Business Process Reengineering for the Use of Distance Learning at Bell Canada

1999 ◽  
pp. 186-199 ◽  
Author(s):  
Tammy Whalen ◽  
David Wright
Keyword(s):  
Distance Learning ◽  
Business Process ◽  
Business Processes ◽  
Business Process Reengineering ◽  
New Technologies ◽  
Radical Change ◽  
Process Reengineering ◽  
Web Based ◽  
Project Objectives

The Bell Online Institute (BOLI) represents a radical change to the way Bell Canada provides internal training to its 27,000 employees. BOLI specializes in Web-based training, one type of technology enabled (distance) learning. Web-based training is a significant departure from the more traditional classroom-based practices at the Bell Institute for Professional Development, which is the organization that oversees all employee training at Bell Canada. This case study examines the use of Web-based training at Bell Canada in the context of business process reengineering. We present a theoretical context and a practical guide to how technology enabled learning changes the business processes in an organization. The study defines the processes that are required to deliver Web-based training, the value to the internal and external business practices of the organization, and the costs for each process. The wider applications of this case study are identified and will be of interest to those in other organizations that are moving from classroom delivered training to distance delivery. This case study describes changes in the organization that result from reengineering, including the impact Web-based learning has on training plans, student needs assessments, the ability to provide specialized curricula, training students and instructors in using new technologies, and establishing a principle of continuous improvement. Alternative ways of achieving project objectives are presented, along with organizational impact, technology alternatives, and cost-benefits.

Business Process Reengineering for the Use of Distance Learning at Bell Canada

2011 ◽  
pp. 155-172
Author(s):  
T. Whalen ◽  
D. Wright
Keyword(s):  
Distance Learning ◽  
Business Process ◽  
Business Process Reengineering ◽  
Radical Change ◽  
Process Reengineering ◽  
Web Based ◽  
The Way

This case describes the Bell Online Institute (BOLI) which represents a radical change to the way Bell Canada provides internal training to its 35,000 employees. BOLI specializes in Web-based training, one type of technology-enabled (distance) learning.

Reinventing Business Processes Through Automation

2011 ◽  
pp. 207-239
Author(s):  
D. Paper
Keyword(s):  
Information Systems ◽  
Business Process ◽  
Business Processes ◽  
Business Process Reengineering ◽  
Process Reengineering ◽  
Business Analysis

Although numerous firms have experimented with business process reengineering (BPR), many have achieved less than dramatic results (Davenport, 1993; Hammer & Champy, 1993; Kotter, 1995). To explore possible reasons for BPR underachievement, an in-depth case study was undertaken. The case focuses on events surrounding the redesign of a fundamental business process (Personal Lines Insurance) at Safeco Corporation. Redesign is led by the Information Systems and Services (ISS) department as they are in charge of the Personal Lines Systems (PLS) that support the business. Analysis of the interviews provides a detailed description of the project and uncovers possible reasons for failure of the reengineering effort.

Reinventing Business Processes through Automation

1999 ◽  
pp. 97-107
Author(s):  
David Paper
Keyword(s):  
Information Systems ◽  
Business Process ◽  
Business Processes ◽  
Business Process Reengineering ◽  
Process Reengineering ◽  
Business Analysis

Although numerous firms have experimented with business process reengineering (BPR), many have achieved less than dramatic results (Davenport, 1993; Hammer and Champy, 1993; Kotter, 1995). To explore possible reasons for BPR underachievement, an in-depth case study was undertaken. The case focuses on events surrounding the redesign of a fundamental business process (Personal Lines Insurance) at Safeco Corporation. Redesign is led by the Information Systems and Services (ISS) department as they are in charge of the Personal Lines Systems (PLS) that support the business. Analysis of the interviews provides a detailed description of the project and uncovers possible reasons for failure of the reengineering effort.

scholarly journals A Framework for Process Reengineering in Higher Education: A case study of distance learning exam scheduling and distribution

2008 ◽  
Vol 9 (3) ◽  
Author(s):  
M'hammed Abdous ◽  
Wu He
Keyword(s):  
Higher Education ◽  
Distance Learning ◽  
Business Process ◽  
Cost Reduction ◽  
Business Process Reengineering ◽  
Faculty Satisfaction ◽  
Process Reengineering ◽  
Substantial Cost ◽  
Depth Analysis

In this paper, we propose a conceptual and operational framework for process reengineering (PR) in higher education (HE) institutions. Using a case study aimed at streamlining exam scheduling and distribution in a distance learning (DL) unit, we outline a sequential and non-linear four-step framework designed to reengineer processes. The first two steps of this framework – initiating and analyzing – are used to initiate, document, and flowchart the process targeted for reengineering, and the last two steps – reengineering/ implementing and evaluating – are intended to prototype, implement, and evaluate the reengineered process. Our early involvement of all stakeholders, and our in-depth analysis and documentation of the existing process, allowed us to avoid the traditional pitfalls associated with business process reengineering (BPR). Consequently, the outcome of our case study indicates a streamlined and efficient process with a higher faculty satisfaction at substantial cost reduction.

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.

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