Business Process Reengineering Principles Research Articles

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.

Business Process "De-Engineering": Establishing the Value of the Human Auditor in an Automated Audit System

Automation in auditing is driven by the principles of Business Process Reengineering (BPR) whose default position is to eliminate labor. BPR assumes that assurance arising from human and technological inputs are substitutes and not complements. Until that hypothesis is validated, human auditors should not be perceived as expendable artifacts to be removed as quickly as possible. What is needed is a systematic exploration of what is the minimum human involvement for auditing to retain the trust of its stakeholders. In this paper, I propose that business process reengineering in auditing is complemented with what I call business process "de-engineering" (BPD). Whereas BPR asks how to remove workers from a predominantly manual process, BPD asks when adding a human would add value to a predominantly automated process. BPD in auditing focuses attention on the human/machine interactions in the audit process and will help determine their relative strengths and weaknesses.

Business Process “De-Engineering”: Establishing the Value of the Human Auditor in an Automated Audit System

ABSTRACT Automation in auditing is driven by the principles of business process reengineering (BPR), whose default position is to eliminate labor. BPR assumes that assurance arising from human and technological inputs are substitutes and not complements. Until that hypothesis is validated, human auditors should not be perceived as expendable artifacts to be removed as quickly as possible. What is needed is a systematic exploration of what is the minimum human involvement for auditing to retain the trust of its stakeholders. In this paper, I propose that business process reengineering in auditing is complemented with what I call business process “de-engineering” (BPD). Whereas BPR asks how to remove workers from a predominantly manual process, BPD asks when adding a human would add value to a predominantly automated process. BPD in auditing focuses attention on the human/machine interactions in the audit process and will help determine their relative strengths and weaknesses.

The Palestinian university administration in light of business process re-engineering approach

The purpose of this study is to identify the reality of the administrative process in the Palestinian universities in the light of Business Process Re-engineering (BPR). A stratified sample was selected randomly from the administrators and faculty members in the Palestinian universities during the academic year of 2006. Researchers used a questionnaire for data collection. The study revealed that estimates of the sample study compared to the realities of Palestinian universities administration were moderate; the estimates (50.9%) of the sample study indicated that Palestinian universities' administrators have not applied the principles of BPR.

E-health: applying business process reengineering principles to healthcare in Canada

Healthcare in Canada is facing many problems. The most publicised symptoms are excessive waiting times for patients, lack of access, high cost of delivery and medical errors. e-Health has been introduced as a potential solution for such problems. This research will explore the area of e-health and the technologies as well as the concepts that are included under its large umbrella. Bearing in mind that e-health is more than a set of technological applications, a business process reengineering (BPR) framework will be used to examine the application of particular BPR principles to address specific problems that are plaguing the Canadian healthcare system. The framework identifies the e-health technologies and processes that could best support the effective application of these BPR principles within a healthcare environment, as well as the key barriers impeding their implementation.

Business process reengineering and performance improvement

Previous researchers have investigated the principles of business process reengineering (BPR) and how firms approach this process. However, previous research makes no distinction among BPR projects in different organizational contexts. The present research investigates the BPR methods best suited for financial institutions. Based on a case study conducted in Chase Manhattan Bank, this research attempts to provide guidelines for BPR projects in financial institutions that will help them achieve dramatic performance gains. Chase BPR projects include four phases encompassing a wide scope of activities: energize, focus, invent, and launch. As seen in Chase BPR projects such as e‐fund disbursement cards and service charge reengineering, these efforts resulted in new products and services in addition to producing dramatic increases in revenue and operating savings.

Integration of BPR and TQM: Past, present and future trends

During the past decade, some efforts have been put forth by researchers towards integrating Total Quality Management (TQM) and Business Process Reengineering (BPR) principles. The results of the majority of research work carried out in this direction have been scattered and have not been applied in practice. In this context this paper is being brought out with the aim of reporting the literature survey conducted with the objective of evolving future direction of research imperatives for integrating TQM and BPR principles. The literature survey was carried out by using CD-ROM journal called Anbar Electronic Intelligence (AEI) (published by MCB University Press, UK) and by visiting the site maintained by Emerald Library, UK. On systematic analyses, it was found that the integration of BPR with the quality strategies identified in a theoretical Strategic Quality Management model would make a meaningful start in this direction.

