Business Process Reengineering Approach Research Articles

Customer Complaint Service Business Processes Redesign with Artificial Intelligence Technology Using Business Process Reengineering Approach (Study Case: Ceria BRI Application)

This article analyses the business process redesign of Ceria BRI's customer complaint service using Artificial Intelligence (AI) technology with Business Process Reengineering (BPR) approach. This qualitative research with a post-positivism paradigm reveals that making complaints at Ceria BRI currently uses several channels such as telephone, email, social media, and applications. The problems faced include the high number of complaints that received every month in 2023, and some complaints were resolved over Service Level Agreement (SLA). The proposed solution is to redesign the proposed business process design by applying the four stages of Business Process Reengineering (BPR), namely Visioning-Identifying-Analyzing-Redesigning. These steps aim to improve service quality, grow positive interactions with customers, and enhance the internal performance of the Ceria BRI customer complaint service team.

Improving the KYC Onboarding Process Using Business Process Re-Engineering: A Case Study of a Foreign Bank in Indonesia

The Know-Your-Customer (KYC) onboarding component in the customer acquisition process became an issue in an Indonesian branch of a prominent global bank. In 2023, the branch received a significant complaint from one of its major clients, noting the inefficiency of its KYC onboarding process, thus garnering attention from local senior management. From 2019 to 2023, there was a steady increase in client dissatisfaction rate and the number of new clients dropping their requests during the KYC onboarding stage. This research aims to identify the pain points in Magnolia Bank’s KYC onboarding process and propose solutions using the Business Process Re-engineering (BPR) approach. Fifteen respondents, including 10 bank employees and 5 corporate clients, were interviewed. Thematic analysis of interview results was conducted and it revealed three major pain points of the process: difficulty in document submission, challenges in requirements, and communication issues. The root cause of these pain points were then analyzed using the fishbone diagram, from which three root causes were discovered: inadequate technology infrastructure, lack of transparency in the process, and insufficient guidance that clients receive from the bank. The BPR approach was taken to fix the problems, the project focused on improving the guidance to clients, enhancing technology infrastructure, and developing a system for clients to track their onboarding progress. The proposed business solution for this research is for Magnolia Bank to develop a dedicated KYC onboarding platform, allowing prospective clients to submit the requirements directly, experience a one-window communication system, and track their KYC onboarding status.

THE DEVELOPMENT OF METROLOGY INFORMATION SYSTEM

Metrology services are carried out in order to protect the consumers and producers in terms of obtaining fair rights in trade transactions. The Metrology Center as the implementor of metrology still faces obstacles in the implementation of its services, currently the service has only reached 24.7% of the total metrology equipment used. Obstacles that occur in addition to the problem of inadequate facilities and infrastructure are also because the process of capturing metrological data is still done manually using many paper documents. In each service element, there are various kinds of documents that must be filled out manually and in the end these documents will be archived separately. This flow of data and information has not been well documented, although the output data from this process will be processed into metrology information that will be used by management above it in making decisions. Metrology Information System was developed to overcome the obstacles that exist in The Metrology Center, in addition to supporting the performance of The Metrology Center as well for the success of E-Government. The development of a metrological information system uses the System Development Life Cycle (SDLC) method with a Business Process re-engineering approach for metrology services.

Systematic literature review on business process re-engineering approaches in logistics

