Konsep Business Process ReenginEering untuk Memperbaiki Kinerja Bisnis Menjadi Lebih Baik: Studi Kasus Perusahaan Susu Kedelai “XYZ”

Business Process Reengineering is a phase of redesigning business process to improve performance. Business Process Reengineering can be applied to improve micro or medium businesses. One example from them comes from a soymilk company. XYZ Soymilk Company is one of the examples of Small and Medium enterprises with home-industry system. Its organizational structure consists of the director and some divisions. Those divisions, which are run by employees, are: production division, procurement division, finance division, and marketing division. The produced soymilk is packed in plastic bags with Susu Kedelai “XYZ” label on it. This product later is marketed in the canteens of universities, some stores around neighborhoods, and supermarkets. The main market target of this product is university students and people around the location. The promotion is done by attaching promotion flyers on some strategic places. The problem that occurs is a shortage in operational management, the number of command and control in the operating system, as well as recording done still manually. The purpose of using Business Process Reengineering concept processing system is to be more computerized for a better, faster, more accurate, effective and efficient, and improvement in operation management system as an attempt to survive among other competitors. The results of the business process reengineering are some business process ideas

The Complementariness of the Business Process Reengineering and Activity-Based Management

In order to sustain long term growth and development, an enterprise has to envisage and implement contemporary management innovations altogether. In transition economies, like Serbia is, it is of great importance to redesign business processes and activities, to analyse activity profitability in order to select value-added activities and reduce non-value added ones. This paper considers the possibility for complementary implementation of the business process reengineering and activity based management in the process of long term efficiency improvement. Namely, the basic postulate of business process reengineering concept might be established in the process of activity based management implementation and conversely.business process reengineering, activity based management, enterprise, efficiency

REENGINEERING AS AN EFFICIENT SOLUTION TO REDESIGN ACTIVITIES AND PROCESSES OF AN ENTERPRISE

The paper shows a series of opportunities linked to the technological, human and economical reengineering of activities and technological processes developed in a modern enterprise, adding new dimensions in the efficient development, on the market principles, in argument with the desiderate of the durable development of the society. Starting with these considerations we designed aspects linked to: business reengineering implementation, stages of this process, accentuating the management methods, delimitation on areas of activity of the effects on reengineering action.business reengineering process, reengineering enterprise, models and methods for reengineering project

Knowledge Management Applied To Business Process Reengineering

The purpose of this paper is to highlight the role of knowledge management (KM) as a critical factor for the business process reengineering (BPR) success. It supports the theory that the knowledge management can supply the dynamic necessary to stimulate successful reengineering and minimize the failure rate and its sources. Implementing KM strategy in reengineering projects will lead to better outcomes, building the support for long-term success into the design of business systems and processes

Reengineering as an Efficient Solution to Redesign Activities and Processes of an Enterprise

The paper shows a series of opportunities linked to the technological, human and economical reengineering of activities and technological processes developed in a modern enterprise, adding new dimensions in the efficient development, on the market principles, in argument with the desiderate of the durable development of the society. Starting with these considerations we designed aspects linked to: business reengineering implementation, stages of this process, accentuating the management methods, delimitation on areas of activity of the effects on reengineering action.business reengineering process, reengineering enterprise, models and methods for reengineering project

RETHINKING THE BUSINESS PROCESS THROUGH REENGINEERING

Rethinking business through reengineering is based on the assumption that to meet contemporary demands of quality, service, flexibility, and low cost, processes must be kept simple. Examples of simplifying processes are combining several jobs into one, letting workers make decisions, performing the steps in a process in a natural order, and performing work where it makes the most sense. The net result is that work may be shifted across functional boundaries several times to expedite its accomplishment. Traditional inspection and control procedures are often eliminated or deferred until the process is complete, providing further cost savings. The authors, focusing their research on enterprises from Oltenia Region, demonstrate how reengineering can be carried out in a variety of corporate settings. But although workers are the ones who need to be empowered to carry out reengineering, the authors are adamant that the process must start at the top. This is because it involves making major changes that are likely to cut across traditional organizational boundaries. Those empowered to make the changes at lower levels must know they have the support of top management, or change won�t occur.reengineering, rethinking business processes, regional economy, leadership, organization

SMEs COMPETITIVE ADVANTAGE AND ENTERPRISE RESOURCE PLANNING IMPLEMENTATION: FINDING FROM CENTRAL JAVA

Enterprise Resource Planning (ERP) is an integrated application software for widespread use in the organization. The aim of this study is to determine factors that affect the successful implementation of ERP in Small and Medium Enterprises (SMEs) in Central Java in order to build competitive advantage. To test the hypothesis, this study utilized data from 107 SMEs in Central Java. The results revealed that variable Business Process Reengineering have the greatest influence toward the successful implementation in Small and Medium Enterprises. It is suggested that SMEs should gain knowledge and solidify its business process reengineering before implementing ERP