scholarly journals METHODICAL APPROACHES TO BUSINESS PROCESSES REENGINEERING AT MODERN ENTERPRISES

2018 ◽  
Vol 4 (4) ◽  
pp. 151-158
Author(s):  
Viktoriia Kyfyak ◽  
Yurii Lopatynskyi
Keyword(s):  
Business Process ◽  
Business Processes ◽  
Business Process Reengineering ◽  
Methodological Approach ◽  
World Market ◽  
Scientific Development ◽  
Process Reengineering ◽  
Practical Implementation ◽  
Economic Modelling ◽  
The Impact

The research task is the improvement of scientific principles and development of a methodical approach to the modelling of enterprises’ development scenarios that apply business process reengineering in order to increase the level of competitiveness. The urgency of the research. The relevance of further researches is determined by the fact that the practical implementation of scientific approaches in Ukraine has not become popular, and the aspects of business process reengineering have been implemented only fragmentarily. Target setting. The development and discussions of procedural, systemic, and synergetic approaches to enterprise development have determined the concept of business process reengineering. Therefore, the further development of methodical principles for the realization of business process reengineering in the practice of business management is urgent and relevant. Uninvestigated parts of general matters defining. The justification of the expediency of using the tools for business process reengineering through the modelling of the future results at Ukrainian enterprises requires further scientific development. Materials and methods. The historical-evolutionary method was used to investigate the essence and origin of the category of reengineering and to distinguish its main features. By means of analysis and synthesis, the conceptual bases of business processes reengineering are determined. Implementation of complex, systemic, and synergetic approaches as a basis for application of business process reengineering allowed developing a modelling methodology for forecasting scenarios of the level of competitiveness of a business unit. The application of a systematic approach is reflected in the consideration of the impact of external and internal factors on the enterprise, complex factor – in combination of factors with the criteria of the enterprises managing that are able to compete in the world market, as well as the application of method at different levels – macro, meso, and micro. Methods of economic modelling and forecasting were used for forming a model of forecasting of the level of enterprise competitiveness. Results. The main features are segregated and a method for modelling of the results of its implementation is formulated. The algorithm of modelling of development scenario as a result of the application of reengineering is developed. A model for predicting of the level of competitiveness for the Ukrainian economy is constructed as well. Practical implications. The brilliant examples of corporations that received the “second breath” as a result of the introduction and reengineering of processes were General Electric, Toyota and Chrysler, Kodak, Siemens Nixdorf Service, IBM Credit. The proposed methodological approach can be applied by enterprises to predict the level of competitiveness of an enterprise as a result of the introduction of business process reengineering, depending on possible costs and target commodity output. Value/originality. Such a method of forecasting the competitiveness of an enterprise as a result of business process reengineering is important and can be used to predict the level of competitiveness at all levels of management.

REENGINEERING OF BUSINESS PROCESSES IN THE FORMATION OF MARKETING AND LOGISTICS ACTIVITY OF INTEGRATED ENTERPRISES

2019 ◽  
Vol 4 (4) ◽  
pp. 402-410
Author(s):  
Oleksandra Mandych ◽  
Natalia Babko ◽  
Sofia Spivak
Keyword(s):  
Business Process ◽  
Management System ◽  
Business Processes ◽  
Business Process Reengineering ◽  
Internal Marketing ◽  
Maximum Effect ◽  
Process Reengineering ◽  
Target Market ◽  
Logistics System ◽  
The Impact

The article investigates the issues of business process reengineering of integrated enterprises. It is determined that the impact on the efficiency of market activities is associated with the use of marketing and logistics tools. The newest management systems will allow to combine functions (production and commercial) in the strategies for achievement of the maximum effect at positioning of the integrated enterprises in various markets. It is proved that the formation of the management system of an integrated enterprise should take place on the basis of system, complexity, integrity and unity. It has been identified that the issues of partnership marketing become especially important in the application of the marketing and logistics system and in the entry of the integrated enterprise into the target market. The main factors of influence and factors of customer-oriented management formation at the enterprises are presented. It is determined that business process reengineering requires the development of a combined internal marketing and logistics system in accordance with changes in the market environment. It is outlined that marketing logistics should be formed in order to get the best results in the management system of integrated enterprises. The necessity of using marketing through two-vector understanding, and logistics – in a broader management area is proved. Marketing logistics takes into account all the features of production and commercial activities of integrated enterprises. It is presented that the concept of marketing and logistics management in the process of reengineering the business processes of integrated enterprises will have its own functionality. The defined set of functions is a combination of marketing and logistics. The need to involve the tools of partnership marketing has been identified in the reengineering of integrated enterprises due to the peculiarities of production and commercial components of their activities. It is proved that the combination of the main activity can have target markets in different areas, so the combination of internal marketing and logistics strategies into one is a crucial stage of their effective development. Keywords: marketing, logistics, business process reengineering, integrated enterprise, marketing relations, strategies, efficiency.

scholarly journals Empirically assessing the impact of business process reengineering on manufacturing firms

1996 ◽  
Vol 3 (1) ◽  
pp. 8-32 ◽  
Author(s):  
Tor Guimaraes ◽  
Wendi Bond
Keyword(s):  
Business Process ◽  
Business Processes ◽  
Business Process Reengineering ◽  
Implementation Process ◽  
Value Added ◽  
Process Reengineering ◽  
Focus Attention ◽  
Business Operations ◽  
Top Managers ◽  
The Impact

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.

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.

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.

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.

scholarly journals Business Process: Modelling Based on Logistics and Management Concepts

2021 ◽  
Vol 39 (3) ◽  
Author(s):  
Mykola Parkhomets ◽  
Nataliia Pochynok ◽  
Liudmyla Uniiat ◽  
Igor Matviy ◽  
Liudmyla Sybyrka ◽  
...  
Keyword(s):  
Inventory Management ◽  
Business Process ◽  
Economic Model ◽  
Business Processes ◽  
Free Market ◽  
Simulation Modelling ◽  
Practical Implementation ◽  
Management Concepts ◽  
Operational Activities ◽  
The Impact

The article discusses the option of modelling a business process using a logistics concept to optimise costs. The issues of influence on the formation of the model, the concept of optimising transport costs, and the costs of inventory management, in terms of production and economic efficiency, are considered. The mathematical and economic model of a typical business process is shown as a formed economic paradigm that materialises the process of conceptual integration of technological and logistic approaches in the process of implementing critical business processes of the company's current activities.The article also touches upon the issues of calculating logistics costs, both in the context of their points of origin, that is, by functional areas, and general accounting in the context of each business process. The options for calculating this category of costs are considered, in the general flow of both material and financial resources of a separate business process. From the standpoint of a logistic approach to managing the total operating costs of key business processes, options for a comprehensive study of the impact of logistics costs on the general operating activities of the company are analysed.The methodology for constructing a mathematical-economic model of a typical business process is described, taking into account the factors of influence of logistics concepts. Practical use of this methodology in real economic conditions is considered, and recommendations are given for adapting the methodology to specific parameters of the subject of the economic system. The proposed model outlines the fundamental approaches to the mathematically verified analysis of vital economic parameters that characterise the fluid nature of the economic components of the modern free market. The stated methodology, while not claiming to be complete coverage of the issues presented, nevertheless assumes the possibility of practical implementation of simulation modelling, economically crucial for current operational activities, fundamental business processes.

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