Business Process Reengineering Projects Research Articles

A configurable mining approach for enhancing the business processes' performance

AbstractBusiness is a war to get the attention you deserve from your enemies, and many competitors strive to gain a prominent position. Organizations are constantly seeking innovative ways to work to stay in a competitive business environment. Business process reengineering (BPR) is one of the most management approaches that are adopted by many organizations in order to achieve a dramatic increase in performance and cost reduction. Since the risks enfolded and failure rates related to BPR projects are very high, it is necessary to find ways to support success of BPR in a systematic approach. The major target of this article is to find the implementation of the proposed model to reengineer business processes (BPs) successfully via integrating critical success factors (CSFs) of BPR and BPs' performance. It is created to detect the inefficiencies and bottlenecks in the business process, decrease costs, time and increase quality of business processes, enhance financial environment and make an effective and efficient performance of the business process. It also applies a mining technique of association rule to examine the link between CSFs and several BPs and measures business processes' performance (intended BPR success) by process time, cycle time, quality and cost pre and post reengineering BPs. Thus, it uses a way to select the appropriate model for each business process. The proposed model will be implemented using a real world the Egyptian tax authority case study in order to prove its usefulness and efficiency. Then, inferred CSFs were applied according to each process, which proved the validity and success of the proposed model.

Business Process Re-Engineering Projects Success Factors in United Arab Emirates’ Public Organizations

Business Process Re-Engineering Projects Success Factors in United Arab Emirates’ Public Organizations

PLASTIC PACKAGING WASTE MANAGEMENT THROUGH FILLING MACHINE WITH AGILE REENGINEERING PROJECT MANAGEMENT APPROACH

In Indonesia, the number of plastic wastes has reached 66 million tons per year in which 50% of them come from plastic packaging waste. Meanwhile, the recycling of plastic packaging waste only reaches 14%. Hence, it is highly urgent to be aware of plastic packaging waste management in order to tackle this issue. The research discussed the capability and potential of applying digitalization and automation to Smart Retail Technology which focuses on filling machines to manage plastic packaging waste management and increase the competitive advantage. This research uses two main approaches, namely Business Process Reengineering and Agile Project Management to recommend a new business process on ongoing project. The result of the study suggests the urgency to take advantage of the QR Code and Human Machine Interface to maximize the effectiveness and results of implementing the business process. By using simulation, this effort is expected to reach up to 334 consumers each day with up to 42.14% of machine utilization.

RESEARCH ON BUSINESS PROCESS REENGINEERING OF REAL ESTATE ENTERPRISES

With the deepening of economic globalization, the global market has gradually changed from the situation dominated by sellers to the era dominated by buyers. This change makes the competitive environment in which enterprises are in become increasingly complex and the market competition becomes increasingly fierce. Due to the change of market environment, the field of management theory is also quietly changing, such as learning organization, virtual management, flexible organization and other new management models. Learning organizations strive to adapt to the changing market environment by constantly updating and improving their own skills; With the help of information technology, virtual management transfers part of the management functions inside the enterprise to the virtual space, realizes the cross-region, cross-time and space management, and improves the management efficiency. Flexible organization emphasizes that enterprises should be as adaptive as organisms, and constantly adjust their organizational structure with changes in the external environment to better adapt to market competition. These new management models provide new ideas and methods for enterprises to win the opportunity in the fierce market competition. In the early 1990s, the business process reengineering (BPR) theory proposed by American management scientists Michael Hammer and James Champy set off a process revolution in the world. The BPR project is a large and comprehensive issue. It involves the process setting and organizational structure of the enterprise, and is also linked to human resource management, IT system application and other links. It is a systematic project. This paper analyzes the background and significance of BPR appearing in the modern economic environment. The concept of BPR is introduced, and the three key principles of BPR (target process, customer research, and technical conditions) are analyzed. By studying the development process of enterprise BPR, the article discusses the BPR scheme of real estate enterprises according to the development status of China's real estate. The article is based on the "6 stages" (strategic conception stage, project initiation stage, analysis and diagnosis stage, process optimization design stage, process organization reengineering stage, and process evaluation and improvement stage) reengineering and optimization ideas. Starting from the business characteristics of the real estate market development department, cost management department, engineering management department, technical management department, and procurement management department, provide standardized and effective real estate enterprise business process management methods and practices to promote the successful implementation and operation of real estate projects.

