficiencies. The article will provide an overview of the main issues, limitations and challenges of existing BPR models. The limitations will then be itemised, described and analysed to provide evidence for the need of a more systematic model that would help organisations to successfully carry out BPR initiatives and projects.
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Masayu, Almira Rhea, and M. Dachyar. "Designing Improvement of Procurement Business Process Reengineering Approach : A Study Case of Insurance Company." MATEC Web of Conferences 248 (2018): 03003. http://dx.doi.org/10.1051/matecconf/201824803003.
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Streamlining procurement process is one of the strategies to reduce cost of a company, especially in the insurance industry. This research aims to propose design improvement of procurement process in insurance company by implementing Business Process Reengineering (BPR) method. Data collection regarding procurement process was collected in one of life insurance company in Indonesia. This research uses BPR method which consist of three steps namely mapping as-is process, analyze as-is process, and modeling to-be process. Mapping as-is process using iGrafx standard Business Process Modeling and Notation (BPMN). Analyze as-is process by its process time to indicate problems. Modeling process to-be by using BPR best practices that will be prioritized using AHP method and selected using pareto analysis. Scenarios for to-be process then created based on the selected best practices, that will be inputed into the simulation model iGrafx standard BPMN. This research produces three scenarios of to-be process for procurement in Indonesian insurance company that reduce 35-76% of the process time compared to as-is process.
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Zarei, Behrouz, Ehsan Merati, and Amirhossein Ghapanchi. "Project process reengineering (PPR): a BPR method for projects." International Journal of Information Systems and Change Management 4, no. 4 (2010): 299. http://dx.doi.org/10.1504/ijiscm.2010.036914.
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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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Bradford, Marianne, and Gregory J. Gerard. "Using Process Mapping to Reveal Process Redesign Opportunities during ERP Planning." Journal of Emerging Technologies in Accounting 12, no. 1 (August 1, 2015): 169–88. http://dx.doi.org/10.2308/jeta-51253.
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ABSTRACT The objectives of the Elizor Case are to give students experience with business process analysis by requiring them to first document an “as is” raw materials purchasing process during the planning for an enterprise resource planning (ERP) system implementation and then to have students determine issues inherent in the process that will necessitate process redesign. Students will learn the difference between two types of process redesign—business process reengineering (BPR) and business process improvement (BPI)—synthesize this knowledge in order to identify process issues inherent in the case, and suggest process redesigns that an ERP system will need to provide so that the purchasing process is more efficient, effective, and controlled. The case has broad appeal for faculty teaching ERP systems and/or business process management.
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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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Pramartha, Cokorda Rai Adi, and Ni Putu Sri Harta Mimba. "Udayana University International Student Management: A Business Process Reengineering Approach." ComTech: Computer, Mathematics and Engineering Applications 11, no. 2 (December 11, 2020): 57–64. http://dx.doi.org/10.21512/comtech.v11i2.6383.
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The research had two aims. First, it presented an overview and progress in understanding the current business process in the international program of Udayana University, which had a long queue for processing student admission documents. Second, it described how Business Process Reengineering (BPR) helped to improve the educational management services. Multiple interviews and a Forum Group Discussion (FGD) with the stakeholders were conducted. The reviews of the available documents, the current business process, and related complaint records were also carefully performed. The results show that the currently running batch processing system is a major challenge. The proposed solution reengineers the current business process and implements an information technology tool as a driver by digitizing the proposed solutions. The new business process leads to an improvement in processing the international student application from more than 60 days to only 29 days. Moreover, the proposed business process can minimize the opportunity loss of more than Rp3,8 billion annually.
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Hikmawati, Erna. "Penyusunan Prosedur Operasional Standar Pengelolaan Proyek Berdasarkan Kerangka Kerja ITIL V3 dan PMBOK 5th." Jurnal Teknologi Rekayasa 3, no. 1 (June 20, 2018): 99. http://dx.doi.org/10.31544/jtera.v3.i1.2018.99-104.
