Business Process Reengineering Models Research Articles

Model Business Process Reengineering dan Integrasi Pelaporan pada Pengendalian Intern

Internal control practices through assurance activities such as audits, reviews, evaluations, and monitoring; and consulting activities such as providing input, facilitation, and training have not been integrated with each other, thus affecting the effectiveness and efficiency of internal control. Likewise, internal control reporting has not been integrated to external partners, which affects the quality of follow-up on the results of internal control activities. This study aims to initiate a model for implementing business process reengineering in integrating government internal control and finding a form of integrating internal control reporting to external partners to create certainty of follow-up on supervision results. The research method used is qualitative with a conceptual approach and case approach. The results showed that the business process reengineering model can be carried out by integrating assurance activities such as reviews, audits, evaluations, and monitoring with consulting activities such as providing advice, training, and agency facilitation into an integrated and connected system. The results also show the form of integrating agency performance reporting in integrated internal control in independent state institutions such as the Ombudsman and the State Civil Apparatus Commission, and an integrated internal control financial audit reporting system in independent state institutions such as the Corruption Eradication Commission and the Supreme Audit Agency. Keywords: Business Process Reengineering Model, Internal Reporting, Integration Control System

Business process reengineering for designing a knowledge-enabled customer-centric competitiveness strategy

PurposeThe study aims to design a holistic multi-stage hierarchical model that leverages the firm's knowledge-enabled distinctive core competencies (DCCs) and builds enduring and profitable customer relationships to achieve sustainable competitive advantage (SCA) in dynamic and challenging environments. It developed a knowledge-enabled customer-centric competitiveness strategy (KCCS) model that integrates four pillars: business process reengineering (BPR), knowledge management (KM), customer relationship management (CRM) and competitiveness strategy. It also proposed a BPR model to enable cross-functional cooperation and coordination for firms dealing with customers, provided a blueprint for KCCS's successful implementation and compared the KCCS model with other customer-centric (CC) approaches.Design/methodology/approachThis study adopted an exploratory research design based on a literature review of relevant studies. It has systematically analyzed 130 articles and books from Scopus, the Web of Science, Google Scholar and other renowned databases from 1982 to 2022. The analysis involved identifying and selecting relevant literature and conducting thematic research to develop a theoretical KCCS model that integrates BPR, KM, CRM, competitiveness strategy and the firm's SCA into a KCCS model.FindingsThis study developed an integrative KCCS theoretical model rooted in the extant literature in BPR, KM, CRM, competitiveness strategy, DCCs, SCA and other fields. The study proposed a BPR model as a significant component of KCCS that enables cross-functional cooperation and coordination, which are often troublesome for firms in their dealings with customers. The study also provided a blueprint for successfully implementing the KCCS model and compared the KCCS model with other CC approaches.Originality/valueThis study filled many research gaps in the literature in which knowledge-enabled CC frameworks are widely scattered. It offered a conceptual multi-stage hierarchical KCCS model that combines interrelated elements of BPR, KM, CRM, and competitiveness strategy. It proposed a BPR model as a significant component of the KCCS that enables cross-functional cooperation and coordination, which frequently form barriers when dealing with customers. It also provided a blueprint for successfully implementing the KCCS and compared it with other CC approaches.

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.

PRISM-Process Reengineering Integrated Spiral Model: An Agile Approach to Business Process Reengineering (BPR)

Over the past two decades, business process reengineering (BPR) has become a popular approach to improve theefficiency and effectiveness of organizations. An examination of relevant BPR literature reveals that availableBPR models that have been widely in use have some serious limitations and fail to take into considerationhuman factors and change management aspects. Both academic researchers and industrial practitioners haveacknowledged the existence of this theoretical gap. This article proposes a BPR model that is named processreengineering integrated spiral model (PRISM). PRISM is a systematic agile model that would improve thechances for organizations to successfully carry out BPR initiatives and projects.

Critical analysis of existing business process reengineering models: towards the development of a comprehensive integrated model

Over the past two decades, business process reengineering (BPR) has been one of the most popular approaches to improving the efficiency and effectiveness of an organisation. However, a review of the relevant literature reveals that available BPR models that have been widely in use have some serious limitations and fail to take into consideration the human factor and change management. The theoretical gap identified in academic research is also reflected in industrial practice. This article analyses existing BPR models in order to set the stage for the development of a comprehensive integrated model to address their theoretical deficiencies. The article will provide an overview of the main issues, limitations and challenges of existing BPR models. The limitations will then be itemised, described and analysed to provide evidence for the need of a more systematic model that would help organisations to successfully carry out BPR initiatives and projects.