Exploring critical success factors for business re-engineering processes implementation: A review of literature

The paper is a review of critical success factors for Business Re-Engineering Processes Implementation. Business process re-engineering (BPR) has emerged as a crucial strategy for organizations seeking to adapt to rapidly changing business environments and improve operational efficiency. Successful implementation of BPR projects is contingent upon a comprehensive understanding of the critical success factors (CSFs) that drive their effectiveness. This literature review aims to explore and synthesize the key CSFs for business re-engineering processes implementation by analyzing a broad range of academic and industry sources. The review begins by providing an overview of the evolution of BPR, its rationale, and its significance in contemporary business contexts. Subsequently, it delves into an extensive examination of the literature to identify and categorize the CSFs that have been consistently highlighted in research and practical applications. These CSFs encompass various dimensions, including organizational culture, leadership commitment, stakeholder involvement, change management, information technology adoption, and performance measurement. Furthermore, the review explores the interrelationships and dependencies among these CSFs, highlighting the need for a holistic and integrated approach to BPR implementation. It also discusses the evolving role of technology, especially emerging trends such as artificial intelligence and robotic process automation, in influencing the success of BPR initiatives. By synthesizing and synthesizing the existing literature, this review aims to provide valuable insights for practitioners and researchers involved in BPR projects. It underscores the importance of considering multiple CSFs and their interactions when planning and executing BPR initiatives, offering a foundation for developing effective strategies and frameworks to maximize the likelihood of successful outcomes. Additionally, it identifies gaps in the literature and suggests directions for future research, encouraging further exploration of this critical area in the field of business process management.

Implementing halal logistics in a non-Muslim-dominant environment: a proposal for reengineering the business processes in two stages

PurposeThe purpose of this paper, positioned in the halal logistics research domain, is to bridge the gap between the theory of halal logistics and halal logistics' empirical implementation through a business process reengineering (BPR) project in the context of a major European airport (i.e. Frankfurt Airport, Fraport AG).Design/methodology/approachAn in-depth case study approach has been adopted in the authors' business processes reengineering proposal. Prior investigations on the topic maintained that “business process analysis and activity elimination” (BP and AE) and “problem analysis” (PA) are the most widespread approaches when the prominent business reengineering dimension under analysis is the specific process/task. Consistently, the authors adopted a six-step BP&AE-based model in order to implement the halal logistics requirements in the context of an air cargo supply chain.FindingsThis paper addresses fundamental issues about the analysis and the redesign of air cargo processes when halal shipments are taken into account. Conceptual breakthroughs of new processes are suggested. The paper sheds light on potential issues which may arise when adapting the extant air cargo processes to halal logistics guidelines. In addition, the paper suggests an appropriate resolution scheme articulated in two stages of progressively higher compliance to halal logistics according to the Malaysian standards (MS).Research limitations/implicationsThe outcome of this work has implications for practitioners, researchers, and transport associations. For practitioners, the study offers an immediately applicable implementation plan which is ready to be discussed with all agents involved in the business reengineering (BR) process. For researchers, the study offers a basis for future halal logistics reengineering projects, both from a theoretical and from an empirical standpoint. Finally, the collaboration of transport associations will become mandatory due to an update of the International Air Transport Association (IATA) code system that includes a dedicated halal code, “HAL”, for halal air cargo shipments.Originality/valueThe concept of halal logistics is still in the infant stage and there is a complete lack of academic publications, especially empirical implementations of halal logistics principles. The authors' project provides detailed guidelines to help air cargo operators operating in non-Muslim-dominant countries to reengineer their internal processes and, in doing so, to comply with halal logistics and principles.

