scholarly journals BUSINESS PROCESS REENGINEERING AS A DIRECTION OF INCREASING THE COMPETITIVENESS OF INDUSTRIAL ENTERPRISES

2020 ◽  
pp. 174-180
Author(s):  
S. Kotenko ◽  
H. Shvindina
Keyword(s):  
Business Process ◽  
Business Processes ◽  
Business Process Reengineering ◽  
Organizational Structures ◽  
Process Reengineering ◽  
Organization Management ◽  
Industrial Enterprises ◽  
Technology Changes ◽  
Modern Business ◽  
High Level

This article examines the feasibility of reengineering business processes of industrial enterprises, its impact on competitiveness and the position of the organization in the market of industrial products. Without the introduction of innovations, no organization will be able to compete with dignity in the market. In modern business conditions, innovations are aimed at changes in production technology, changes in marketing, changes in personnel management, changes in organizational structures. According to many researchers, the priority of business process reengineering of industrial enterprises is the field of organization management. The management of enterprises understands the expediency of reengineering measures and makes maximum use of administrative and organizational levers. The issue of a high level of competitiveness of the organization should be under the control of management in the process of implementing internal transformation and reengineering processes.

Reengineering of business processes of a trucking company

2020 ◽  
Author(s):  
N. Sushkov
Keyword(s):  
Social Environment ◽  
Business Process ◽  
Business Processes ◽  
Business Process Reengineering ◽  
Theoretical Study ◽  
Process Reengineering ◽  
Economic Agents ◽  
Industrial Enterprises ◽  
Trucking Company ◽  
Theoretical Foundations

As part of the domestic policy pursued in our country, state support for business contributes to the penetration of innovative activities into industrial enterprises. But, as practice shows, for an enterprise this is not a guarantee of increasing efficiency in the economic and social environment, despite the fact that the innovative projects being implemented have high potential. Often this is due to the fact that reengineering of business processes is not carried out or is not carried out effectively when introducing innovations. Innovations are superimposed on an unadopted and unprepared system of business processes, as a result of which a negative result is obtained. The reasons for the development of such events at the enterprise are the following aspects: an ambiguous understanding of the theoretical foundations of business process reengineering, innovation and innovation, and their features; the lack of an algorithm that allows efficient and effective reengineering of business processes when introducing innovations. In most organizations, as a rule, leaders use an intuitive approach when reengineering business processes and, as a result, this does not always end with success. Thus, there is a certain discrepancy between the need of economic agents for effective methods of reengineering business processes when introducing innovative technologies and an insufficient level of theoretical study of this issue. Also, issues of reengineering of business processes and issues of innovation, innovation in an unrelated context, separately relative to each other, are considered and studied.

scholarly journals Planning business process reengineering as business management tool

2020 ◽  
Vol 2020 (1) ◽  
pp. 37-47 ◽  
Author(s):  
Yulia Victorovna Taraskina ◽  
Eseniya Anatolievna Azizova ◽  
Anna Alekseevna Kushner
Keyword(s):  
Business Process ◽  
Business Processes ◽  
Business Process Reengineering ◽  
Industrial Enterprise ◽  
Management Tool ◽  
Process Reengineering ◽  
Economic Resource ◽  
Planning Stage ◽  
Industrial Enterprises ◽  
Enterprise Reengineering

The article presents the methodical recommendations on planning the reengineering procedure of industrial enterprises. The industrial enterprise reengineering is defined as an effective management tool to overcome the inertia that arises in the process of managing industrial enterprises, to optimize the management system and to rebuild ineffective business processes. It has been stated that reengineering makes it possible for any economic system to function successfully, to adapt to changing environmental conditions, to increase manageability and to achieve goals in the shortest possible time and with the least expenditure of resources. The planning stage is the key in the development of a reengineering project for an industrial enterprise. The tasks of planning the reengineering procedure, the stages of implementation and their content are determined. In the context of the description of the first two stages, the criteria are given for determining the stage of the crisis, at which the industrial enterprise currently is, and the typology of business process reengineering, according to three classification criteria: depending on the extent of transformations, on the size of the industrial enterprise, on the initiator. The third stage contains recommendations for choosing a reengineering technique depending on the stage of the crisis and the type of reengineering. A classification of the reengineering methods recommended for use in carrying out radical (crisis) reengineering and reengineering of development has been developed. Recommendations are given on the formation of a system of targets for an industrial enterprise reengineering project. It is advisable to use the system of balanced indicators (Balanced Scorecard) and the system of target indicators KPI as effective tools for creating a system of targets. Both of these approaches are elements of targeted management or management by goals, and make it possible to evaluate the economic, resource and functional effectiveness of a reengineering project

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.

Combating Corruption through e-Governance in India

2013 ◽  
pp. 233-244 ◽  
Author(s):  
Durga Shanker Mishra
Keyword(s):  
Literature Review ◽  
Business Process ◽  
Business Process Reengineering ◽  
Process Reengineering ◽  
Efficient System ◽  
Delivery Services ◽  
High Level ◽  
Opening Up ◽  
Different Parts

Studies have shown a prevalence of high level of corruption in the Indian Administrative System, which adversely affects the day-to-day lives of common citizens. This chapter examines the role of e-governance in combating corruption in delivering public services. Through a literature review assessing the outcomes of a few e-governance initiatives related to improving service delivery in different parts of India, this chapter argues that even though technology assists in instituting a transparent, accountable, consistent, reliable, and efficient system for delivery services, it cannot overcome corruption by itself. It will require political will, focused administrative strategy, business process reengineering for simplifying and opening up the system, and persistent efforts to ensure that corruption entrepreneurs do not subvert the gains of the technology.

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.

The Role of Business Process Reengineering in the Modern Business World

2016 ◽  
pp. 1802-1829
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Business Process ◽  
Business Performance ◽  
Success Factors ◽  
Business Process Reengineering ◽  
Process Reengineering ◽  
Change Initiatives ◽  
Business World ◽  
Top Management Commitment ◽  
Modern Business

This chapter reveals the role of business process reengineering (BPR) in the modern business world, thus illustrating the theoretical and practical concept of BPR, the applications of BPR, the drivers of BRR (in terms of internal drivers and external drivers), the critical success factors of BPR (i.e., egalitarian leadership, collaborative working environment, top management commitment, supportive management, information technology, change management, project management, and cross-functional coordination), the implementation of BPR, and BPR software tools. BPR is a systematic approach to helping an organization analyze and improve its processes in digital age. BPR is a continuum of change initiatives in order to deliver better business performance standards through establishing sustainable process capability in modern organizations. BPR has become a popular tool to dealing with rapid technological and business change in the global competitive environment. Applying BPR will greatly improve business performance and reach business goals in global business.

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.

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