Implementation Of Reengineering Research Articles

Modern sociological approaches to innovation research (critical review)

This article examines sociological research of innovations and prospects for considering innovations in a joint sociological. The article analyzes complex innovations, with a large number of various amenities available for distribution and territorial entities. Based on the analyses of current writers on the traces of innovations in the articles, it will be concluded that the agreed will weigh on innovation and will mean in the story and the saying of the Ecos in which innovations are generated and in the framework where the exploration of assets is carried out intrigued in the coordination of the process of economic development of a particular territory. Based on an extensive range of information, the authors inform the priority schemes for the development of both innovations and innovative ecosystems. Paying attention to the prospects for the practical implementation of innovative systems. Different attention in the work is dominated by an active - network approach to the search for innovations, which allows us to consider the prospects for the development of their innovations. Also, the article sends out research, agreed prospects for the use and examples of new technologies and their differentiation in specific cases, and it is possible to conclude about the implementation of communication and prospects for interaction within the innovation system for the implementation of reengineering of innovation.

Challenges of Business Process Re-Engineering Implementation in Nigerian Banking operations

Challenges of Business Process Re-Engineering Implementation in Nigerian Banking operations

Information Technology as Catalyst for Value Re-Engineering Implementation in the Nigerian Construction Industry

Technological development has placed pressure on construction industry. Reviewing its activities due to an increase in a globally competitive market has manifested from the construction environment’s changing need to meet customer satisfaction. These pose challenges to many construction industries in developing countries to improve the quality of the product produced to meet the customer’s needs. The study aims to examine the impact of information technology (IT) application on value re-engineering (VRE) implementation that gives rise to customer value addition, through enhanced profitability performance and cost reduction for the construction industry to offer benefits for customers to achieve satisfaction. Using purposive sampling techniques, the subjectivist methodology was utilised to establish critical success factors in 40 purposefully sampled building construction operators within Abuja, Nigeria. The result further revealed that quality design and collaborative working among the VRE practitioners help the customer to derive the benefit of waste reduction by achieving a value-added perspective using high technology that influences both design and construction operations for the project. Early dissemination of information and design adequacy reduces pressure on both materials and labour scarcity. Finally, there is a significant need for the construction process to be re-engineered through the utility of change enablers and the introduction of assistive technologies like IT as drivers of VRE implementation on value addition that give rise to customer-derived benefits.

Особливості формування системи реінжинірингу бізнес-процесів підприємств з використанням цифрових технологій

The article researches the processes of reengineering business processes of enterprises, as well as the digital transformation of business processes, its role and importance in the activity of the enterprise, consideration and practical application of approaches to their optimization and reengineering. Reengineering is defined as a fundamental rethinking and restructuring of a business to improve important indicators such as cost, quality, service level, speed of work, finance, marketing, information system construction, etc. The formulated goal of reengineering, which is that all sides of the business work efficiently and the entire system of interactions is designed to achieve maximum effect. It should be noted that business process reengineering is the most fundamental and consists of four business process improvement methods. It is also often referred to as process innovation because its success depends largely on the innovation and creativity of the process improvement team. The main factors that can lead to the successful implementation of reengineering are identified, namely: management readiness for changes, understanding and faith in the final result, as well as a reasonable assessment of the risks associated with the implementation of the program. The digital transformation of business processes is considered, which can become an important step in increasing business efficiency and competitiveness. In particular, digital transformation can help an enterprise reduce costs, improve efficiency and product quality, establish interaction and cooperation between different departments and employees, and ensure competitiveness in the market. The content and optimization process of business process reengineering when applying digital transformation at the enterprise was formed, which involves not only the introduction of new technologies, but also the revision and optimization of outdated business processes.