Business Process Re-Engineering: A Literature Review-Based Analysis of Implementation Measures

Business process re-engineering (BPR) is an approach to improving organizational performance. It evolved mostly within the private sector to maintain a successful business model despite increasing global competition. BPR presents a fundamental improvement in the essential organizational design. This paper investigates recent studies of BPR and identifies the success factors of BPR projects and their connection to the human–technology–organization (HTO) framework. By examining the relevant literature, we study various factors and their effects on the implementation of BPR and how these factors can affect process performance, successfully or otherwise. The aim is to study the literature to determine the success factors and challenges for BPR in the HTO framework. The article concludes by emphasizing the factors that will help to allow BPR to be implemented with a wider use in different sectors.

Key Success Factors in Implementing Business Process Re-Engineering (BPR) in Hospitals: Integrative Review

BPR is one of the most important ways for hospitals to make changes so that they can improve their efficiency and effectiveness. However, in practice, BPR in hospitals encountered many challenges and in the end did not achieve the expected results. Various studies have described the factors that lead to success or failure in the implementation of BPR projects so that the purpose of this study is to analyze the key factors that lead to success in implementing BPR in hospitals. This integrative review uses the Joanna Briggs Institute guidelines with primary research articles in English which are accessed through the PubMed, ScienceDirect, and Google Scholar databases for the last 10 years. The article search results obtained 311 articles and the remaining 10 articles were included in the study. The results of the study obtained nine key success factors in implementing BPR in hospitals, namely management commitment, employee empowerment, methods and tools, information technology, environment and culture, external organization, BPR projects, finance and strategy. These factors are only generally representative of various hospitals including public and private hospitals because there are many other factors that can affect the implementation of BPR depending on the type, characteristics, and heterogeneous hospital environment. It is hoped that this key factor will be a concern when the hospital wants to make changes through the BPR project and can assist the hospital in achieving results according to the organization's vision.

Improving the success rate of business process re-engineering projects: A business process re-engineering framework

Background: Financial institutions in South Africa are implementing business process re-engineering (BPR) on a regular basis because of the fast-changing industry. However, the success of these projects is low because of the lack of clearly defined roles, an unclear definition of what BPR is, the inability to link BPR projects to organisation strategies and the lack of documentation to guide BPR activities. Accordingly, there is a need to define a framework to guide the implementation of BPR projects. Objectives: The researchers embarked on this study in order to define a framework to ensure improvement of BPR in financial institutions. The framework should assist in providing guidelines when conducting BPR activities and will enable plans for BPR projects in terms of knowing which skills and roles to source for these projects. Method: A conceptual BPR framework was developed and BPR experts from financial institutions were then engaged to determine whether the framework would work. The engagements included understanding the challenges faced and how they could be combated, understanding the roles involved and determining if organisations had BPR frameworks in place. This subsequently led to a final framework being consolidated. Results: This study presents the recommended BPR framework that can be used by financial institutions to achieve success in their projects. The framework incorporates project management and change management processes and ensures alignment of BPR activities with the project phases. It also ensures that the activities are clearly stipulated and the roles performing the activities are clearly defined. It considers time management, planning aspects and effective communication within BPR projects. Conclusion: The proposed framework can be used by financial institutions to manage their re-engineering projects. This framework overcomes most of the known challenges and combines two disciplines, that is, project management and business process re-engineering.

Business process reengineering and Nigerian private sector organisations change management

The focus of this study was to examine the business process reengineering (BPR) and Nigerian private sector organisational change management. The relevant literature was reviewed. In the realisation of the objectives, the study adopted a survey research design. The target population of 460 was the workers of OsemVenture Plc. in Edo State. The study samples of 170 staffs that related to BPR project and cut across gender were taken from the target population. A structured questionnaire was distributed to 170 respondents but 155 replies were acknowledged making a response percentage of 91%. 5 of the responses were badly completed. Thus, the useable sample size was reduced to 150 and the response rate reduced to 88%. The data collected were analysed using percentages. The study revealed amongst others the key success factors of BPR. The paper concludes and recommends that effective communication channels should be vigorously put in motion for the success of the change management process.

