Effects Of Business Process Reengineering Research Articles

The Effect of Business Process Reengineering (BPR) and Service Quality with Technology Utilization on Educational Institutional Performance through Stakeholder Satisfaction

This study aims to analyze the effect of Business Process Reengineering (BPR) and service quality with the use of technology on the performance of educational institutions at the National University, with stakeholder satisfaction as an intervening variable. The research methodology uses a quantitative approach with data collection through surveys to various stakeholders of the National University, including leaders, lecturers, education personnel, students, and parents, with a total sample of 200 people. The results showed that Business Process Reengineering (BPR) significantly improves educational institutions' performance, reflecting increased operational efficiency, reduced costs, and improved quality of educational services. In addition, the utilization of appropriate and integrated information technology in educational services also shows a significant influence on the performance of educational institutions, as seen in increased student and staff satisfaction and reduced operational time and costs. Implementing BPR also increases stakeholder satisfaction as more efficient processes and better services meet their expectations and needs. Similarly, service quality with effective utilization of information technology increases stakeholder satisfaction through faster service, easy access to information, and simpler administrative processes. This stakeholder satisfaction, in turn, affects the performance of educational institutions as satisfied stakeholders tend to provide more significant support, thus improving the institution's overall performance. Finally, stakeholder satisfaction mediates the relationship between BPR and service quality and technology utilization in educational institutions' performance, indicating that combining BPR and information technology significantly improves institutional performance through increased stakeholder satisfaction.

BUSINESS PROCESS REENGINEERING AND SERVICE DELIVERY IN HUDUMA CENTERS IN KENYA

Purpose: Most public service institutions are generally different in design and operation compared to several years back. The advances in technology and consumer demand have resulted to public institutions adjusting periodically. New technological development has pushed most governments to modernize their systems in order to address their citizens ' demands for reliable and efficient services. As such, the Huduma Program of Kenya was launched in 2013 as a framework through which, a variety of channels advancing citizen-centric public services are supported through the use of digital technology at one stop centres throughout the country. The purpose of the study is to examine the effect of Business Process Re-engineering on service delivery in Huduma centers in Kenya.
 Methodology: The methodology used by the researcher used both quantitative and qualitative through the administration of questionnaires that were used as a data collection tool to study a target population of 51 Huduma Centres across the 47 counties in Kenya and an entire population of 153 respondents working at the management level in all operational Huduma centres in Kenya. Hypotheses were tested using regression analysis and Pearson’s Product Moment Correlation analysis. The study findings were presented in both tables and figures.
 Findings: the study findings revealed that the Huduma centers conduct frequent evaluations of their business processes that affect the delivery of public services they offer. Findings established that Business Process Reengineering practice has statistically significant effect on public service delivery with a p value (0.000) which was less than the conventional probability of 0.05 significance level. The results implied that business process re-engineering is a good predictor of service delivery. The findings have also recognized the role of business process re-engineering as a critical factor affecting one stop shop operations in Kenya. However, there is a need to re-examine the present processes involved, analyze them, and redesign them to be more efficient and cost-effective. These practices must be positive in character in order for citizens to easily use government services. As a conclusion, the results have addressed the knowledge gap in the administration of the Huduma Centres in Kenya.
 Unique Contributions to Theory, Practice and Policy: The study recommended that to enable institutions to redevelop their business procedures through the acknowledgement of which business processes are obsolete and can be eliminated, group related operations, substitute old machines with others, retain gangways and hold business sectors with high frequency.

Effects of Business Process Reengineering on Organisational Performance in the Food and Beverage Industry in Nigeria

This study examined effects of business process reengineering (BRP) on organisational performance in the food and beverage industry in Nigeria. The study adopted survey research design and multistage sampling methods. It utilised primary data generated thorugh a questionnaire for the research. Multiple regression analysis was employed to analyse the data. On the hypothesis one, the findings showed that organisational resources and process function have negative and insignificant effect on competitive advantage but innovative thinking has a positive and significant effect on competitive advantage. On the hypothesis two, all the components of business process reengineering (organizational resources, innovative thinking and process function) have positive and significant effect on operational performance. Thus, the study concluded when organizational resources, innovative thinking and process function are combined together as business process reengineering components, they enhance organizational performance in the food and beverages industry in Nigeria. The study suggested that Food and Beverages firms should continue to formulate policies that will encourage innovative ideas from all stakeholders of the organizations in order to continue to achieve competitive advantage and experience sound operational performance. The process function of the organization should continue to be designed and redesigned so that they enjoy smooth operational performance, obtain new resources and upgrade the existing ones so that the firms could achieve competitive advantage. The process function and organization resources need to be evaluated and appraised from time to time to know or detect any lapses that may hinder the firms from attaining their short and long term business goals.