Business process reengineering: an approach for process mapping

The goal of business process reengineering (BPR) is to achieve dramatic improvements in business measures of performance by radically changing the process design. This paper provides a structural definition of the redesign search space using the number of employee types and the number of activities. A systematic approach that combines some linear programming tools with unique BPR principles is then proposed to support the technical redesign of the current process. The approach is illustrated using a public firm process.

Re-engineering in East Asia: an examination of Chinese and Japanese business applications

Summary: Business process re-engineering (BPR) has been used widely to improve the performance of American and European businesses. As an economic downturn sweeps across East Asia, managers there are starting to apply the principles of BPR in their firms. This paper employs a cultural software model to examine how re-engineering fits the business cultures of Greater China and Japan. The role of information, the nature of business relationships and prevailing attitudes towards change are key factors that are shaping Chinese and Japanese business process re-engineering initiatives. The insights provided here will help in the management of Asian-based business ventures and international joint ventures, particularly with regard to use of new management models and business information and other computer-based systems. The eight propositions presented here are also relevant to international transfer of new technology and other R&D collaborative ventures.

Modelling client business processes as an aid to strategic briefing

The briefing process can be divided into two stages. The first is referred to as strategic briefing and is concerned with understanding the client's business processes. The second stage comprises the conceptualization of built solutions and issues of performance specification. It is the first of these two stages which often is the most problematic. Several authors have established a relationship between strategic briefing and business process re-engineering (BPR), but doubts remain regarding both the originality of BPR and the extent of its theoretical justification. A social constructivist interpretation of BPR is presented and the connection is made with soft systems methodology (SSM). It is argued that SSM offers a rigorous framework for modelling client business processes which subsumes the principles of BPR. A participative research seminar is described which evaluates the potential use of SSM using case study material. Feedback from the seminar participants provides strong support for the contention that SSM could indeed provide the basis for a significant enhancement of current briefing practice. However, there is a danger that practitioners may adopt the techniques of SSM without necessarily buying in at the methodology level. The terminology of SSM also is likely to present a barrier to those construction professionals who are unwilling to make the necessary intellectual investment.

International business reengineering: a view from the receiving end

The author has worked recently with clients on the IT aspects of their business process reengineering (BPR) projects and has experienced BPR from the ‘receiving end’ when the organisation in which he is employed was outsourced from one multi-national company to another. Such comprehensive boundary changes are driven by the need to reengineer business processes within the companies involved. Traditional methods of business are seen as failing because the world has changed since they were designed. Modern technology, particularly IT, and the disappearance of regional and national boundaries between markets are major factors that have changed. The ever-quickening pace of change also serves to stimulate the restructuring of business into teams focused on core processes. This paper outlines the basic principles of BPR and relates them, using practical examples, to the implications for analytical services organisations and IT operations, particularly within manufacturing industries. Some general conclusions are drawn about the future position of LIMS within the corporate information systems architecture.

Reengineering capital budgeting

This article illustrates the application of business process reengineering (BPR) to capital budget process redesign. The case of the City of Pittsburgh is used to argue that capital budgeting processes in many large cities often pose barriers to effective financial management. Design principles of BPR are presented; implications for capital budget management are then discussed. Pittsburgh’s capital expenditure/encumbrance process is used to illustrate implications of BPR for public financial management. By identifying shortcomings in current maps, “future” maps can be constructed that rely on organizational redesign and technology to eliminate steps that do not add value.

Business Process Re‐engineering: Definitely Worth Considering

Considers the definition of business process re‐engineering (BPR) as a process to redesign business as a whole. Describes the basic principles of BPR (customer focus, breadth of knowledge and speed of attack), and why they are so important. Highlights the fact that the success of BPR depends on the business’s initial situation, and that it is not the key to profit. Concludes that this is a useful tool for highlighting areas of the company which need attention.