Business Process Reengineering on Customer Service and Procurement Units in Clinical Laboratory

Existing business processes on a Clinical laboratory located in Bekasi is still run manually. It takes a lot of time to do more process, especially in customer service and procurement units. These inefficient processes are analyzed here. Utilization of information technology (IT) supports operations of company and even improves efficiency and effectiveness of a company. However, the use of information technology must be balanced with readiness of existing resources to operate. Without supporting resources, especially human resources available, information technology is nothing. Business Reengineering Process method used to comprehend the existing business process, determine processes to be reengineered, investigate alternative redesign, simulate the existing business processes and the proposed business processes, performed an analysis of simulation results, and seeking opportunities in corporate using information technology.This Business Process Reengineering (BPR) research helped Clinical laboratory especially in customer service and procurement in improving efficiency and effectiveness of existing processes that will ultimately reduce cost and time. Results showed that business processes increase with information technology utilization and minimize the use of employee

Information Technology,Process Reengineering, and Performance Measurement: A Balanced Scorecard Analysis of Compaq Computer Corporation

The personal computer industry is characterized by fierce competition for market share. The pace of technological change results in ever-shorter product lives and a continuous search for enhanced efficiency. To achieve these goals, firms must use information technology insightfully to redesign business processes, improve supply chain management and increase the value provided to the customer. This competitive environment in the personal computer (PC) industry provides an exceptional laboratory for evaluating how companies use information technology to create business value. Compaq Computer Corporation is one of the most successful PC manufacturers. This case study, based on publicly available data, provides a comprehensive analysis of how strategic business use of information technology in concert with business process redesign improved the economic performance of this large-scale manufacturing company. Compaq has relied on strategic use of enterprise-wide IT to enhance its competitive position as the number one supplier of personal computers in the world. This analysis begins with a review of the economics and competitiveness of the PC industry, and the role of information technology. To place Compaq\u27s performance in perspective, we compare it to Dell Computer Company and Gateway Computer Company. We then profile the changes in Compaq\u27s business strategy and its use of process reengineering and enterprise-wide information technology to implement strategic changes. To understand Compaq\u27s financial success better, we use the Balanced Scorecard to develop a causal model of firm performance that highlights the contribution of information technology to four different dimensions of that performance. We conclude that 1) information technology, along with 2) process reengineering, when properly aligned with 3) Compaq\u27s business strategy contributed substantially to Compaq\u27s overall success and market leadership

Towards an Understanding of the Business Value of Business Process Standardization - A Case Study Approach

What is the business value of process standardization? Alongside the development of industrial engineering of information technology and of business process redesign studied by Davenport and Short (1990), and Davenport’s approach defining business processes (Davenport, 2005), other researchers offer initial insights into business process standardization research opportunities (Venkatesh, 2006). Based on this new thinking about business process standardization, this paper presents a step towards understanding the business value of business process standardization. A single case study with a global operating company was conducted to show how a successful standardized business process and a supporting information system can impact the process performance in terms of cost, time and quality. The process studied within the case study is the company-wide recruiting process. As the results indicate, the company has improved the overall process performance. The results provide an initial insight into an understanding of the business value of process standardization

Business Process Redesign in the Perioperative Process: A Case Perspective for Digital Transformation

This case study investigates business process redesign within the perioperative process as a method to achieve digital transformation. Specific perioperative sub-processes are targeted for re-design and digitalization, which yield improvement. Based on a 184-month longitudinal study of a large 1,157 registered-bed academic medical center, the observed effects are viewed through a lens of information technology (IT) impact on core capabilities and core strategy to yield a digital transformation framework that supports patient-centric improvement across perioperative sub-processes. This research identifies existing limitations, potential capabilities, and subsequent contextual understanding to minimize perioperative process complexity, target opportunity for improvement, and ultimately yield improved capabilities. Dynamic technological activities of analysis, evaluation, and synthesis applied to specific perioperative patient-centric data collected within integrated hospital information systems yield the organizational resource for process management and control. Conclusions include theoretical and practical implications as well as study limitations

Tying Strategic Alignment and IT Value to Business Success Using Business Process Analysis And Redesign (BPAR)

