A strategy for evaluating alternative information system designs for business process reengineering

1994 ◽  
Vol 14 (4) ◽  
pp. 237-251 ◽  
Author(s):  
P.J. MacArthur ◽  
R.L. Crosslin ◽  
J.R. Warren
Keyword(s):  
Information System ◽  
Business Process ◽  
Business Process Reengineering ◽  
Process Reengineering ◽  
System Designs

Business Process Reengineering and Functional Design of Information System Based on DFSS: A Case Study of Pharmaceutical Wholesale Enterprise

2011 ◽  
Vol 63-64 ◽  
pp. 12-16
Author(s):  
Huan Сhun Yang
Keyword(s):  
Information System ◽  
Business Process ◽  
Business Process Reengineering ◽  
Functional Adaptation ◽  
Process Reengineering ◽  
Implementation Framework ◽  
Integration Framework ◽  
Design For Six Sigma ◽  
Analysis Design

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.

Engaging Employees in the Innovation Process

2019 ◽  
Vol 10 (1) ◽  
pp. 17-23
Author(s):  
Bruce D. Fischer ◽  
◽  
Holly B. Bachman ◽  
Keyword(s):  
Continuous Improvement ◽  
Business Process ◽  
Business Process Reengineering ◽  
Idea Generation ◽  
Innovation Process ◽  
Participation Rate ◽  
Process Reengineering ◽  
Quality Circles ◽  
And Training

There is a lack of broad participation in most idea generating programs in American organizations. In this paper, we consider ways to increase the participation rate in generating ideas across organizations. These approaches include measuring innovation rates and reporting them, encouraging continuous improvement in idea generation, raising participation in programs such as Business Process Reengineering and Quality Circles, and training in creativity that includes team efforts at ideation. We also consider the importance of encouragement in helping employees to take the risks necessary to generate ideas.

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