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Dalam hal pengelolaan proyek, ada suatu standar yang dikeluarkan oleh Project Management Institute (PMI) yaitu Project Management Body of Knowledge (PMBOK) yang berisi mengenai standar dalam mengelola sebuah proyek. Selain itu, ada juga kerangka kerja (framework) yang memberikan best practice dalam manajemen layanan IT yaitu IT Infrastructure Library (ITIL). PT. Pasim Sentra Utama merupakan salah satu perusahaan IT Consultant di Bandung yang belum memiliki Prosedur Operasional Standar (POS) dalam pengelolaan proyek. Untuk meningkatkan daya saing dan performa dari perusahaan, maka sebaiknya PT. Pasim Sentra Utama menyusun POS yang standar dalam hal pengelolaan proyek. Melihat kondisi yang ada saat ini, maka penyusunan POS di PT. Pasim Sentra Utama sangat cocok menggunakan metode Business Process Reengineering (BPR). Hasil dari penelitian ini berupa 10 proses bisnis pengelolaan proyek di PT. Pasim Sentra Utama yang dapat diselaraskan dengan proses-proses yang ada pada standar PMBOK 5th dan kerangka kerja ITIL sehingga setiap aktivitas di dalamnya menjadi lebih efektif, efisien, dan terarah.Kata kunci: Prosedur Operasional Standar (POS), PMBOK, ITIL, Business Process Reenginering (BPR), proyek IT In project operational, there is a standard established by Project Management Institute (PMI) known as Project Management Body of Knowledge (PMBOK) containing standards in managing a project. In addition, there is also framework which describes best practice in IT service management i.e. IT Infrastructure Library (ITIL). PT. Pasim Sentra Utama is one of IT consultant in Bandung having project experiences and clients from many kinds of fields. Nonetheless, the company has not possessed SOP in project management. In order to improve company’s competitiveness and performances, the SOP has to be established. According to this condition, the arrangement of SOP in the company is assumed to be done by using Business Process Reengineering (BPR) methods. The result of this thesis shows that there are ten business process of project management in the company which can be synchronized to the process on PMBOK 5th standards and ITIL framework. Therefore, the standard operational procedures are arranged based on the requirement of input, process, equipment, technic, output, resources, related parties, and also infrastructures need mentioned in PMBOK 5th standards and ITIL V3 framework. This caused all activities become more directional, effective, and efficient.Keywords: Standard Operational Procedures (SOP), PMBOK, ITIL, Business Process Reengineering (BPR), IT projects
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Rozaqi, Faridho Fajar, Wildan Suharso, and Ilyas Nuryasin. "Business Process Reengineering (BPR) Pada Perusahaan Pdam Kabupaten Mojokerto Untuk Meningkatkan Kinerja Bisnis Perusahaan." Jurnal Repositor 2, no. 5 (March 11, 2020): 635. http://dx.doi.org/10.22219/repositor.v2i5.514.
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AbstrakSemakin berkembangnya dunia bisnis dan semakin kompleksnya transaksi serta semakin luasnya jangkauan usaha sebuah perusahaan, maka kebutuhan perusahaan untuk mengoptimalkan setiap proses bisnis harus lebih efektif dan efisien di areanya [6]. Maka dari itu perubahan proses bisnis terkadang perlu dilakukan untuk mengganti sistem yang lama dengan sistem yang baru. Perubahan proses bisnis yang signifikan ini disebut Business Process Reenginering. Konsep BPR (Business Process Reengineering) sendiri adalah merupakan sebuah konsep rekontruksi ulang dengan melakukan tindakan secara dramatis dan radikal sehingga dapat menghasilkan perbaikan proses, penghematan biaya, serta peningkatan kecepatan [1]. Perusahaan Daerah Air Minum (PDAM) Kabupaten Mojokerto merupakan salah satu perusahaan yang bekerja dibidang jasa penyedia air untuk kebutuhan sehari-hari. Struktur organisasi secara umum terdiri dari Pimpinan/Direktur, Bagian Hubungan Langganan dan Pemasaran, Bagian Perencanaan, Bagian Produksi dan Distribusi, Bagian Umum dan Kepegawaian, dan Bagian Akuntansi dan Keuangan. Masalah yang terjadi adalah terlalu banyak proses yang tidak optimal, waktu yang terlalu lama untuk penanganan konsumen, pencatatan yang masih manual, dan terlalu banyak mengeluarkan biaya untuk sebagian proses. Berdasarkan masalah diatas, Bisnis proses PDAM Kab. Mojokerto yang perlu dirubah atau direengineering adalah proses bisnis pemasangan baru. Dengan Business Process Reenginering mampu merubah proses yang lama ke proses yang baru yaitu pada tahapan rekomendasi sehingga mendapatkan proses yang lebih efisien dalam hal pelayanan waktu. AbstractThe development of the business world and is getting more complex business transactions and expansion in the size of a company , demand for the company to optimize any process of business must be more effective and efficient in area .So that the change of business process sometimes need is to replace the old with a new system .A significant change of business process is called business process reenginering. Bpr concept (business process reengineering ) are is a concept rekontruksi remake with take action dramatically and radicals which can lead to repair processes, cost savings, and increasing speed. PDAM district mojokerto is one of the companies working in the fields of service providers to the needs of water every day. The organizational structure in general / consisting of the director, the subscription and marketing, planning, production and Distribution, general and human resources, and accounting and finance. The problems is that too much process that is not optimal, for too long the consumer, manual still recording, and too much of the cost. Based on the above problems, the business process of PDAM Mojokerto that needs to be changed or reengineered is a new installation business process. With Business Process Reengineering can change the old process into a new process. that is on renewal so as to get a more efficient process in terms of time service.
