Business process re-engineering (BPR): The REBUS approach

Many organisations undertake business process re-engineering (BPR) projects in order to improve efficiency and reduce costs. Although this approach can result in significant improvements and benefits, there are high risks associated with radical changes of business processes and the failure rate of BPR projects is reported to be as high as 70%. The Centre for Re-engineering Business Processes (REBUS) was established at Brunel University to provide a multidisciplinary environment for research into BPR and its success factors. This paper describes the REBUS approach to research concerning the success of BPR projects and presents examples of some of the projects carried out

Generic object models and business process (re)design.

This paper explores the capacities of generic object-relationship models in the context of business process modeling and business process re-engineering. The presentation is based on a framework for strategic business function typology. It is shown how generic models can be developed for each kind of business function within the typology. Business process re-engineering can be represented by transformations of business models, corresponding to shifts within the typology framework. Although the results of the paper are presented by means of one particular dialect of the object-relationship approach, the results remain valid for all object oriented approaches that make use of objects and relationships. This paper contributes to the further formalisation of business process modeling.Models; Model; Processes;

Business process re-engineering of e-catalogue distribution process

This paper aims to demonstrate that using Business Process Re-engineering would improve efficiency of a business process and increase the performance of the business.In particular, when a radical review of a business process results in the introduction of information technology, drastic improvements to the service associated with the business process can be immediately realized as evidenced from the study in which this paper was based.A four-phased approach to Business Process Re-engineering was used following the guidelines provided by the Malaysian Administrative Modernization and Management Planning Unit, Malaysia. The four phases were Preparation, Understanding, Process Analysis, and Implementation and Evaluation.These phases were then applied to a direct selling catalogue distribution system whose primary business is selling beauty and cosmetic products.Following the implementation of the e-Catalogue system, evaluations were carried out on the processes prior to re-engineering and comparisons made with the re-engineered processes.The results showed drastic improvement to the efficiency of the business process, from 20% efficiency prior to re-engineering to 86% process efficiency.The re-engineering efforts also managed to reduce the number of activities from 32 down to 13, with elimination of waiting time down to only 7% compared to 55% before re-engineering.Overall, this paper managed to show that Business Process Re-engineering is a worthwhile effort provided that a carefully planned and systematic approach is taken to take advantage of technology to improve the way business is conducted

Studying Relationship between the Approach of Business Reengineering and Performance "An Empirical Study on Food Companies Listed at the Amman Stock Exchange" )

In Jordan, the changing dynamics of the industrial companies in general and food industry specially, forced players at all levels to re-engineering their business companies. This research aims to study the response and support food companies to the concept of business re-engineering. To measure the extent of support managements to apply the concept of re-engineering, the extent of availability requirements for the application of process re-engineering, and, to measure the extent of the application of re-engineering processes and its impact on the financial performance of food companies listed at the Amman Stock Exchange.The researchers studied the intellectual frame and scientific rooting for business reengineering to achieve study objectives. They have designed a questionnaire aimed to execute of the study problem variables in order to test hypotheses. The research suggested the following results: application of re-engineering have benefits for companies that are applied. It could improving their competitive, increasing market share, productions, efficiency, and cost reduction. There are a statistically significant relationship in the attitudes of the study sample towards the response and support management of companies, the availability of requirements of the application, and the impact of the application of business re-engineering to the performance on food companies. It recommended that reengineering process remains effective tools for companies needing to operate as effectively and efficiently. Companies are required to reengineering their business processes in order to achieve best performance and growth. Keywords:  Business Process, Business Process Re-engineering (BPR), Companies Performance, Information Technology, Evaluation Process

Practical challenges for methods transforming i* goal models into business process models

The field of requirements engineering for business processes has grown during the last several years. As business processes are assumed to fulfil organizational goals, goal models could be transformed into business process models that specify how business processes fulfil the organizational goals. Although both the fields of Goal-Oriented RE (GORE) and Business Process Management (BPM) received a lot of attention from researchers, the methods to transform goal models into business process models still need further research. This paper analyses current methods to identify the practical challenges that need to be addressed for an effective transformation of goal models into business process models

Value-oriented process modeling - towards a financial perspective on business process redesign

To date, typical process modeling approaches put a strong emphasis on describing behavioral aspects of business operations. However, they often neglect value-related information. Yet, such information is of key importance to strategic decisionmaking, for instance in the context of process improvement or business engineering. In this paper we propose a valueoriented approach to business process modeling based on key concepts and metrics from operations and financial management. A simple case study suggests that our approach facilitates managerial decision-making in the context of process re-design

The offshoring of financial services : a reassessment

Operating in increasingly competitive market environment, financial services companies are engaged in international re-engineering of business processes mirroring developments in manufacturing over the past four decades. Drawing upon interviews conducted with senior managers and partners from two leading international banks, a multinational 'consumables' provider and a leading finance consultancy, as well as extensive published surveys, we examine the distinctive 'anatomy' of offshoring in financial services, and industry which also manifests a high degree of geographical concentration for 'higher order' functions. We conclude that the reality of process re-engineering in the sector has frequently failed to meet business objectives, and has run the risk of creating 'backlash' from employees in both home and host environments