Successful Business Process Reengineering 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.

Performance Evaluation of Accounting Business Process Reengineering Based on AHP Optimization DEA Model

It is well known that accounting business process reengineering is constantly improving, and this change is usually closely related to incentive mechanisms. The establishment of this incentive mechanism requires performance appraisal of accounting business process reengineering. Although there are many evaluation indicators for the success of business process reengineering, there is a lack of a simple and easy standard. In order to reduce the complexity of business process reengineering (BPR) performance evaluation, the paper regards BPR as a closed input and output system from a systematic point of view, and a corresponding input-output evaluation index system is established for BPR performance based on the resource input support system. By using super-efficiency data envelopment analysis (DEA) and utilizing the advantages of adversarial cross-evaluation and analytic hierarchy process (AHP), a performance evaluation DEA model for accounting business process reengineering is proposed. The model is used to evaluate the performance of QCFF company after business process reengineering. The research results can focus on the supervision and improvement of the departments with poor performance by completely ranking the performance of each process unit. The proposed method for assessing the performance of BPR thus serves a practical purpose and can be used to support the subsequent development of BPR.

Adaptive model to support business process reengineering.

The one constant in the world is change. The changing dynamics of business environment enforces the organizations to re-design or reengineer their business processes. The main objective of such reengineering processes is to provide services or produce products with the possible lowest cost, shortest time, and best quality. Accordingly, Business Process Re-engineering (BPR) provides a roadmap of how to efficiently achieve the operational goals in terms of enhanced flexibility and productivity, reduced cost, and improved quality of service or product. In this article, we propose an efficient model for BPR. The model specifies where the breakdowns occur in BPR implementation, justifies why such breakdowns occur, and proposes techniques to prevent their occurrence again. The proposed model has been built based on two main sections. The first section focuses on integrating Critical Success Factors (CSFs) and the performance of business processes during the reengineering processes. Additionally, it implements the association rule mining technique to investigate the relationship between CSFs and different business processes. The second section aims to measure the performance of business processes (intended success of BPR) by process time, cycle time, quality and cost before and after reengineering processes. A case study of the Egyptian Tax Authority (ETA) is used to test the efficiency of the proposed model.

Business Process Reengineering and Change Management Strategy to Overcome the Resistance to Change

The objective of the study is exploring the implementation of business process reengineering (BPR) in public organization to improve service performance. This study also measures the level of resistance to change in the organization to be considered in the formulation of change management strategies to ensure successful BPR implementation. The sample consist of key informant respondets to gather qualitative data via semi-structured interview and other organization members as respondents to gather quantitative data via written questionaires. The instrument of analysis used in this study consist of value-added analysis in analysing BPR and content analysis to analyze qualitative data. Findings of the study indicate that BPR can be implemented in public organizations under some consideration. First, public organizations tend to approve change that reduces routines. Second, public organization is harder to implement radical changes. Third, top management commitment is important in assuring successful BPR implementation in public organizations. This study also suggests change management strategies to implement successful BPR changes in public organizations.

Optimisation of Human resource Management through Process Re-engineering

In a world of rapid flexibility, organisations must change their priorities from a traditional focus on planning and control to emphasise speed, innovation, flexibility, quality, service and cost. The Human Resource team has to demonstrate their commitment to meet these key business drivers. A major problem confronting Human Resource managers today is to increase line management and employee productivity, provide higher more value-adding levels of Human Resource service and internal customer responsiveness and at the same time reduce costs. What is needed is a Human Resource team that is customer-focused and market-driven in its external relations with customer and process-focused and teamoriented in its internal operations. Only such a Human Resource team can look at the way work is performed across the organisation and seek to make Human Resource processes more logical, effective and efficient. Such an effort is at the heart of Human Resource Optimisation and Process Re-engineering. Business Process Reengineering (BPR) advocates the fundamental examination and redesign of business processes, recognizing that the legacy of scientific management has been the excessive fragmentation of work practices in organisations today. This is reflected in the hierarchical structuring of organisations around functional departments, with individual and departmental goals displacing overall organizational performances. Organisational performance is a result of the effectiveness and efficiency of the actions that an organisation. Effectiveness refers to the achieved outcomes in relation to strategic objectives/goals and customer requirements. Efficiency refers to how economically the organisation's resources are utilized by an activity such as a business process that produces a given output or that delivers a given service. These two fundamental performance dimensions highlight the external and internal reasons for pursuing a specific course of action; that is, effectiveness with a primary focus on customers, and efficiency with a primary focus on internal operations and processes. The research explains the reliance of business process reengineering (BPR) in the improvement of performance in Human resource in the organization. Here, the research try to validate the significance of successful business process reengineering (BPR) process can also construct the successful organization.