Towards successful strategies to overcome BPR implementation issues: case of Sri Lanka

PurposeCurrently, most of the organisations that undertake business process reengineering (BPR) projects with the intention of enhancing their business performance are encountering several issues throughout their endeavours. As these BPR implementation issues are perceived as one of the key contributory factors leading to BPR project failures, it is crucial to adopt timely strategies to overcome these issues. Hence, this study is focused on identifying the strategies to be adopted to overcome BPR implementation issues.Design/methodology/approachFour case studies were conducted in organisations that have successfully implemented BPR projects within last five years. In total, 14 semi-structured interviews were conducted among the different stakeholders who got involved in the selected BPR projects for identifying the issues faced and the strategies that they have adopted during their project implementation.FindingsStudy derived twenty-seven issues faced by the Sri Lankan organisations during different phases of BPR projects, and forty-five unique strategies to deal with these derived BPR implementation issues.Originality/valueThis study contributes to the field by exploring the issues in implementing BPR projects that should be given enough consideration to ensure the success of BPR projects in the Sri Lankan context along with the strategies to overcome the issues encountered throughout them. It is expected that the findings of this study would be useful in ensuring the success of future BPR projects.

Developing a Model to Assess the Organizational Readiness for Business Process Reengineering Implementation (Case Study: A Manufacturing Firm)

Implementing the business process reengineering (BPR) projects needs essential organisational prerequisites. Lacking proper infrastructures and prerequisite cause harmful effects and make the BPR unprofitable. It is suggested to introduce the readiness assessment in order to decrease such risks and measure the company's tendency for BPR implementation. In this research, BPR implementation readiness assessing factors have been extracted from previous researches. The required data is gathered through questionnaires which distributed among 229 BPR, BPM, and quality management experts. The exploratory factor analysis (EFA) method was used to evaluate test score validity. Confirmatory factor analysis (CFA), structural equation modelling (SEM) methods and AMOS 18 tested the proposed model and determined the factors importance. Study results show that cultural factors, strategic factors, and project management factors are the most important factors to assess the organisational readiness for BPR implementation.

The Human Challenges of the Digital World: The Paradigm of Employee Expectations in the Banking Sector

The Human Challenges of the Digital World: The Paradigm of Employee Expectations in the Banking Sector

Causes of Business Process Reengineering Failure in the Kingdom of Bahrain and Saudi Arabia

Business Process Reengineering (BPR) has been one of the methodologies which aims at achieving a radical change that would drive the organization to new heights and assists it to harness its potential. Even though there are literature that marked lots of success stories in BPR projects, there are also other literature that cited a failure rate that reaches 70%. To investigate the reasons behind BPR project failure, secondary data from past literature relevant to our research provided a platform to devise a wide-ranging register of ninety one (91) potential contributors to BPR project failure. These factors were reproduced in a Likert type questionnaire to elicit the views of respondents and allow the researcher carry out causal analysis. The data collected in the empirical field research from Kingdom of Bahrain and Kingdom of Saudi Arabia which accounts for one hundred and ninety two (192) responses, it was diverse in terms of process, industry, managerial position, company size and others. The analysis showed that the improper reengineering of IS legacy systems, ineffective process redesign problems, IT investment & sourcing decision, training problems and ineffective use of consultants are the most significant contributors to a BPR project failure whereby these factors can collectively explain about 69.8% of the variation in the BPR project failure. IBM-SPSS software was used in the data analysis phase of this work.

