Information Architectural Design in Business Process Reengineering

1996 ◽  
Vol 11 (1) ◽  
pp. 27-37 ◽  
Author(s):  
William J. Kettinger ◽  
James T.C. Teng ◽  
Subashish Guha
Keyword(s):  
Business Process ◽  
Architectural Design ◽  
Business Processes ◽  
Business Process Reengineering ◽  
Information Architecture ◽  
Future Research ◽  
Process Reengineering ◽  
Process Redesign ◽  
High Profile ◽  
The Relationship

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.

scholarly journals ANALISIS DAN REKAYASA PROSES BISNIS PADA BAGIAN LAYANAN AKADEMIK DI SEKRETARIAT FAKULTAS SAINS DAN TEKNOLOGI UNIVERSITAS MA CHUNG

2017 ◽  
Vol 12 (3) ◽  
pp. 161
Author(s):  
Andy Lieman Candra
Keyword(s):  
Business Process ◽  
Business Processes ◽  
Business Process Reengineering ◽  
Value Added ◽  
Standard Operating Procedure ◽  
Business Value ◽  
Process Reengineering ◽  
Cause And Effect ◽  
Standard Operating ◽  
Cause And Effect Diagram

AbstrakSekretariat Fakultas Sains dan Teknologi Universitas Ma Chung merupakan fakultas dimana Penulis melakukan penelitian. Tujuan dari penelitian ini adalah untuk menganalisis proses bisnis yang ada di Sekretariat Fakultas Sains dan Teknologi Universitas Ma Chung berdasarkan dari hasil wawancara dengan beberapa stakeholder yang memiliki kebutuhan ataupun keluhan terhadap setiap proses bisnis yang berjalan, mengidentifikasi permasalahan dari proses bisnis yang kurang efisien dan membuat usulan perbaikan untuk setiap proses bisnis dengan menggunakan pendekatan ilmu Business Process Reengineering (BPR). Penulis juga menggunakan metode analisis nilai tambah pada penelitian ini. Tujuan dari penggunaan metode analisis nilai tambah adalah untuk mengkategorikan langkah maupun elemen kerja ke dalam tiga kategori, yakni value adding, business value adding dan non value adding. Pengaktegorisasian tersebut bertujuan untuk menghilangkan langkah maupun elemen kerja yang termasuk kedalam non value adding dan meminimalkan langkah maupun elemen kerja yang termasuk kedalam business value adding. Penulis mengidentikasi permasalahan setiap proses bisnis dengan menggunakan diagram sebab akibat. Diagram sebab akibat dapat menggambarkan dengan jelas mengenai permasalahan dengan faktor-faktor penyebab yang memengaruhi permasalahan di setiap proses bisnis. Hasil dari penelitian ini adalah pendesainan ulang setiap proses bisnis menurut kebutuhan dan keluhan dari stakeholder dan setiap proses bisnis di Sekretariat Fakultas Sains dan Teknologi didokumentasikan dalam bentuk standard operating procedure (SOP). AbstractSecretariat of Faculty of Science and Technology Ma Chung University is a place where the author conducts research. The purposes of this research are to analyze business processes in Secretariat of Faculty of Science and Technology Ma Chung University based on interview results with some stakeholders who have needs or complaints with ongoing business processes, identify problems of less efficient business processes and make proposed improvements for each business process using the Business Process Reengineering approach. Author also uses value added analysis method on this research. The purpose of using value added analysis method is to categorize steps or tasks in every business process into three categories: value adding, business value adding and non value adding. The categorizations aim to eliminate steps or tasks included into non value adding and minimize steps or tasks included into business value adding. Author identifies problems of each business process by using cause and effect diagram. Cause and effect diagram can clearly illustrate the problems with the underlying factors that affect the problem in each business process. The results of this research are redesigning every business processes according to the interview results with stakeholders about their needs and complaints and also every business process in Secretariat of Faculty of Science and Technology are documented in the form of standard operating procedure. Keywords: Business Process Reengineering, Value Added Analysis, Standard Operating Procedure and Cause and Effect Diagram.

scholarly journals Reengineering Business Processes as a Tool for Successful Business

2019 ◽  
Vol 5 (12) ◽  
pp. 281-291
Author(s):  
G. Korolev ◽  
V. Barinov
Keyword(s):  
Total Quality Management ◽  
Business Process ◽  
Six Sigma ◽  
Business Processes ◽  
Business Process Reengineering ◽  
Lean Six Sigma ◽  
Process Reengineering ◽  
Total Quality ◽  
Long Time ◽  
Successful Business

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.

scholarly journals Business process reengineering pada kejaksaan negeri Batu

Repositor ◽  
2020 ◽  
Vol 1 (2) ◽  
pp. 159
Author(s):  
Damar Arya Pradhipta ◽  
Wildan Suharso ◽  
Maskur S.Kom., M.kom
Keyword(s):  
Business Process ◽  
Business Models ◽  
Business Processes ◽  
Business Process Reengineering ◽  
Process Reengineering ◽  
Service Needs ◽  
Process Performance ◽  
Standard Process ◽  
Process Maps ◽  
American Society

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.