Algorithm for business process reengineering in industrial enterprises

The present article delivers an analysis of the specific stages of reengineering implementation according to reengineering proponents and examines the strengths and limitations of the methodology developed by them. The analysis of the outlined stages of business process reengineering provides a detailed sequence of the stages of reengineering project implementation. The algorithm for business process reengineering is depicted in a block diagram which presents the summarized conceptual and structural components and the logical connections between the distinct steps of business process reengineering methodology which incudes seven stages: initiative for business process reengineering; diagnostics of existing business processes; business process redesign; implementation of redesigned business processes; summary and evaluation of business process reengineering efficiency; analysis and regulation.

Реінжиніринг бізнес-процесів як сучасний метод управління стратегічними змінами на підприємстві

In the conditions of post-crisis functioning, the enterprises come up against the task of ensuring the sustainability of development, which is possible due to the formation of an effective mechanism for managing changes at the enterprise. Reengineering is a complex of means, measures, methods, including appropriate information technologies designed to dramatically improve the main indicators of the enterprise's activity. The introduction of the reengineering of business processes as an innovative method of strategic change management is undoubtedly relevant in the conditions of the activity of domestic enterprises in unsteady market conditions.The main method of solving the problem is the introduction of effective measures to manage strategic changes to obtain a positive economic and social effect from the redesign of business processes on the example of JSC "AutoKrAZ". The purpose of the work is to research the reengineering of business processes as a modern method of strategic change management, which will ensure a qualitatively new level of performance indicators of the enterprise in the post-crisis period of its functioning. The scientific article developed a mechanism for managing adaptive changes. The algorithm of reengineering of the enterprise is proposed. The advantages of the use of reengineering tools and means of their implementation are formulated. The organizational and economic mechanism of reengineering of business processes of production enterprises was implemented. The model of business processes of the highest level for the conditions of functioning of JSC "AutoKrAZ" is considered.The methodological basis of scientific research is a modern method of scientific research, among them: logical, dialectical, method of generalization, complex and systemic approaches – for improvement of conceptual apparatus of research; economic and statistical analysis – to determine the analysis of the current state of industrial enterprises; methods of comparison, analysis, synthesis – for the analysis of peculiarities of experience in the implementation of reengineering in advanced organizations; methods of a comprehensive approach – to justify the provisions of domestic reform of economic and legal mechanisms of work of production enterprises. The introduction of structural changes is proposed regarding to simplification of hierarchy, decentralization of management, use of adaptive structures, improvement of vertical and horizontal coordination of activity, the formation of a new team of experts in change management, implementation of measures to overcome the crisis and ensure development, support rationalization, inventiveness, energy saving. SWOT-analysis of the business processes of the production sector of automotive-building enterprise was introduced on the example of JSC "AutoKrAZ" and its competitors.

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.

Reengineering of production processes and its impact on the financial situation and business performance of the company

Abstract The current competitive environment is only favourable to those companies that can cope with changes and use them to their advantage. The innovation of business processes is required to improve financial performance. Scientific works have not yet offered an effective solution to the monitoring of the impact made by process reengineering on corporate financial results. This work presents the case of a business process reengineering in a particular company to improve its performance. The results of implemented reengineering are analysed from the point of view of the impact made on the financial situation of the company. The paper aims to demonstrate the implementation of reengineering and evaluate its impact on the financial standing of a company and its performance. The practical application of reengineering was made according to Hammer and Champy methodology, which is based on the analysis of production processes in the company, the implementation of selected reengineered production processes and the evaluation of the reengineering impact on the corporate financial situation and performance. During the evaluation, the selected indicators of financial performance, activity indicators, the indebtedness indicator, business performance indicators as a cash flow to measure financial flows and the economic value-added (indicator EVA) were calculated and analysed. Subsequent to financial analyses and based on the selected indicators, the authors concluded that the implemented reengineering of the production process increased the performance and value of the company, which had a positive impact on the company’s financial situation. The funds spent on the proper implementation of the reengineering steps were effectively used, and the reengineering process was also timed. This contribution to the body of theoretic knowledge links the implementation of reengineering and the part of the financial analysis, which is related to the preparation, implementation and reengineering results.