KM-oriented business process reengineering for construction firms

Abstract This study develops a KM-oriented BPR model by combining Knowledge Management (KM) with Business Process Reengineering (BPR). In addition to improving weak/complicated processes in construction firms, this integrated model merges KM on routine process operations, and therefore enhances business competitiveness and promotes company innovativeness. This study developed and represented business processes based on a modified Architecture of Integrated Information System (ARIS). Furthermore, this study pioneered the application of single- and double-loop KM learning to analyze business operation processes, allowing process effectiveness and service gaps to be identified via the knowledge/activity/process-target Achievement Matrix and Knowledge-Life-Cycle constructing sheet. A KM-oriented process was then redesigned and developed based on process analysis results. The research possibilities were identified and tested by validating the model using a real case study. This study establishes a new direction for future KM-oriented process reengineering research.

ANALYSIS AND EMPIRICAL STUDY ON THE IMPETUS AND RESISTANCE OF BPR BASED ON A MECHANICAL DYNAMICS MODEL

This paper provides concrete support for business process reengineering (BPR) related decision-making, through analysis of the mechanism of impetus and resistance. We categorize the impetus and resistance according to their domains. We then construct a dynamic model of BPR by using the principles and methods of systems analysis, in conjunction with the theory of mechanical dynamics. On this basis, dynamics analysis of the two forces was carried out and the mechanism of effect was also discussed. In the case study, experimental analysis of BPR in CF Company was carried out with the proposed model. The results showed that the model is applied to analyze the impetus and resistance in BPR as important input into the decision-making for BPR, thus compelling to implement BPR for the enterprise.

An Enhanced Business Process Re-engineering Model for Supply Chain Management and a Case Study

To gain competitive advantage and achieve profitability, companies are globalizing at a phenomenal rate. Given that organizations are moving toward leaner and specialized units, and forming more alliances, supply chain management on a global scale has assumed greater importance. To facilitate these shifts, process improvement strategies are becoming commonplace. Information Technology (IT) enabled Business Process Re-engineering (BPR) results in substantial improvements in organizational effectiveness and efficiency, especially when applied to Supply Chain Management (SCM) processes. However, the existing BPR models that could help guide SCM process initiatives are limited in scope. As such, we introduce an 8- step SCM-BPR model based on existing BPR and SCM models and the best practices of BPR implementations. We initially validate our SCM-BPR model using a case study of a multinational enterprise headquartered in Hong Kong. This case study shows the impact of BPR on supply chain processes and how IT infrastructure enables business process redesign to create sustainable competitive advantage. We also draw some salient conclusions from the case study, which could provide guidelines to managers for "BPR in SCM" initiatives.

Business process reengineering and the management accountant

This paper focuses on Business Process Reengineering (BPR), an important aspect of organisational change management techniques and the major role of the management accountant in achieving organisational goals and objectives through actively participating in BPR. It reports a research study on an empirically tested model of BPR.

Allying business process reengineering with strategy: a new perspective for BPR

Since the early 1990s, business process reengineering (BPR) has become a buzzword around the world. Of the BPR methods and models suggested, the majority have put much attention on redesigning processes to improve the defined process performance. Those that stress the importance of strategic process reengineering focus more on the idea that redesigning should be embarked upon and implemented on a broader scope (cross- functional) in order to obtain greater pay offs, whereas the impact of BPR on strategies is paid less attention. In this paper, we propose a broader application of BPR to the enterprise and, consequently, stress the importance of BPR with respect to strategies and the role of strategic directions in light of BPR. Thus, we develop a conceptual BPR model that links a firm's long-term strategy, with a real-world example.

A consolidated methodology for business process reengineering

Business process reengineering (BPR) advocates the redesign of business processes using enabling information systems (IS) to achieve dramatic improvement in business performance. The great interest in BPR has resulted in a rapid explosion of BPR models, methodologies, tools and techniques. The plethora of published literature is huge and potentially confusing to both researchers and practitioners. This paper proposes a framework to organise the published literature. It then consolidates the various BPR methodologies, tools, techniques, and critical success factors into a generic BPR methodology that will be useful to managers interested in reengineering their firms. The consolidated BPR methodology presents a more complete approach to BPR.

Synergy Between Business Process and Systems Reengineering

Business process reengineering (BPR) and systems reengineering (SR) often are implemented separately, in an uncoordinated fashion. Yet practitioners realize that BPR can be informed by SR and that SR can benefit from the application of BPR concepts. This article presents an integrated BPR and SR model that exploits the synergy of integrated BDR and SR. the model has been applied successfully in practice and shows how to tailor this model to meet each organization's situation.

Development of a business process re-engineering model applicable to the public sector

(1998). Development of a business process re-engineering model applicable to the public sector. Total Quality Management: Vol. 9, No. 4-5, pp. 160-163.

Conceptualizing business process re-engineering

Examines business process re‐engineering (BPR) from a theoretical standpoint. Elaborates on antecedent concepts to the BPR construct and highlights their usefulness in strengthening the conceptual foundation of BPR. Develops a model of BPR based on the elements of process, radical transformation and sociotechnics interaction, increasing the level of sharing and collaboration and reducing the number of sequences within organizational processes. Notes that these change forces provide direction and impetus to BPR‐based change initiatives. Describes a framework for translating issues, such as those encapsulated by the people and organizational culture dimension.