PurposeBPR is “the central reconsideration and thorough restructuring of business procedures to enhance the critical and contemporary aspects of performance like the expense, quality, service, and speed”. Also, as it's a key factor for guaranteeing businesses' achievement, however, the profound discussion about the BPR is very rare as far as we know. We need more studies regarding the subject due to the absence of BPR works in the logistics industry. Hence, this study investigates the Systematic Literature Review (SLR) of BPR for logistics companies, leading the managers and writers active in BPR, and making them aware of the present, past and future trends in this discipline.Design/methodology/approachAs BPR is a necessary foundation for ensuring enterprise systems' success, this study will systematically investigate the BPR in logistics. The proposed BPR in logistics research classification framework is based on a comprehensive literature review, which concentrates on peer-reviewed journal papers published until 2019. A total of 22 academic sources have been retrieved and analyzed in terms of research purpose and nature, the employed method, theoretical approach and analysis level.FindingsThe findings of this paper showed that BPR companies outperform the non-BPR ones regarding information computing, technology uses, organizational architecture, coordination and all key logistics procedures. The results can motivate non-BPR logistics organizations to reassess the feasibility of these plans.Research limitations/implicationsThis paper provides an overview of BPR to young academics. Also, it identifies some distinct research gaps that could be worth studying. However, this paper may be restricted by choice of dimensions and the selection of relevant articles. In turn, researchers need to become more innovative in terms of their research techniques when examining BPR implementation.Practical implicationsThis paper guides researchers and practitioners to insight into published research work and their findings. The findings are valuable to logistics firms in an emerging market, as logistics resources may affect logistics service costs and quality. Also, it discusses indications for future research in BPR. It emphasizes the need to bridge the lacuna between BPR theory and evidence-based practice. Furthermore, it provides a better understanding of BPR implementation, which can be applied toward overcoming operational difficulties during the implementation process.Originality/valueThis paper fulfills an identified need for a comprehensive classification framework of BPR in logistics studies. We can consider it as the first-evaluated methodically gathered workaround BPR in logistics. It essentially provides both academics and practitioners with a conceptual map of existing BPR in logistics research and points out future research opportunities.

Udayana University International Student Management: A Business Process Reengineering Approach

The research had two aims. First, it presented an overview and progress in understanding the current business process in the international program of Udayana University, which had a long queue for processing student admission documents. Second, it described how Business Process Reengineering (BPR) helped to improve the educational management services. Multiple interviews and a Forum Group Discussion (FGD) with the stakeholders were conducted. The reviews of the available documents, the current business process, and related complaint records were also carefully performed. The results show that the currently running batch processing system is a major challenge. The proposed solution reengineers the current business process and implements an information technology tool as a driver by digitizing the proposed solutions. The new business process leads to an improvement in processing the international student application from more than 60 days to only 29 days. Moreover, the proposed business process can minimize the opportunity loss of more than Rp3,8 billion annually.

BUSSINESS PROCESS REENGINEERING APPROACH FOR QUALITY REPORTING PROCESS (Case Study at PT D. Perdana, Pasuruan)

Business Process Reengineering (BPR) is an effective and popular approach to deal with global competitiveness. It can be applied by companies to improve the effectiveness and efficiency of existing business processes . Developing a continual improvement and abandon the conventional ways will increase the work efficiency. The process can be transformed to create a more efficient process with value-added and get more benefit to the company in the future. In this study, the evaluation of quality reporting process was conducted by BPR approach. The re-design and reconstruction of the process with information technology implementation give a significant improvement in the work efficiency, both efficiency value, step number, and time efficiency.

Designing Improvement of Procurement Business Process Reengineering Approach : A Study Case of Insurance Company

Streamlining procurement process is one of the strategies to reduce cost of a company, especially in the insurance industry. This research aims to propose design improvement of procurement process in insurance company by implementing Business Process Reengineering (BPR) method. Data collection regarding procurement process was collected in one of life insurance company in Indonesia. This research uses BPR method which consist of three steps namely mapping as-is process, analyze as-is process, and modeling to-be process. Mapping as-is process using iGrafx standard Business Process Modeling and Notation (BPMN). Analyze as-is process by its process time to indicate problems. Modeling process to-be by using BPR best practices that will be prioritized using AHP method and selected using pareto analysis. Scenarios for to-be process then created based on the selected best practices, that will be inputed into the simulation model iGrafx standard BPMN. This research produces three scenarios of to-be process for procurement in Indonesian insurance company that reduce 35-76% of the process time compared to as-is process.

Improving the efficiency of public administrations through business process reengineering and simulation