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.

INTEGRATED APPROACH TO IMPROVING BUSINESS PROCESSES OF THE ENTERPRISE

The existing methods of improving business processes of the enterprise are considered. The use of short-term methods is focused more on the improvement of fragmentary processes within the functional specialized management structures with the aim of their unification and standardization within the framework of the ISO. They are most commonly applied in the concept of total quality management (TQM). The realization of long-term methods is aimed mainly at making significant changes in existing BP and designing their new types, which will correspond to the dynamics of the environment. The scientific and methodical recommendations for implementation of the integrated approach to improvement of the business processes, which involve the use of methods of quality management system, continuous process management and, if necessary, the implementation of reengineering is proposed. The approach is based on the implementation of two circles. The first circle provides for the following sequence of actions: introduction of a quality management system and application of its methods; application of continuous process management; reengineering business processes in the form of a systematic type – redesign of business processes. The second circle is related to the implementation of the reengineering "with a blank sheet of paper". It involves reengineering business processes; optimization of quality management system and implementation of continuous process management. The implementation model of the integrated approach to improving the business processes is based on Deming Shewhart Cycle, the so called PDCA "Plan-Do-Check-Act", taking into account and emphasizing the motivation of the staff (M – motivation), taking into account the leading role in the implementation of any methods and changes. Within the framework of the integrated approach, a system of appropriate methods for improving the BPs according to the stages of their improvement and the PDMCA cycle has been formed. The approach that is suggested will allow to provide systematic description, identification of all aspects of enterprise activity as well as to predict its behavior taking into account the factors of the competitive environment.

Unapređenje poslovnog procesa reinženjeringom kao koncept doprinosa poslovnom uspehu

In an unpredictable and turbulent economic environment, companies are faced with risks and uncertainty. The need for business success and the necessity of advancement and improvement is the starting point for achieving the best possible result in this economic game that is not easy and in which the rules of the game are changing. The goal is to achieve long-lasting profitability as an indicator of success. It can be achieved with the advancement and improvement of business processes, using reengineering with its advantages and effects. Implementation of reengineering glorifies the improvement of the business process. The success is subsequently reflected and multiplied, thus stimulating further contribution in national and international business frameworks.

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.

An investigation of the force and torque at profile sheet metal rolling-input data for the production system reengineering

The fundamental basis for implementation of reengineering is: experimental measurement of forces and torques on the rollers-tools production line for profile sheet metal forming. The paper presents the experiments of measuring forces and torques, modeling and simulation in the aim of redesigning the process of sheet metal forming, selecting of the optimal process of sheet metal forming for each forming module and totally for the production line and increasing productivity on production lines. In the experimental research forces and torques were measured on the rollers of forming modules for profile forming of sheets for different values of the input parameters of the process: material type σm, sheet thickness s and sheet width b. Based on the experimental results mathematical models were defined, which enabled the analysis and implementation of reengineering the production system.

Functions that cause affecting the implementation of reengineering in terms of economic impact

This paper work includes general financial parameters of small and medium enterprises which causal influence on the implementation of reengineering in transition economies through: management processes, Luirao marketing functions, functions of scientific research, the function of management approach in planning production, development and control aspects of business operations with the economic and financial effects. Based on these parameters the financial analysis of major economic indicators of application of reengineering in small and medium enterprises is shown. The design of small and medium enterprises through re-engineering must be comprehensive (systems approach) and that there is an effective methodology which depends on the specific enterprises Aspect of the analysis should focus on the cost of the company.