Optimisation of Human resource Management through Process Re-engineering

2019 ◽  
Vol 11 (02) ◽  
Author(s):  
Jaya Tripathi
Keyword(s):  
Human Resource ◽  
Business Process ◽  
Business Processes ◽  
Business Process Reengineering ◽  
Scientific Management ◽  
Process Reengineering ◽  
Internal Customer ◽  
Internal Operations ◽  
Primary Focus ◽  
Resource Service

In a world of rapid flexibility, organisations must change their priorities from a traditional focus on planning and control to emphasise speed, innovation, flexibility, quality, service and cost. The Human Resource team has to demonstrate their commitment to meet these key business drivers. A major problem confronting Human Resource managers today is to increase line management and employee productivity, provide higher more value-adding levels of Human Resource service and internal customer responsiveness and at the same time reduce costs. What is needed is a Human Resource team that is customer-focused and market-driven in its external relations with customer and process-focused and teamoriented in its internal operations. Only such a Human Resource team can look at the way work is performed across the organisation and seek to make Human Resource processes more logical, effective and efficient. Such an effort is at the heart of Human Resource Optimisation and Process Re-engineering. Business Process Reengineering (BPR) advocates the fundamental examination and redesign of business processes, recognizing that the legacy of scientific management has been the excessive fragmentation of work practices in organisations today. This is reflected in the hierarchical structuring of organisations around functional departments, with individual and departmental goals displacing overall organizational performances. Organisational performance is a result of the effectiveness and efficiency of the actions that an organisation. Effectiveness refers to the achieved outcomes in relation to strategic objectives/goals and customer requirements. Efficiency refers to how economically the organisation's resources are utilized by an activity such as a business process that produces a given output or that delivers a given service. These two fundamental performance dimensions highlight the external and internal reasons for pursuing a specific course of action; that is, effectiveness with a primary focus on customers, and efficiency with a primary focus on internal operations and processes. The research explains the reliance of business process reengineering (BPR) in the improvement of performance in Human resource in the organization. Here, the research try to validate the significance of successful business process reengineering (BPR) process can also construct the successful organization.

The Role of Simulation in Business Process Reengineering

2010 ◽  
pp. 649-674
Author(s):  
Firas M. Alkhaldi ◽  
Mohammad Olaimat ◽  
Abdullah Abdali Rashed
Keyword(s):  
Business Process ◽  
Process Simulation ◽  
Business Processes ◽  
Business Process Reengineering ◽  
Ethical Issues ◽  
Business Environment ◽  
Process Reengineering ◽  
Management Skills ◽  
Future Challenges

This chapter discusses the importance of business process simulation, while illustrating the relationship between business process reengineering (BPR) and change management, it focuses the discussion on the role of simulation in supporting BPR and the effect of simulation on business environment related skills, business management related skills, leadership related skills, employees empowering level, process improvement, ethical issues, and stakeholders’ management skills. The chapter discusses the value of simulation in implementing reengineering strategies and argues the future challenges of business process simulation and describes the limitations of simulation technology in reengineering business processes. Finally, it concludes with a discussion of the characteristics of successful simulation and simulation applications.

Healthcare Process Redesign

2011 ◽  
pp. 27-49
Author(s):  
Minh Huynh ◽  
Sal Agnihothri
Keyword(s):  
Business Process ◽  
Business Process Reengineering ◽  
Hospital Setting ◽  
Process Reengineering ◽  
Process Redesign ◽  
Healthcare Process

In this chapter, we present key principles and the limitations of business process reengineering (BPR) in general, and the use of BPR in healthcare in particular. We then present a case study of reengineering a healthcare process. The purpose of this case study is to explore the reality of how a BPR project is initiated, formulated, and implemented in a hospital setting and how it can fail. In the final discussion, we analyze the possible reasons for the failure of the BPR project and discuss their implication to the implementation of BPR in general.