BPM and change management

PurposeThe purpose of this paper is to focus on the implementation of an ambidexterity strategy in a large Italian Company that works in the energy field. The aim of the study is to understand how contextual ambidexterity has been achieved during a business process management (BPM) approach by describing the main variables that interacted during the project implementation.Design/methodology/approachThe authors based their study both on primary (direct observation and interviews) and secondary (company manuals, books and procedures) qualitative investigations of BPM approach based on three business process re-engineering (BPR) projects and nine total quality management (TQM) projects, focused on change team behaviors, dynamics and dialogues.FindingsThe authors observed that the implementation of simultaneously radical and incremental change projects has been influenced by the exploration and exploitation activities related to every single TQM and BPR project considered. The findings suggest that the overall project has been influenced by four main underlying variables, which are task specialization and systems interoperability (knowledge transfer), identity and leadership (knowledge conversion) and two output variables (ambiguity and feedback to change), that, by interacting, enable ambidexterity.Research limitations/implicationsBPM is an important option to consider within the ambidexterity theory, being conceptually conceived as an approach in which TQM and BPR actually complement each other. Moreover, the results contextualize the importance of the change management team (CMT) to manage the connections between knowledge creation and refinement, and vice versa, depending particularly on the knowledge conversion process enabled by a flexible team culture. The focus of the study is mainly at the BPR and TQM project level. The authors consider structural ambidexterity and its enabling mechanisms as the framework in which BPM is implemented. Moreover, research limitations are related both to the specificity of the context, a large, highly specialized and mechanistic company and to the qualitative approach that may reduce the generalization of the empirical results.Practical implicationsManagers need to be cognizant and aware both of the BPM techniques, in order to sustain ambidexterity, and of ambiguity and change feedback as variables that enable the effective connection of the different steps of innovation or refinement strategy and, therefore, of ambidexterity. Moreover, the contextual factors such as leadership and people identity should be considered and managed as important variables related to change.Originality/valueThe originality of this paper is related to improving the understanding of how to implement the theoretical concept of ambidexterity in a real world organization, by providing new evidence that highlights the importance of contextual ambidexterity within a structural ambidexterity strategy during a BPM project.

Application of formal methods to modelling and analysis aspects of business process reengineering

PurposeBusiness process (BP) reengineering is defined as reinventing BPs either structurally or technically to achieve dramatic improvements in performance. In any business process reengineering (BPR) project, process modeling is used to reason about problems found in existing (as-is) process and helps to design target (to-be) process. BP model notation is a widely accepted standard for process modeling. “Expressiveness” and “missing formal semantics” are two problems reported to its modeling practices. In existing studies, solutions to these problems are also proposed but still have certain limitations. The paper aims to discuss this issue.Design/methodology/approachIn proposed methodology, a meta-model is formally defined that is composed of commonly used modeling elements and their well-formedness rules to check for syntactic and structural correctness of process models. Proposed solution also check semantics of process models and allows to compare as-is and to-be process models for gap identification which is another important aspect of BPR. To achieve the first goal, Z specification is used to provide formal specifications of modeling constructs and their rules and Z3 (an SMT solver) is used for comparisons and verifying properties.FindingsProposed method addresses both “expressiveness” and “missing formal semantics” of BPR models. The results of its evaluation clearly indicate that using formally specified meta-model, BPR model is syntactically and structurally correct. Moreover, formal modeling of BPs in Z3 helped to compare processes and to check control flow properties.Research limitations/implicationsAlthough the proposed method is tested on an example that is widely used in BPR literature, the example is only covering modeling elements which are part of the proposed subset and are reported in literature as frequently used modeling elements. A separate detailed study is required to test it on more complex systems.Practical implicationsSpecifying process models using Z specification and Z3 solver requires certain expertise.Originality/valueThe proposed method adds value to BPR body of knowledge as it proposes a method to ensure structural and syntactic correctness of models, highlighting the importance of verifying run time properties and providing a direction toward comparing process models for gap analysis.

Implementing Business Process Reengineering (BPR) in Government Organization

Government organizations can use Business Process Reengineering (BPR) to enhance their performances in terms of reducing processes’ cost and cycle time, increasing service quality, and increasing customers and employees satisfaction. However, the implementation phase of BPR pointed as the most challenging. Thus this study tried to study the factors that leads to delay BPR implementation in government organization case of Afar region sector bureaus, Ethiopia. In this research, concurrent triangulation strategy of mixed method research design adopted. Survey, interviews and document review strategy of inquiry have been used. Totally 160 respondents taken as respondents for the survey. The interviews have been made with individuals who have served as design team members of the region. The document review is made by acquiring BPR project reports from the region.Results of the study showed that the region used BPR to reduce the processes cycle time and cost, to increase service quality, customers’ satisfaction, and employees’ satisfaction. However, the region faced challenges to implement the redesigned processes. The factors impended to successfully implement BPR in the region categorized as top management support factors, change management factors, organizational factors, BPR project management factors, information technology factors (IT) and country related factors.