Purpose – The purpose of this paper is to propose a business process reengineering (BPR) approach to a public administration of Italy, to first assess the efficiency of the administration, then to redesign its internal processes, to improve the current performance. Design/methodology/approach – A detailed mapping of the AS IS processes of the public administration was initially carried out, together with the collection of the relevant data. Then, a simulation model was designed to support the BPR approach. In particular, the model was exploited to assess the performance of the AS IS scenario of the organization, then to investigate numerous TO BE process configurations and evaluate the achievable performance improvements. Findings – From the study, it emerged that the current efficiency level of the public administration examined has potentials to be significantly improved. For instance, by maintaining its current workforce, the public administration could consider the opportunity of providing additional services to the citizens or to serve citizens from the neighbouring municipalities. Otherwise, the organization could consider a reorganization and reduction of its current workforce, at the same time keeping the service level to its citizens almost unchanged. Research limitations/implications – Results of this study cannot be fully generalized, since the whole analysis is grounded on specific public administration. Moreover, although the simulation outcomes of the TO BE processes show interesting improvements compared to the AS IS scenario, the TO BE configurations were not (yet) implemented in practice. Therefore, the results provided should be confirmed in future research activities. Practical implications – The case study allowed deriving some useful guidelines to improve the efficiency of the public administration examined, as well as to identify some TO BE configurations that could be implemented in practice. Originality/value – Scientific literature includes a limited number of studies that evaluate the efficiency of public organizations in real contexts. Moreover, no studies target public administrations in Italy. Therefore, this case study represents an interesting addition to the literature.

Optimization of Automotive Glass Production through Business Process Reengineering Approach

In today's ever-changing world, the only thing that doesn’t change is ‘change’ itself. In a world increasingly driven by the three Cs: Customer, Competition and Change, companies are on the lookout for new solutions for their business problems. To increase product yields and to ensure consistent product quality, key issues of industrial fermentations, process optimization and scale up are aimed at maintaining optimum and homogenous reaction conditions minimizing costs. The aim of our paper is to propose a methodological approach based on Business Process Reengineering in order to optimize the re-engineering production processes improving the management costs and considering the determination of process areas, the general layout, the selection and organization of the production equipment, the definition of the times of the realization process and the measure of the “ability” of the process.

On IT Enabling of Business Process Reengineering in Organizations

Business Process Reengineering (BPR) is a management approach used to improve organizational performance through restructuring production activities of the core services for the purpose of enhancing their efficiency and effectiveness. Although BPR improves the efficiency of processes, it can hardly be applied in its own and thus it needs to be complemented with other concepts from other disciplines. Information technology (IT) tools are seen as accuracy and effective enabler of BPR approach in restructuring activities. This paper focuses on analyzing on how IT can be an enabler of BPR approach to restructuring processes in an organization for the purpose of enhancing the effectiveness and efficiency of processes. It presents the roles of IT in BPR for organizations. It also presents challenges on organizations when implementing the BPR.

Business process re-engineering in the logistics industry: a study of implementation, success factors, and performance

As business process re-engineering (BPR) is an important foundation to ensure the success of enterprise systems, this study would like to investigate the relationships among BPR implementation, BPR success factors, and business performance for logistics companies. Our empirical findings show that BPR companies outperformed non-BPR companies, not only on information processing, technology applications, organisational structure, and co-ordination, but also on all of the major logistics operations. Comparing the different perceptions of the success factors for BPR, non-BPR companies place greater emphasis on the importance of employee involvement while BPR companies are more concerned about the influence of risk management. Our findings also suggest that management attitude towards BPR success factors could affect performance with regard to technology applications and logistics operations. Logistics companies which have not yet implemented the BPR approach could refer to our findings to evaluate the advantages of such an undertaking and to take care of those BPR success factors affecting performance before conducting BPR projects.

The role of BPR in the implementation of ERP systems

PurposeThe role of business process re‐engineering (BPR) in implementing enterprise resource planning (ERP) systems is of paramount importance. A variety of approaches are used for such re‐engineering as the best‐fitting ERP solution can only give a maximum of 80 percent fit with the existing workflow of the organization in which ERP is being implemented. The aim of this paper is to focus on the issues involved.Design/methodology/approachThe paper presents some sample ERP installations to come out with various types of business BPR, ranging from small‐r to big‐R, practised while implementing ERP.FindingsBased on the literature review, it could be found that all organizations implementing ERP have chosen their own approach based on organizational constraints and the needs. The importance of BPR in ERP implementation is highlighted in earlier studies.Research limitations/implicationsThe recursive relationship between BPR and information technology has only resulted in the rapid evolution of ERP systems. ERP integration with supply chain management and its web readiness are major agenda for ERP developers. Many re‐engineering possibilities are yet to evolve based on research in knowledge, artificial intelligence and expert database systems. A suitable approach to implement the same in an organization can only be done using the most suitable approach and hence the importance of the BPR approaches presented here along with their advantages and disadvantages.Practical implicationsAs the various BPR approaches are categorized based on implementation followed by major corporations, it is definitely a forerunner for any ERP‐implementing organization under study. Also the common problems encountered during re‐engineering for ERP implementation and the suggested remedial measures are presented based on earlier work.Originality/valueAn attempt has been made to identify BPR problems, causes and approaches used in implementing ERP solutions. It is only aimed at synthesis of technical and general issues using the literature.

