scholarly journals Process Innovation Methods on Business Process Reengineering

2019 ◽  
Vol 8 (11) ◽  
pp. 2766-2768 ◽  
Keyword(s):  
Software Engineering ◽  
Competitive Advantage ◽  
Business Process ◽  
Systematic Approach ◽  
Business Process Reengineering ◽  
Process Reengineering ◽  
Work Process ◽  
Organizational Processes ◽  
Increase Productivity ◽  
Strategic Policies

Paper Setup must be Software engineering is the approach of a disciplined and systematic approach to the event, performance, re-organizing and maintenance of software. Re-organizing the work process is considered as Re-engineering. The organizations are these days looking for new administration approaches so as to expand their opposition identified with quick changes and mechanical advancements. In response to associate more and more competitive setting the ability to adapt to dynamical market desires and develop innovative processes is important for organizations. The important key behind this evolution is the improvement in the globalization of business, technologies and the expectations of the client. BPR changes the strategies of method organizations, the roles of the practitioners, the structure and order of method levels. One of the current innovations in engineering is BPR (Business Process Reengineering). To optimize the process and the productivity of a corporation BPR represents the quick and radical arrange of strategic, policies and structure. BPR is often pursued to enhance processes, increase productivity, improves service and supply a competitive advantage. To achieve the business objectives business process reengineering supports organizations to elevate their internal functions. Organizational processes can be known, analyzed and improved by developing the different methodologies and applied to the reengineering process

scholarly journals Effects of Business Process Reengineering on Organisational Performance in the Food and Beverage Industry in Nigeria

2020 ◽  
Vol 3 (1-2) ◽  
pp. 57-74
Author(s):  
Olubayo Thomas Olajide ◽  
Olajide Idowu Okunbanjo
Keyword(s):  
Competitive Advantage ◽  
Business Process ◽  
Business Process Reengineering ◽  
Operational Performance ◽  
Process Reengineering ◽  
Organisational Performance ◽  
Beverage Industry ◽  
Food And Beverage Industry ◽  
Food And Beverage ◽  
Innovative Thinking

This study examined effects of business process reengineering (BRP) on organisational performance in the food and beverage industry in Nigeria. The study adopted survey research design and multistage sampling methods. It utilised primary data generated thorugh a  questionnaire for the research. Multiple regression analysis was employed to analyse the data. On the hypothesis one, the findings showed that organisational resources and process function have negative and insignificant effect on competitive advantage but innovative thinking has a positive and significant effect on competitive advantage. On the hypothesis two, all the components of business process reengineering (organizational resources, innovative thinking and process function) have positive and significant effect on operational performance. Thus, the study concluded when organizational resources, innovative thinking and process function are combined together as business process reengineering components, they enhance organizational performance in the food and beverages industry in Nigeria. The study suggested that Food and Beverages firms should continue to formulate policies that will encourage innovative ideas from all stakeholders of the organizations in order to continue to achieve competitive advantage and experience sound operational performance. The process function of the organization should continue to be designed and redesigned so that they enjoy smooth operational performance, obtain new resources and upgrade the existing ones so that the firms could achieve competitive advantage. The process function and organization resources need to be evaluated and appraised from time to time to know or detect any lapses that may hinder the firms from attaining their short and long term business goals.

scholarly journals Construction of a Strategic Business Process Reengineering Model: Empirical Research on the After-sale Service Process of SH

2017 ◽  
Vol 10 (7) ◽  
pp. 67
Author(s):  
An-Shin Shia ◽  
Bau-Jung Chang
Keyword(s):  
Competitive Advantage ◽  
Business Process ◽  
Organizational Support ◽  
Business Process Reengineering ◽  
Process Reengineering ◽  
Strategic Positioning ◽  
Trade Offs ◽  
Behavior System ◽  
Management Approaches

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.

scholarly journals Methodological Regulation of Business Processes Reengineering in the Modern Construction Development System

2020 ◽  
Vol 8 (5) ◽  
pp. 5046-5052
Keyword(s):  
Business Process ◽  
Business Processes ◽  
Systematic Approach ◽  
Business Process Reengineering ◽  
Component Technology ◽  
Practical Significance ◽  
Enterprise Management ◽  
Process Reengineering ◽  
Conceptual System ◽  
Construction Organizations

The article presents methodology of business processes reengineering (BPR) in the modern construction organizations adapted to dynamically changing conditions of the internal and external environment. The study developed a formulation of the task of reengineering business processes on the basis of component methodology of the enterprise's structure. It is advisable to apply a systematic approach to determining the functions and patterns of interaction of business processes. The concept of a methodology for reengineering business processes is theoretically substantiated based on the adequate construction of a conceptual system model from the components displayed in the modern enterprise management system. The formalization of the business process reengineering task at five stages on the basis of a systematic approach and component technology is described. Formalization of the BPR methodology ensures the combination of reverse and direct reengineering stages. The results of the study allow solving urgent problems of increasing the competitiveness of construction organizations through reengineering design. The scientific significance of the study lies in the development of a component methodology for modeling reengineering of business processes. The practical significance of the use lies in the application of the study in the real sector of the economy during the restructuring and reform of construction organizations. The scientific novelty of the study lies in the development of a methodology and conceptual provisions for systemic management of business process reengineering of building organizations based on the use of the process approach.

Organization Redesign

2021 ◽  
pp. 242-260
Author(s):  
Thomas Packard
Keyword(s):  
Business Process ◽  
Business Process Reengineering ◽  
Steering Committee ◽  
Process Reengineering ◽  
Organizational Restructuring ◽  
Design Teams ◽  
Ethical Considerations ◽  
Organizational Processes ◽  
Organizational Redesign ◽  
Negative Reputation

Organizational restructuring, or, more fully, organizational redesign, is a commonly proposed solution for major organizational problems. It should only be considered after a thorough analysis of existing conditions and desired outcomes. If, in fact, redesign is an appropriate change technology, it should be approached thoughtfully and comprehensively, with attention to both structure and organizational processes. There are criteria for a good design of an organization and process criteria for a redesign process that could be followed in any redesign effort. This should be a broad, participative process for engaging many of the staff affected through structures such as a steering committee and design teams. Business process reengineering is a redesign strategy that has a very mixed, and probably overall negative, reputation. While some of its techniques can be used positively and ethically, applications of business process reengineering principles should be considered very thoughtfully. Ethical considerations are important when staff layoffs are considered.

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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