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Tavana, Madjid, Alex F. Sisti, and Dawn A. Trevisani. "An Automated Workforce Clustering Method for Business Process Reengineering in Research and Development Organizations." International Journal of Information Technology Project Management 3, no. 4 (October 2012): 1–20. http://dx.doi.org/10.4018/jitpm.2012100101.
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Business process reengineering (BPR) involves the radical redesign of functional organizations into cross-functional teams to achieve dramatic improvements in productivity. Redesigning complex and dynamic processes in research and development (R&D) organizations with multi-layer projects is a difficult task. Previous researchers have proposed many intuitive approaches for BPR utilizing intuition and subjective judgment from “experts” at various stages of their implementation. However, the complexities inherent in large R&D organizations have restricted the effectiveness of their use in practice. The authors present an automated and structured analytic algorithm that eliminates the need for subjective human judgment. The proposed method facilitates the reorganization of R&D processes into cross-functional work units and projects. The efficacy of the algorithm is confirmed with a small problem and the applicability of the proposed method is demonstrated at the Air Force Research Laboratory.
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Moltu, Berit. "Kunnskapslegitimering av medvirkning." Tidsskrift for Arbejdsliv 7, no. 3 (September 1, 2005): 51. http://dx.doi.org/10.7146/tfa.v7i3.108487.
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Denne artikkelen diskuterer utfordringer for medarbeiderdeltakelse ved bruk av managementkonseptet Business Process Reengineering (BPR) sett i relasjon til et organisasjonsendringsforsøk i oljeselskapet 'Norwestoil'. Gjennom å følge kontroversen rundt medvirkning i dette organisasjonsendringsforsøket ser vi ulike former for medvirkning og ikke-medvirkning ta plass. Disse formene spiller seg ut i et nettverk av aktører, artefakter (for eksempel BPR og KF (kontinuerlig forbedring) programmene), interesser og ulike legitimeringsformer som til sammen utgjør et organisatorisk handlingsrom for medvirkning.
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Grant, Delvin. "Business analysis techniques in business reengineering." Business Process Management Journal 22, no. 1 (February 5, 2016): 75–88. http://dx.doi.org/10.1108/bpmj-03-2015-0026.
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Purpose – Using 12 case studies, the purpose of this paper is to investigate the use of business analysis techniques in BPR. Some techniques are used more than others depending on the fit between the technique and the problem. Other techniques are preferred due to their versatility, easy to use, and flexibility. Some are difficult to use requiring skills that analysts do not possess. Problem analysis, and business process analysis and activity elimination techniques are preferred for process improvement projects, and technology analysis for technology problems. Root cause analysis (RCA) and activity-based costing (ABC) are seldom used. RCA requires specific skills and ABC is only applicable for discrete business activities. Design/methodology/approach – This is an exploratory case study analysis. The author analyzed 12 existing business reengineering (BR) case studies from the MIS literature. Cases include, but not limited to IBM Credit Union, Chase Manhattan Bank, Honeywell Corporation, and Cigna. Findings – The author identified eight business analysis techniques used in business process reengineering. The author found that some techniques are preferred over others. Some possible reasons are related to the fit between the analysis technique and the problem situation, the ease of use-of-use of the chosen technique, and the versatility of the technique. Some BR projects require the use of several techniques, while others require just one. It appears that the problem complexity is correlated with the number of techniques required or used. Research limitations/implications – Small sample sizes are often subject to criticism about replication and generalizability of results. However, this research is a good starting point for expanding the sample to allow more generalizable results. Future research may investigate the deeper connections between reengineering and analysis techniques and the risks of using various techniques to diagnose problems in multiple dimensions. An investigation of fit between problems and techniques could be explored. Practical implications – The author have a better idea which techniques are used more, which are more versatile, and which are difficult to use and why. Practitioners and academicians have a better understanding of the fit between technique and problem and how best to align them. It guides the selection of choosing a technique, and exposes potential problems. For example RCA requires knowledge of fishbone diagram construction and interpreting results. Unfamiliarity with the technique results in disaster and increases project risk. Understanding the issues helps to reduce project risk and increase project success, benefiting project teams, practitioners, and organizations. Originality/value – Many aspects of BR have been studied but the contribution of this research is to investigate relationships between business analysis techniques and business areas, referred to as BR dimensions. The author try to find answers to the following questions: first, are business analysis techniques used for BR project, and is there evidence that BR affects one or more areas of the business? Second, are BR projects limited to a single dimension? Third, are some techniques better suited for diagnosing problems in specific dimensions and are some techniques more difficult to use than others, if so why?; are some techniques used more than others, if so why?