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.

Business process reengineering impact on SMEs operations: evidences from GCC region

Pioneered in the 1990s, business process reengineering (BPR) is focused on value addition. The theory and practice of business reengineering have evolved over the years with globalisation and technology becoming key parts of business. Despite these changes, BPR implementation in SMEs has received limited attention. Given that SMEs play an important role in the economic growth of different regions, the investigation of BPR implementation in these businesses is as important as their role in large organisations. This paper determines the key components of successful BPR in SMEs. The study found out that the basic components of BPR can remain constant when implementing them in SMEs. However, managers should ensure that they integrate SME-specific issues in their BPR decision making. The paper identifies the existing gaps in SME implementation of BPR. The developed framework identifies organisational culture, knowledge, resources, and technology as the key factors in successfully BPR management.

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.

Assessment of critical success factors of business process re-engineering in the Nigerian oil and gas industry

Business Process Re-engineering (BPR) is defined as the critical analysis and radical redesign of existing business processes to achieve breakthrough improvements in performance measures like cost, quality, speed, profitability and services. The purpose of this paper is to identify the critical success factors of BPR implementation, to evaluate their effects on the primary measures as expressed by the operational performance and the secondary measures as expressed by the organizational performance, and to find out the effect of the operational performance on the organizational performance of Nigerian oil and gas companies. To achieve these objectives, an empirical study was conducted via the administration of 650 self-administered copies of questionnaire to a randomly selected senior and management staff of eight (8) re-engineered Oil and Gas Companies in Nigeria. Using the framework from Khong & Richardson (2003), factors manifesting operational performance and organizational performance were regressed on the Critical Success Factors (CSFs) manifesting successful BPR. Findings based on the survey revealed that successful BPR can positively affect both operational and organizational performance measures in the Nigerian oil and gas companies.

Measuring the Success of Business Process Re-Engineering in Banks Through Cost-Benefit Analysis of ATM Transactions

Business Process Re-engineering (BPR) technique implements organizational change based on the close coordination of a methodology for rapid change, employee empowerment and training and support through information technology. Alternate Delivery Channel’s are a part of BPR in public and private sector banks in India and includes ATMs, Automated Cheque Deposit Machines, Green Channel Counter Machines (GCCs), Cash Deposit Machines (CDMs) and Barcode Passbook PrintersATM cash dispensing machines have revolutionised the very concept of money withdrawal. ATM transactions have been on the rise easing the process of withdrawal and transfer of money for the common man. This has also been of help to the banking service providers, connected customers and efficient payment for the sellers of goods and services as ATM machines have come up close to markets.This research paper tries to compare the cost of routine manual banking transaction with the ATM transaction through cost-benefit analysis with the objective of finding out advantages of promoting ATM usage and migrating more and more customers to the ATM channel.

Designing a conceptual framework to enhance the success of Business Process Reengineering in hospital environments based on holonic structures

In order to tackle the numerous problems facing with service management in healthcare industry, various quality improvement (QI) techniques are used for improving the quality of services in this section. Among with these techniques, Business Process Re-engineering (BPR) has more potential to solve these challenges, due to its focus on fundamental changes. However this approach, in turn, have a significant executive challenges and problems, especially in change process, which is rooted in sever hierarchical structure in these environments particularly in hospitals. Hence, whereas the process-oriented structure is one of the critical success factors in BPR implementation, this structure cannot be completely employed in hospital environments. To overcome mentioned obstacle, this research aims to develop a new organizational structure in the process of BPR implementation in hospitals, based on “Holonic concepts” as a kind of nonhierarchical structures. In his model, each care services is met by means of some “care holons” that each of them can be adapted according to structural requirements of related services and consequently can bring advantages of both vertical and horizontal organizational structures.