Linkages between manufacturing strategy, benchmarking, performance measurement and business process reengineering

An empirical analysis is presented for researching linkages between manufacturing strategy, benchmarking, performance measurement (PM) and business process reengineering (BPR). Although the importance of these linkages has been described in conceptual literature, it has not been widely demonstrated empirically. The survey research was carried out in 73 medium and large-sized Slovenian manufacturing companies within the mechanical, electro-mechanical and electronic industries. The resulting data were subjected to reliability and validity analyses. Canonical correlation analysis was used to test six hypotheses. The results confirmed the need for a strategically-driven BPR approach and the positive impact of performance measurement on BPR performance.

Aligning transport performance measures with customised retail logistics: a structured method and its application

One way in which companies can obtain competitive advantage is through customising their logistics operations to particular market segments. A challenge for businesses pursuing this strategy is to develop a performance measurement (PM) system that enables the differing objectives of divergent distribution channels to be met. However, this issue has not been fully addressed in the literature, with the one exception of Kallio et al. ’s conceptual framework (Kallio, J., Sarrinen, T., Tinnila, M. and Vepsalainen, A.P.J., 2000. Measuring delivery process performance. International journal of logistics management, 11 (1), 75–87). The aim of this paper is thus to evaluate Kallio et al. ’s approach empirically. The context of the study is the grocery retail logistics sector. An action research methodology has been deployed, including a 3-month secondment to a case company focusing on their convenience store operations. A six-step method is developed in the paper based around business process re-engineering approaches. The research identifies the type of customised logistics solution required, and from this reveals a misalignment between the focus of the retailer's current distribution performance measures and the performance objectives of convenience stores’ logistics operations. Therefore, new measures are proposed that are more appropriate to convenience stores. A review of the research after 12 months confirmed a high degree of usefulness of the new measures to the company. The paper contributes to the literature through the empirical evaluation of PM within the context of customised logistics. Existing frameworks enable this, but have not, until this paper, been tested empirically.

Determinants of Bahraini managers' acceptance of business process reengineering

PurposeThis paper aims to examine the possible underlying factors that influence managers' intentions towards adopting business process reengineering (BPR) in a less‐developed country (LDC) context, namely Bahrain.Design/methodology/approachThe study used a survey method to elicit opinions from 104 managers from 14 different big Bahraini businesses.FindingsThe results showed that the existence of some organizational capabilities such as “effective project management experiences” and “the ability to build an organizational‐wide need for change” are important requisites to gain positive salient beliefs toward accepting BPR. Moreover, it showed that “managers' cognitive style” and “level of education” had significant influences on their “intentions to adopt BPR approach.” The findings also suggest that other external factors such as “competitive pressures” and “managers' beliefs about BPR” are significant antecedents to BPR perceived ease of use.Research limitations/implicationsConclusions are drawn about BPR experiences in countries such as Bahrain. Those experiences are compared and contrasted with the related prior studies, which are mainly from western countries' practices. Possible future research issues are raised to extend the author understanding of how BPR initiatives are promoted in organizations. However, the sample was limited to one LDC, which limits the possibility of generalizing its findings to all less‐developed countries.Originality/valueThe study provides insights into the required organizational capabilities, circumstances, and/or beliefs that ease promoting BPR initiatives in businesses. Accordingly, possible‐related strategies can be devised to enhance BPR practices in organizations.

Process renewal driven by disruptive technologies

This paper presents experiences with process renewal in the turbulent telecommunications business environment in the Internet Protocol (IP) convergence era. Process renewal driven by disruptive technologies in the Nokia case unit is described. Literature presents Total Quality Management (TQM) for continuous improvement, Business Process Reengineering (BPR) for radical redesign, and also their combination. This paper proposes combining the TQM and BPR approaches, and highlights that process renewal driven by disruptive technologies differs from management-driven process renewal. New technologies, continuous innovation and changes in today's business environment cause chaos in the prevailing circumstances; the old and proven way of doing business requires changes in the operational mode. This paper describes how the case unit solved the challenge. The means were adapted processes, focusing on the customer, and competence development.