Organizational enablers of business process reengineering implementation

PurposeThe purpose of this paper is to investigate the main organizational factors that contribute to the successful implementation of business process reengineering (BPR) in the Egyptian banking sector. These factors include management commitment, information technology (IT) infrastructure, people management, change readiness, centralization and formalization.Design/methodology/approachThe key organizational enablers were identified through an extensive literature review. Then, statistical analysis was carried out based on data collected, using a questionnaire instrument, from 184 managers employed in 38 banks operating in Egypt.FindingsThe results of the study indicate that management commitment, IT infrastructure, people management, change readiness and organizational structure with a low degree of formalization are critical enablers for implementing a successful BPR program within the Egyptian banking sector.Practical implicationsThe results may support managers of banks in identifying and assessing the influence of integrating organizational factors that facilitate or hinder the successful implementation of BPR.Originality/valueSince 2004, the Egyptian banking system has involved in major reform programs and many BPR efforts. Much research effort is required to investigate the BPR projects within the Egyptian banks in order to develop a concrete base of knowledge and understanding of the nature of BPR and factors that support its successful implementation. Moreover, there is an insufficiency of empirical studies regarding the implementation of BPR within the Egyptian service sector. The current study fills this gap by exploring and examining the main organizational factors affecting BPR implementation in a developing country.

A process for successfully implementing BPR projects

PurposeThe purpose of this paper is to analyse the business process reengineering (BPR) implementation process adopted by organisations grounded in the actual project-level realities. The findings are used to propose a BPR implementation process that can be adopted by organisations to effectively reengineer their processes.Design/methodology/approachA thorough literature review was used to first develop a conceptual BPR implementation process comprising three key phases and five steps. Then, four case studies were conducted in organisations that have successfully undertaken BPR projects to explore the actual project-level implementation processes. Semi-structured interviews were carried out with respondents who have been actively involved in the different steps of the BPR implementation processes to collect data within the selected organisations.FindingsAltogether 30 activities which are to be carried out throughout the BPR implementation process were identified. Findings disclosed that the minor differences in the activities being performed throughout the BPR implementation process are due to the lack of homogenous characteristics, i.e. type of the process reengineered, form of reengineering and approach for implementing BPR projects.Originality/valueThis paper puts forward a comprehensive view on the BPR implementation process including the key phases, steps and the sequence of activities to be followed. In doing so, the paper addresses a clear gap in literature that calls for a comprehensive model to assist during the BPR implementation to achieve the desired results.

Organizational Enablers of Business Process Reengineering Implementation: An Empirical Study on the Service Sector

The purpose of this paper is to investigate the main organizational factors that contribute to the successful implementation of business process reengineering (BPR) in the Egyptian banking sector. These factors include management commitment, information technology (IT) infrastructure, people management, change readiness, centralization and formalization.,The key organizational enablers were identified through an extensive literature review. Then, statistical analysis was carried out based on data collected, using a questionnaire instrument, from 184 managers employed in 38 banks operating in Egypt.,The results of the study indicate that management commitment, IT infrastructure, people management, change readiness and organizational structure with a low degree of formalization are critical enablers for implementing a successful BPR program within the Egyptian banking sector.,The results may support managers of banks in identifying and assessing the influence of integrating organizational factors that facilitate or hinder the successful implementation of BPR.,Since 2004, the Egyptian banking system has involved in major reform programs and many BPR efforts. Much research effort is required to investigate the BPR projects within the Egyptian banks in order to develop a concrete base of knowledge and understanding of the nature of BPR and factors that support its successful implementation. Moreover, there is an insufficiency of empirical studies regarding the implementation of BPR within the Egyptian service sector. The current study fills this gap by exploring and examining the main organizational factors affecting BPR implementation in a developing country.