Information technology (IT) investments are made for the purpose of obtaining value. This paper proposes that the alignment of IT investments with organizational strategic objectives (strategic alignment) leads to the attainment of value. Value results in enhanced business performance. Business process analysis and redesign (BPAR) is offered here as a tool by which strategic alignment can be achieved. The achievement of organizational objectives adds value to the firm which enhances business performance and leads to business success. Business success may be measured by increased productivity, improved business profitability, and created value for the consumer

Knowledge and Technology – Implications for a strategic Design – Croatian Case

Globalization and internationalization processes continuously increase the quantity of information. All the information is quickly and easily accessible, and the problem is no longer scarcity of information, but its surplus. Economists need to be active and creative in solving this new problem, which requires new knowledge and competences. People have to master the skill of rapid acquisition of new knowledge and forgetting the obsolete information. The increasingly dominant knowledge of economics requires a new design of knowledge structure. In economics, knowledge is not only a product, nor only a new business opportunity, but also a critical framework for developing specialized scientific information. Companies today require predominantly applicative solutions to their problems. The implementation of the Bologna process in education of economists is under way at the Faculty of Economics in Osijek. The initial experience has opened up the possibility to redesign the education process into a life-long learning process for economists. The transition process should define Croatia as a small country successfully participating in the creation and exploitation of common knowledge and technology.Knowledge, Technology, Croatian case

Closing the Industry-University Gap through Web-Supported Course Partnerships

This paper discusses a course partnership involving Day & Zimmermann, Inc., a large engineering and professional services company, and Temple University. The course was taught between the months of May and July of 1999 and its main goal was to teach students business process redesign concepts and techniques. These concepts and techniques were used to redesign five real business processes from Day & Zimmermann\u27s information technology organization. Day & Zimmermann\u27s CIO and a senior manager, who played the key role of project manager, championed the course partnership. A Web site with bulletin boards, multimedia components and static content was used to support the partnership. The paper concludes with a set of lessons learned with emphasis on the role of the Web site as an enabler of the course partnership

What are the Most Important Classes of Information Systems for eSourcing Service Providers? Experiences from Three Case Studies in the Chinese eSourcing Market

Information and Communications Technology (ICT)-enabled international sourcing of software-intensive systems and services (eSourcing) is increasingly used as a means of adding value, reducing costs, sharing risks, and achieving strategic aims. To maximally reap the benefits from eSourcing and mitigate the risks, providers and clients have to be aware of and build capabilities for the entire eSourcing life-cycle. China is in a remarkable position to become a superpower for eSourcing service provisioning within the next 10 years. Yet, the extant literature does not offer a comprehensive enough guidance for eSourcing management in the Chinese context. This research project will probe the eSourcing life-cycle in Information and Communications Technology Outsourcing (ICTO), Business Process Outsourcing (BPO), and Knowledge Process Outsourcing (KPO) contexts. It will provide as generalizable scientific knowledge as possible concerning the most important business practices and classes of information systems for eSourcing service providers from the viewpoint of service provisioning, breakdown recovery, and the redesign of the eSourcing life-cycle

Impact Of Information Technology on BPR: A Study Of Information Technology As BPR Enabler in Tractor Industry In Pakistan

Business Process Reengineering (BPR) is defined as the fundamental rethinking and radical redesign of   business processes to achieve dramatic improvements in critical, contemporary measures of performance. Among the potential enablers of BPR is information technology (IT). IT makes it possible to obtain improvements in BPR, though not just by it. 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. The purpose of this paper is to answer some questions regarding this issue, like: Is the use of information technology a critical success factor of reengineering ? Is it possible to reengineer the business without the existence of IT sophistications? What are the facilitations that have been contributed by IT to successful reengineering? The methodology that has been adopted in the study is reviewing the literature to explore answers for such questions. It was found that IT has a critical role in the success of BPR project in achieving dramatic improvements, at the same time BPR introduced well defined strategies to make an organization heavily extracts the benefits from such enablers with huge capabilities and to employ IT correctly and efficiently. The main objective of this study is to explore the possibilities for improvement in the processes of Cost Accounting Information System in Tractor industry after re-engineering through use of information technology. Data has been collected through unstructured interviews from the technical experts in the companies and from the website. Besides, extensive study has been carried out from the existing literature. By applying BPR techniques and technology, Most of the companies in tractor industry has achieved about 50% reduction in waste in production (WIP), 20% reduction in lead times and 90% reduction in overtime resulting into a lot of savings. Keywords: Businesses Process Reengineering; Information Technology; Manufacturing Companies; Tractor Industry in Pakistan