Total quality management versus business process re-engineering: A question of degree

An increasing number of manufacturing organizations are placing direct emphasis on operations improvement as a means of achieving competitive success. Small and medium enterprises (SMEs), however, generally lack the resources in capital, time and expertise to implement business process re-engineering (BPR), as has been advocated by a number of authors. This paper presents a comparative analysis of continuous improvement (CI) versus BPR approaches to operational change. Change implies risk, and SMEs naturally require a means for establishing levels of uncertainty and net return. Equally, the performance measures adopted by these two (respectively, bottom-up and top-down) approaches differ significantly and normally defy direct comparison. A dynamic systems simulation is developed from a case study within the plastics industry and is used to evaluate the implementation of either varying levels of improvement or natural processes in the case of BPR. Although it is an industry-specific model, the approach raises several implications. Of specific interest is the trade-off between performance improvement and cost, time frame and risk. Attention is also focused on evaluation of the threshold at which the two philosophies overlap and the point at which companies may make the transition between the two philosophies. The paper goes on to evaluate the decrease in the return of investment (ROI), as improvements impinge on other stages within the process, creating up- and downstream bottlenecks. It also evaluates the level of a single ‘natural process’, as a means of costing BPR implementation. The paper concludes with the definition of ROI curves, which are intended to inform SMEs in the selection of appropriate improvement strategies.

The application of business process modelling to organisational analysis of concurrent engineering environments

Barriers to Concurrent Engineering (CE) or Integrated Product Development (IPD) are organisational in context. Consequently to facilitate CE, significant changes to the design and development of the organisation need to be considered. Both research and practice have demonstrated that companies which invest in improving organisational development issues fair better than those that rely purely on tools and technology alone. The key issues are improving cross-functional integration and developing social mechanisms that facilitate a collaborative environment. The first step in improving an organisation design is of course organisational analysis. Organisational Analysis techniques have been a field of study for many years, resulting in the development of a number of different methodologies ranging from purely mathematical models of analysis to heuristic models using simulation. This paper presents a methodology, which draws upon traditional organisational theory and combines it with the more recent business process re-engineering approaches, for the analysis of organisational issues in a CE environment. The methodology is based on the hierarchical modelling and analysis of the business process. A detailed case study of its application in industry is presented. The paper concludes by summarising the key features of the methodology and issues emerging from its implementation.

‘There's something else missing here’: BPR and the requirements process

AbstractBusiness Process Reengineering (BPR) offers one potential and increasingly influential solution to the requirements problem in software engineering by focusing on core processes. In considering an ethnographic study of process modelling, we suggest that BPR approaches “miss something” of fundamental importance in generating requirements – namely the situated work‐practices whereby processes are produced. BPR overlooks the actual work that systems must support if they are to resonate with, and at the same time transform, practical circumstances of use. We outline a strategy for explicating work‐practice for purposes of system design which complements the effort to “reengineer the corporation”. Copyright © 2001 John Wiley & Sons, Ltd.

The applications of flexible manufacturing technologies in business process reengineering

Through radical redesign of business processes and systems, policies, and organizational structures, the business process reengineering (BPR) effort was initiated in the manufacturing industry to seek performance breakthroughs. This paper describes a novel approach to the BPR, which applies flexible manufacturing systems (FMSs) design and analysis technologies, such as simulation, multicriteria decision support, and artificial intelligence (AI). These technologies are integrated to design and analyze specific FMS models related to the proposed technical and managerial changes in an industrial case. First, the literature is reviewed to obtain an understanding of the BPR concept and the role of FMS design and analysis in BPR. Second, a decision-making support system is developed to illustrate how the FMS design and analysis would affect BPR. Finally, a summary of the integrated approach practice in industry and conclusions are presented. The paper shows that the key to a successful BPR approach is the identification and analysis of specific proposed models. It also demonstrates that the integrated approach enables engineers to improve the efficiency of BPR.