Business Process Re-Engineering and Profitability in the Nigerian Oil and Gas Industry: The Mediating Influence of Operational Performance

The aim of this study was to operationalize and test a conceptual model to measure the effect ofBusiness Process Re-engineering (BPR) implementation on profitability in the Nigerian oil and gas industry.Based on a framework from Al-Mashari and Zairi, these objectives were achieved using the followingprocedures: reliability and validity analysis, factor analyses (exploratory factor analysis-EFA andconfirmatory factor analysis-CFA) and Structural Equation Modelling (SEM). The model contrived thereforeconfirmed the positive influence of BPR on profitability, as well as the mediating influence of operationalperformance in the Nigerian Oil and Gas industry. Specifically, the structural model shows the positive effectof organizational structure and IT Infrastructures on both profitability and operational performance.However, SEM failed to establish the relationship between management competence and support andprofitability. The study is expected to enhance the adoption and successful implementation of BPRprogrammes in the oil and gas industry.

The Effect of Business Process Re-Engineering on Organizational Performance: The Mediating Role of Information and Communications Technology

The purpose of this study is to attempt to highlight the factors of business process reengineering (BPR) processes that effect on organizational performance in the Drivers and Vehicles License Department (DVLD) in Jordan through using ICT as a mediating role. From previous studies, five factors of BPR were adopted for this study, including "Ability to change, Selecting BPR Methodology, Organizational Culture, BPR strategic alignment, and Top management support ". ICT was used as an intermediary role for this structure to promote organizational performance. The study used the PLS software to analyze the basic relationships amongst the most relevant combinations between BPR, ICT, and Organizational Performance with a total of five constructs. As a result of the findings of operational, middle, and top levels (n=124) working in Drivers and Vehicles License Department (DVLD), it was awarded the King Abdullah II Award for Excellence in Jordan for 2018. It was found that there was a strong and statistically positive significant relationship between several variables of business process reengineering and organizational Performance by using the ICT as a mediating variable.

Business Process Reengineering Resources and the Performance of Quoted Brewing Firms in Nigeria

The study examined the effect of Business Process Reengineering (BPR) resources on the performance of brewing firms in Nigeria. Following the Kassahun (2012) BPR perspectives, the study grouped BPR resources into financial, human and technological resources. A sample of 746 employees was randomly selected from a population of 3500 from five brewing firms quoted in the Nigerian stock exchange. The Likert-type instrument of five-point scale used for data collection has a Cronbach alpha coefficient of 0.85. The percentage frequency was used to examine the baseline information of BPR variables in brewing firms in Nigeria while OLS regression model analysed the effect of BPR on the performance of brewing firms in Nigeria. The study results showed that financial and technological resources were in adequate usage while human resources were moderate. Also, the performance of brewing firms in Nigeria at present is scored high in the five-point rating. The regression result indicated that BPR resources have 94% significant effect on the performance in brewing firms in Nigeria. Specifically, a positive influence was established such that financial resources (63%) has more influence, followed by human resources (20%) and then technological (19%). This implies that the use of resources is a veritable strategy to enhancing firm performance. Firms that follow the present wave of technological innovations will enhance their competiveness and survival rate. The study therefore concluded that BPR is a veritable tool to enhancing employee satisfaction, team work and cooperation, quality of service delivery as well as attainment of organizational strategic goals in brewing firms in Nigeria. The study however, recommended that firms in the brewing industry and other allied manufacturing firms should employ its resources in an adequately proportionate manner.

Business Process Re-engineering: A Panacea for Reducing Operational Cost in Service Organizations

Organizations in today’s business environment struggle on how to reduce operation cost in order to set prices that can be afforded by many customers while obtaining reasonable profit. In order to reduce Operational Cost, service organizations have been working hard to identify techniques that facilitate business processes improvement for reduced Operational Cost. In so doing, the global literature indicates that service organizations adopt Business Process Re-engineering technique as a panacea of reducing Operational Cost. Despite a documented potentiality of Business Process Re-engineering technique, there are mixed empirical results, findings and conclusions regarding the effect of Business Process Re-engineering on Operational Cost. Therefore, this paper aimed at assessing and explaining effects of BPR on Operational Cost. The study used cross-sectional survey design to investigate the effect of BPR on Operational Cost. Intensive literature review enabled the construction of structural measurement model, formulation of testable hypotheses and operationalization of constructs. In order to test the model and hypotheses, data were collected from ninety five (95) service organizations in Tanzania. Results of the study reveal that BPR and delivering speed have no direct effects on Operational Cost; they indirectly affect Operational Cost through the mediations of service quality. Therefore, BPR influences first both service quality and delivery speed in affecting Operational Cost of service organizations. It is now recommended that service organizations should use Business Process Re-engineering as panacea of reducing Operational Cost.