Reengineering a Green Business

2011 ◽  
Vol 2 (1) ◽  
pp. 1-11 ◽  
Author(s):  
Yi-Chen Lan
Keyword(s):  
Business Process ◽  
Performance Monitoring ◽  
Business Processes ◽  
Life Cycles ◽  
Future Research ◽  
Process Redesign ◽  
Environmentally Sustainable ◽  
Process Characteristics ◽  
Sustainable Operation ◽  
Green Business

A green environment is a social as well as business issue. Business enterprises, as a large part of the global community, are obliged to make endeavours toward an environmentally sustainable operation that reflects their corporate social responsibility. One of the effective approaches of making business operations more environmental friendly is to undertake business process reengineering with the strategic focus on green perspective. This paper discusses the reengineering of a green business from its process viewpoint. This reengineering of business processes is undertaken in the context of five areas of green business characteristics (necessary, effective, efficient, agile, and measureable) and their corresponding life cycles. This analysis paves the path for an in-depth research agenda for developing and operating green business processes in organizations. The framework is explained with five key phases namely, 1) examining business processes with green process characteristics, 2) integrating business processes with the environmental standards, 3) green business process redesign, 4) training programs development and change management, and 5) performance monitoring and process improvement. The paper concludes with a suggestion of the framework validation and future research directions.

Migrating Legacy Systems to the Web

2005 ◽  
pp. 1949-1954
Author(s):  
Lerina Aversano ◽  
Gerardo Canfora ◽  
Andrea De Lucia
Keyword(s):  
Business Process ◽  
Communication Technology ◽  
Business Processes ◽  
Business Process Reengineering ◽  
Process Reengineering ◽  
The Internet ◽  
Legacy Systems ◽  
Business Units ◽  
Information And Communication ◽  
The Web

Business Process Reengineering (BPR) is defined as “the fundamental rethinking and radical redesign of business processes to achieve significant improvements of the performances, such as cost, quality, service, and speed” (Hammer & Champy, 1993). Most BPR projects aim at converting business organisations from hierarchical centralised structures to networked decentralised business units cooperating with one another. This conversion is assuming a strategic relevance as the Internet is changing radically business processes, not only because they are purposely reengineered, but also because the Internet and the information and communication technology, offer more convenient means of fulfilling their requirement.

Improving the efficiency of public administrations through business process reengineering and simulation

2015 ◽  
Vol 21 (2) ◽  
pp. 419-462 ◽  
Author(s):  
Marta Rinaldi ◽  
Roberto Montanari ◽  
Eleonora Bottani
Keyword(s):  
Public Administration ◽  
Business Process ◽  
Business Process Reengineering ◽  
Service Level ◽  
Future Research ◽  
Process Reengineering ◽  
Content Type ◽  
The Public ◽  
Research Activities

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.

scholarly journals The Organizational and Managerial Provision of Business Processes Reengineering at Enterprise in the Conditions of Digitalization

2021 ◽  
Vol 1 (516) ◽  
pp. 279-285
Author(s):  
V. V. Prokhorova ◽  
◽  
V. I. Chobitok ◽  
Keyword(s):  
Business Process ◽  
Business Processes ◽  
Business Process Reengineering ◽  
Digital Communication ◽  
Digital Transformation ◽  
Enterprise Management ◽  
Process Reengineering ◽  
Managerial Decisions ◽  
Economic State ◽  
Enterprise Management System

The article is aimed at analyzing the organizational and managerial provision of the reengineering of business processes at enterprise in the conditions of digitalization. According to the results of the research, it is identified that in turbulent economy conditions to improve the financial and economic state of business processes at domestic enterprises, there is a need to use innovative and progressive technologies, one of which is the reengineering technology. The main goal of business process reengineering is qualitative improvement of specific spheres of activity of enterprises. The essence of the formation of business processes of enterprise is the development and adaptation of the enterprise management system in accordance with modern challenges in the conditions of digitalization. For each business process, an aggregate of input resources, rules of work and expected results are formed. The digitalization technologies to provide the reengineering of business processes at enterprise allow to organize the most personalized interaction, which is preferred by most customers. Digital communication channels, artificial intelligence, robotics – all this should be implemented by the enterprise to achieve success. The digital transformation of business processes at enterprise is designed to provide conditions for making effective managerial decisions in order to quickly adapt the work to the requirements of our time and meet the needs of consumers. The process of providing the reengineering of business processes at enterprise on the basis of digitalization opens up opportunities for innovative ways of their development, which has become effective due to the large number of the instruments used.

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