The CSFs, Quality Governance, BPR Performance and Gaining Competitive Advantage

Business process reengineering (BPR) is a popular management approach, which enables organizations to conduct substantial business and technological improvements. Successful implementation of BPR can assist organizations to change their old-fashioned practices into innovative processes through reorganizing and eliminating some processes and/or finding innovative ways to conduct business activities. Studies have shown, successful BPR implementation can. 1) create higher customer satisfaction, 2) increase productivity, 3) build higher flexibility in business processes, 4) improve organizational integrity which shall lead to sustainable competitive advantage for the firm. However, findings by different researches illustrate that up to 70% of BPR’s failures are at implementation stage due to lack of understanding of involved factors by different levels of management in an organization.This paper has exclusively developed the model, which can address the role of different factors in theimplementation of Business Process Reengineering (BPR) performance and the ultimate outcome as competitiveadvantage. In addition, this research studies the influence of company size and business type as a moderator inthe relationship between independent variables of study and BPR performance. The proposed model here aimsto help planners in identifying a set of critical processes that are aligned with the firm’s strategic performanceand then become candidate processes for further implementation.

Important factors for success in hospital BPR project phases

Business process reengineering (BPR) is touted in the literature as the dramatic improvements necessary for competitiveness, but in practice there are many unsuccessful cases. A more systematic and rigorous factor-assessment deemed important to each BPR phase and overall project success is needed. This paper aims to assess the extent to which proposed success factors in a hospital contribute to each BPR phase's success.. Based on the relevant literature, desirable results from each project phase were defined. Overall project success was defined as the benefits hospital managers derive from BPR according to manager opinions. A total of 192 hospital administrators shared their last BPR experience, where changes were operational for at least one year. Recommendations are made for hospital managers to focus attention and resources on factors important to BPR success. Hospital managers are not emphasizing the most important activities and tasks recommended in the BPR literature, such as changes to customer/market related business processes, every business activity's value-added element and applying the right innovative technology. Based on the whole findings, top managers should not engage BPR before ensuring that important success factors are present. While many researchers identified and/or tested factors important to BPR success, this is the first study to explore BPR success factors' importance to each project phase, from inception to overall project success assessment phase.

The impact of business process reengineering on the management of customer services: an empirical study among Nigerian banks

Business process reengineering (BPR) is a fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical contemporary measures of performance such as cost, quality, speed and services (Al-Mashari and Zairi, 1999). However, the importance of BPR as a strategic management technique for managing customer services in the Nigerian banking industry can never be overemphasised. This paper investigates the effectiveness of the critical success factors (CSFs) of BPR on customer services (CS) in the Nigerian banking industry. The empirical study was conducted via the administration of 2,280 self-administered questionnaires to a randomly selected junior and senior staff of six, out of the 22 reengineered banks, post – 2004 consolidation exercise of the Central Bank of Nigeria. Using the framework from Khong and Richardson (2003), factors manifesting customer services were regressed on the CSFs, manifesting successful BPR. Findings based on the survey revealed that successful BPR can positively affect CS in Nigerian banks. Hence, successful BPR effort requires effective communication, commitment and support from the top management, appropriate job descriptions and allocation of responsibilities, recruitment of experienced consultants and adequate investment in IT infrastructure.

An examination of the influences of desired organisational capabilities in the preparation stage of business process re-engineering projects

To implement successful business process re-engineering (BPR) initiatives, several capabilities have been identified. Required capabilities before and during implementing of BPR projects have been introduced for achieving success. The literature has suggested various approaches to assessing readiness and implementation of BPR projects. However, lack of a practical measurement method is evident. Therefore, in this paper, a practical measurement tool for requiring capabilities is proposed to enhance the chances for successful implementation of BPR by mapping these capabilities on steps of BPR projects. In addition, the relations between these capabilities and BPR success barriers are identified. This tool includes a generic questionnaire that can be helpful for self-assessment of readiness based on the desired organisational capabilities (DOCs) in BPR efforts. In the questionnaire proposed in this paper, various indicators have been identified for assessing readiness in BPR implementation. These indicators include 21 categories based on DOCs. This report indicates the importance of each DOC in various steps and the influence of DOCs on different barriers of success. We report the results of a survey based on the questionnaire, which was conducted in four Iranian organisations. Based on the results gathered from this examination, the study offers several guidelines for increasing the points of success and decreasing the points of failure and, hence, increasing the rate of success before and during implementation.