A unique fuzzy simulation approach for concurrent improvement of customer satisfaction in integrated information and production processes with ambiguity

In a real business process, the parameters for probability distributions are unknown or ambiguous. Therefore, conventional modeling of these systems using deterministic parameters is questionable. Fuzzy simulation enables modeling uncertainties in such systems. The objective of this study is to model and improve concurrently the performance of integrated information, business, and production process of a manufacturing system using fuzzy simulation. Here, performance is defined as customer satisfaction. The superiority of the fuzzy simulation approach over conventional models used in prior studies is discussed. The integrated fuzzy approach in this study enables evaluating customer lead times in six dimensions with uncertainties considerations. Major effects of business process reengineering and information technology are evaluated before the actual implementation. The comparison results indicate that the fuzzy model is closer to the actual system. This is the first study that presents an integrated fuzzy model for improvement of customer satisfaction in integrated information, business, and production processes with ambiguity.

The application and effects of BPR in intravenous infusion center for out patients

Objective To explore the application and effects of business process reengineering （BPR） in intravenous infusion center. Methods To analyze and compare retrospectively the effects before BPR with those after BPR for 240 cases. Results Infusion volume per day before BPR was （323.0 ± 8.0） person, and （452.0 ± 7.0） person after BPR, and the difference was significant （ t = 47. 000, P 〈 0. 01 ）. Degree of satisfaction was 92.08% before BPR and 98.75% after BPR, the difference was statistically significant （ x^2 = 12. 195, P 〈 0. 05）. Conclusions After nursing business reengineered in intravenous infusion center, nursing efficiency rates were increased and nursing defect rates, infection rates in hospital and nursing cost were significantly decreased, its worthy of spreading in the clinic. Key words: Outpatients department; Hospital; Business _ process_ reengineering; Intravenous infusion

In this issue

In this issue

Design of the integrated information system, business, and production process by simulation

AbstractThe objective of this study was to integrate the information, business, and production process of a powder coating manufacturing via computer simulation. Previous studies considered only conventional customer lead‐time, which is defined as customer lead‐times to receive goods or services. The integrated approach of this study is capable of evaluating customer lead‐times in six different dimensions. Furthermore, the integrated simulation approach considers conventional customer lead‐time (from when the customer places an order) in addition to five other customer indices. This is the first study to consider the integrated modeling of the information, business, and production process. Previous studies mostly considered individual simulation modeling of production system, information system, or business system in various settings. It is claimed that by integrating information and business systems and production systems through simulation, major and minor organization and production issues become visible. This study also shows perceived improvements through integration of the information system and production process modeling. In summary, the unique features of this study are 3‐fold. First, the integrated approach of this study identifies major bottlenecks of the production process and information system and business process concurrently. Second, the integrated approach models and produces several dimensions of customer satisfaction. Finally, the integrated approach allows the effects of business process reengineering and information technology to be evaluated before actual implementation. In addition, by integrated modeling of this study the hidden and concurrent effect of the business and production processes are identified and improved.

BUSINESS PROCESS REENGINEERING: CONCEPTS CAUSES AND EFFECT

Some people made a wrong concept about Business Process Reengineering (BPR). Some were misunderstanding about the BPR term. In other way, so many researches were introduced to describe a better definition about BPR. The thinking about concepts, causes, and effect of BPR will make a new perception about the term of BPR itself as a better methodology instead of the other Quality Management Methodology such as Total Quality Management (TQM), Just In Time (JIT), etc. This paper will mention the context of BPR in some of case study's journal.

Compensation consequences of reengineering.

The effects of business process reengineering (hereinafter reengineering) on the worth of jobs in 2 separate branches of a beverage and food distribution company were investigated. Using job descriptions gathered before and after a reengineering change effort, student raters were asked to rate each position on the 3 Hay dimensions: accountability, know-how, and problem solving. Know-how and problem solving rose significantly in the reengineered branch compared to the control branch. Results indicate that total Hay points in the reengineered branch were 26% higher than the control branch after the changes. Implications of these changes for reengineering are discussed.