Critical Success Factors in Implementing BPR in a Government Manufacturing Unit – An Empirical Study

The purpose of this paper is to identify the critical success factors for Business Process Reengineering implementation of a government manufacturing unit. A questionnaire was designed and was mailed to government manufacturing units. The data extracted from the replies were used to perform the empirical analysis. Based on the results, a conceptual model was prepared. Hypotheses were developed to evaluate the impact of Critical Success Factors constructs on the overall performance of the manufacturing unit. The empirical analysis reveals that there is a substantial positive effect of the Critical Success Factors on the overall performance of the government units. Overall, the results showed that there is lack of coherency in implementing Critical Success Factorss in government units because of certain handicaps under which government agencies operate. Ironically these handicaps are practically unknown to private sector. Notwithstanding this, the government units can improve performance by adopting and adapting methodologies, some goals that have proven in private sector business. The research is subject to the normal limitations of survey research. The research can make a useful contribution to government units.

Business Process Reengineering Implementation: Developing a Causal Model of Critical Success Factors

Business Process Reengineering Implementation: Developing a Causal Model of Critical Success Factors

Impact of Relationship among the Fundamental Blocks in Production Process to implement Re-Engineering: An Empirical Analysis in SMEs

Change is now a general phenomenon of Business environment. Managements are compelled to adapt with the changes to survive. The term re-engineering rises to adapt with the changes in terms of the process of business. However, critics doubt about the fad of re-engineering as a number of Business Process Re-engineering (BPR) initiatives have failed. Tempt of object orientation is increasing regarding the implementation of re-engineering. This paper reveals the relative relationship among the fundamental blocks of production process regarding the implementation of re-engineering in the SMEs sector. Relationships have been identified empirically through the survey conducted in the SMEs (manufacturing) sector of Bangladesh.

Business process modelling, simulation and reengineering: call centres

PurposeThe purpose of this paper is to develop a flexible framework through which business processes can be modelled, simulated and reengineered in a cost‐effective way.Design/methodology/approachThis paper is mainly based on a review of the literature and the methodology is discussed in the context of a typical call centre business.FindingsReengineering business processes involve changes in people, processes and technology over time. In this paper, a flexible business process modelling, simulation and reengineering (BPMSR) approach is presented. Modelling starts with precisely defining model objectives and boundaries, and carrying extensive data analysis. Simulation modelling allows testing and analysis of different scenarios to understand their impact on a broader “system” and evaluate feedback before moving forward with reengineering implementation plans. The need for a flexible and adaptive methodology is stressed to augment efficiency and effectiveness of reengineering cycle.Originality/valueFlexibility and adaptability in the reengineering cycle are effective to identify early modelling incompatibility and simulation defects. It adds intelligence to BPMSR and accommodates for any technical or process changes that may subsequently arise. This approach is reliable for future process improvement or reengineering endeavours due to its flexible configuration, which can be adapted to both radical or incremental change.

Exploring the relationship between information technology and business process reengineering

This study examines a series of relationships between information technology (IT) and business process reengineering (BPR). Specifically, it argues that those aspiring to do business process reengineering must begin to apply the capabilities of information technology. This paper provides a summary of IT roles in initiating and sustaining BPR and examines several companies that have successfully applied IT to reengineering. The paper also addressees barriers to successful implementation of reengineering and identifies critical factors for its success.

USING THE MATRIX ADJUSTMENT METHODOLOGY TO IMPROVE MANUFACTURING PROCESSES

ABSTRACT A well-defined approach is crucial in process reengineering and impacts the implementation of reengineering. This paper proposes a methodology to aim reengineering manufacture processes effectively. The proposed Matrix Adjustment Methodology is mainly adopted from the modified Triangle Algorithm in the IDEF0 framework. The matrix adjustment has five phase: 1)building the Activity—Activity matrix and the Activity—Edge matrix; 2) reorganizing processes; 3)grouping the processes; 4)adjusting the processes within groups with the adjustment principles; 5) adjusting the processes cross groups with the adjustment principles. To verify the Matrix Adjustment Methodology, manufacture processes of a jacket manufacturer are applied and the simulation is involved. The results of simulation show the differences between the reengineering processes and the original manufacture processes by observing the production rate time and through put.