Business process re-engineering in the logistics industry: a study of implementation, success factors, and performance

As business process re-engineering (BPR) is an important foundation to ensure the success of enterprise systems, this study would like to investigate the relationships among BPR implementation, BPR success factors, and business performance for logistics companies. Our empirical findings show that BPR companies outperformed non-BPR companies, not only on information processing, technology applications, organisational structure, and co-ordination, but also on all of the major logistics operations. Comparing the different perceptions of the success factors for BPR, non-BPR companies place greater emphasis on the importance of employee involvement while BPR companies are more concerned about the influence of risk management. Our findings also suggest that management attitude towards BPR success factors could affect performance with regard to technology applications and logistics operations. Logistics companies which have not yet implemented the BPR approach could refer to our findings to evaluate the advantages of such an undertaking and to take care of those BPR success factors affecting performance before conducting BPR projects.

Process Re-Engineering Success in Small and Medium Sized Enterprises

The factors that lead to business process re-engineering (BPR) success in small and medium-sized enterprises (SMEs) are not clearly understood. This article reviews the main contributing factors to BPR success using a framework that considers culture, structure, technology and resource. Eight Taiwanese case studies are used to explore issues contributing to, or impeding, successful process re-engineering in small firms. The analysis shows that BPR success is empowered by innovation, employee empowerment, top management commitment and strategic direction and is dependent upon customer relations, IS involvement and financial resources.

Business process modelling with stochastic networks

Modelling and analysis of business processes is critical to identify current business processes and to understand the contributions of new processes to the system. The quality of the results obtained by modelling and analysis significantly influences the success of business process reengineering (BPR). Therefore, a constant development in techniques used in business process modelling (BPM) and business process analysis (BPA) is necessary. However, when these proposed techniques are analysed it becomes obvious that they repeat the same basic approach, although a few offer different visions. In BPM development studies, the use of time-activity scheduling is often considered secondary (even neglected). The reason for this is that process modelling may be considered as project management and remain under this label. Many organizations may use these techniques in managing their daily activities if the maturity level and the simplicity of project management techniques are considered. It also enables the modelling of stochastic situations, otherwise not possible to do by any BPM method. In this study an existing business process with network properties is analysed using project scheduling techniques. Thus, business processes are described as networks, modelled and timed by network properties and stochastically analysed using GERT, a project based process scheduling method. Finally the results obtained by GERT are examined using the PERT-path approach.

Study on Business Process Reengineering for Chinese Traditional Logistics Enterprises

In this paper, after analyzing the predicaments that Chinese traditional logistics enterprises face while launching modern logistics services, the theory of reforming Chinese traditional logistics enterprises with Business Process Reengineering (BPR) is put forward. Then the basic implementation principles are discussed, and the steps of BPR are also analyzed for Chinese logistics enterprises. Moreover, five relevant measures of ensuring the success of BPR for them are concept reengineering, system reengineering, organization reengineering, culture reengineering and technology reengineering.

The application of business process reengineering in the UK

PurposeThe purpose of this research was to identify the key factors for success of business process reengineering (BPR) applications in the UK‐based companies.Design/methodology/approachA questionnaire survey was used to gather primary research data from the UK‐based companies that have applied BPR to investigate the triggers for BPR, identify the main barriers, and enable the authors' to propose key factors for success.FindingsThe survey found that the main reasons for applying the technique were external competitive pressures, internal cost reduction, and productivity improvements. The main barriers to successful implementation were reported as tactical short‐term solution driven approaches, which inadequately considered the people issues, and an over reliance on IT‐based technology. It is proposed that the factors for success include adopting a strategic approach, which prioritises business processes for BPR projects. This should include the establishment of appropriate company‐wide targets and measures that emphasise continuous improvement for the long term. Finally, management needs to motivate and involve employees as a key enabler by removing their fears that BPR is really a “downsizing” exercise, and emphasising improved co‐ordination of people and technology.Research limitations/implicationsThe research has limitations in that the respondent companies are UK‐based and therefore the internationalisation of the findings requires further validity.Practical implicationsThe discussion and conclusions from this work are made in a practical manner.Originality/valueSome useful primary data from the UK industry which makes the work original and of value to both academics and practising managers.