Model-Based Enterprise Continuous Improvement

The enterprise reengineering based on enterprise modelling is usually carried out within the framework of conventional projects. This leads to relatively long projects that are not compatible with a highly variable economic environment. The objective of the evolution management presented here is to use enterprise modelling and all the benefits it brings in a framework that allows for more continuous improvement than is generally observed. The proposed architecture is made up of three levels: a strategic level based on performance measurement, a tactical level that manages system migration and is based on enterprise models, and an operational level consisting of managing a portfolio of evolution projects. Together, these allow a shorter set of projects to be carried out, while remaining coherent and aligned with the company’s strategy. This approach puts enterprise modelling methods and continuous improvement/Lean management approaches into perspective, allowing complementarities and opening up interesting perspectives concerning enterprise re-engineering methods.

Planning business process reengineering as business management tool

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

Assessing the Level of Enterprise Reengineering in the Context of Global Digitalization

A simulation of the level of re-engineering organization is presented on the example of a selected group of four enterprises. It is assumed that in the conditions of the experiment there is an occurrence of an event of effective re-engineering in the field of financial relations of enterprises forming a complete group of independent events - incompatible hypotheses of quantitative and qualitative measurement of the statistical likelihood of relevant indicators of experimental events in the organization of enterprise re-engineering. The probabilities of full group events were determined using an expert evaluation matrix by the principle of pairwise comparison of the importance of each event using a 5-point scale of intensity of significance of the items in the hypothesis group. The conditional probabilities of quantitative and qualitative measurement of the statistical probability of relevant indicators in the plane of action of the factors of influence on the organization of re-engineering of the enterprise are established. The formula of full probability presents the visualization of the dynamics of the level of organization of reengineering in financial relations of enterprises in the conditions of global digitization in four time intervals since 2012. by 2019. It has been proven that the reengineering process remains an effective tool for companies seeking to operate in a competitive world; companies are required to re-engineer their business processes to deliver breakthrough results and a long-term strategy for company development