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Rinaldi, Marta, Roberto Montanari, and Eleonora Bottani. "Improving the efficiency of public administrations through business process reengineering and simulation." Business Process Management Journal 21, no. 2 (April 7, 2015): 419–62. http://dx.doi.org/10.1108/bpmj-06-2014-0054.
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Purpose – The purpose of this paper is to propose a business process reengineering (BPR) approach to a public administration of Italy, to first assess the efficiency of the administration, then to redesign its internal processes, to improve the current performance. Design/methodology/approach – A detailed mapping of the AS IS processes of the public administration was initially carried out, together with the collection of the relevant data. Then, a simulation model was designed to support the BPR approach. In particular, the model was exploited to assess the performance of the AS IS scenario of the organization, then to investigate numerous TO BE process configurations and evaluate the achievable performance improvements. Findings – From the study, it emerged that the current efficiency level of the public administration examined has potentials to be significantly improved. For instance, by maintaining its current workforce, the public administration could consider the opportunity of providing additional services to the citizens or to serve citizens from the neighbouring municipalities. Otherwise, the organization could consider a reorganization and reduction of its current workforce, at the same time keeping the service level to its citizens almost unchanged. Research limitations/implications – Results of this study cannot be fully generalized, since the whole analysis is grounded on specific public administration. Moreover, although the simulation outcomes of the TO BE processes show interesting improvements compared to the AS IS scenario, the TO BE configurations were not (yet) implemented in practice. Therefore, the results provided should be confirmed in future research activities. Practical implications – The case study allowed deriving some useful guidelines to improve the efficiency of the public administration examined, as well as to identify some TO BE configurations that could be implemented in practice. Originality/value – Scientific literature includes a limited number of studies that evaluate the efficiency of public organizations in real contexts. Moreover, no studies target public administrations in Italy. Therefore, this case study represents an interesting addition to the literature.
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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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Chen, Le, Hong Min Yu, Tao Jia, and Chao Ye. "Equipment Command Simulation Based on Workflow." Advanced Materials Research 532-533 (June 2012): 620–23. http://dx.doi.org/10.4028/www.scientific.net/amr.532-533.620.
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Based on the introduction of workflow management software, this paper analyzed the feasibility for simulating Equipment Command Office (ECO) operations with workflow product-LiveFlow. It demonstrated the simulation process and simulation object model (SOM) of ECO explicitly. Consequently, the ECO federate was designed using LiveFlow within HLA infrastructure. The “Human-in-Loop” simulation was realized by invoking the business process object (BPO) library of LiveFlow. This research is significant to the deployment, training and working-efficiency evaluation of ECO staffs. It’s also the foundation of business process reengineering (BPR) of ECO.
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McNulty, Terry, and Ewan Ferlie. "Process Transformation: Limitations to Radical Organizational Change within Public Service Organizations." Organization Studies 25, no. 8 (October 2004): 1389–412. http://dx.doi.org/10.1177/0170840604046349.
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This paper draws on a study of the implementation of business process reengineering (BPR) in a UK National Health Service (NHS) hospital to examine the challenge of effecting a transformatory shift to a new form of process organization in a large and complex public service organization. The paper’s theoretical and empirical interests go beyond BPR by bringing together literatures about organizational transformation, new organizational forms and the new public management (NPM) in a novel way. Data reveal important limits to intended organizational transformation and develop findings about sedimented rather than transformational change and the limitations of radical top-down change strategies in professionalized public service organizations. Within the domain of public service organizations, the paper also advances a new argument about why intended moves to post-NPM forms may remain contained in scope.
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Paper, David. "Identifying Critical Factors for Successful Business Process Reengineering (BPR): An Episode at Barnett Bank." Failure and Lessons Learned in Information Technology Management 2, no. 3 (September 1, 1998): 107–15. http://dx.doi.org/10.3727/108812898791901288.
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