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

Critical Management Issues for Implementing RFID in Supply Chain Management

The benefits of radio frequency identification (RFID) technology in the supply chain are fairly compelling. It has the potential to revolutionise the efficiency, accuracy and security of the supply chain with significant impact on overall profitability. A number of companies are actively involved in testing and adopting this technology. It is estimated that the market for RFID products and services will increase significantly in the next few years. Despite this trend, there are major impediments to RFID adoption in supply chain. While RFID systems have been around for several decades, the technology for supply chain management is still emerging. We describe many of the challenges, setbacks and barriers facing RFID implementations in supply chains, discuss the critical issues for management and offer some suggestions. In the process, we take an in-depth look at cost, technology, standards, privacy and security and business process reengineering related issues surrounding RFID technology in supply chains

Technology Strategy for Re-engineering Design and Construction

Automation technology can provide construction firms with a number of competitive advantages. Technology strategy guides a firm's approach to all technology, including automation. Engineering management educators, researchers, and construction industry professionals need improved understanding of how technology affects results, and how to better target investments to improve competitive performance. A more formal approach to the concept of technology strategy can benefit the construction manager in his efforts to remain competitive in increasingly hostile markets. This paper recommends consideration of five specific dimensions of technology strategy within the overall parameters of market conditions, firm capabilities and goals, and stage of technology evolution. Examples of the application of this framework in the formulation of technology strategy are provided for CAD applications, co-ordinated positioning technology and advanced falsework and formwork mechanisation to support construction field operations. Results from this continuing line of research can assist managers in making complex and difficult decisions regarding reengineering construction processes in using new construction technology and benefit future researchers by providing new tools for analysis. Through managing technology to best suit the existing capabilities of their firm, and addressing the market forces, engineering managers can better face the increasingly competitive environment in which they operate

The Public Healthcare System in the Transition Countries the Case Study of Serbia

The public healthcare system of Serbia, from the beginning of the past century, when more or less the unperceivable demolition of socialism, was faced with great problems. During the time, they became almost unsolvable due to servitude to old ideas and approaches to goals, organization and managing the state and public sector, political work and everday public and business managing. The application of ruling ideology, performed during the nineties of the last century and the restoration of capitalism expressed itself as unproductive, because everything else remained the same – methods of work, approach, values and standpoint. Its basic feature is institutional non-regulation being the consequence of unclear, foggy and manipulated transition. There are multiple reflexion to the public healtcare system. First the space for the wild privatisation of one part of the public healthcare system was open as well as for the development of irregular partnership between the public and private sector in the production of public goods and services. Second, the creation of a complex, to distribution oriented coalition was initiated that, within the framework of historical heritage, very skillfully using its political and any other influence intended to retain such a situation and stop necessary structural changes in the public healthcare system and the regular development of the private sector as well. Third, within of the framework of foggy and damped transition, arose the miracuous mixture of quasipublic, quasi-market and administrative mechanisms of regulation that nonsensenses necessity for the existence of the public healthcare system. Conseqently, Serbia needs the total reingeneering as a radical, qualitative and on inovations based methodology which, on the basis of development vision, should determine the direction of institutional changes and various reformatory operations in order to construct a radically new public healthcare system – oriented to prevention and preservation of health capacity (of the whole national population) on the basis of development of the relevant system of life and work while the medical treatmant of the mayor part of maladies, especially of those needing sofisticated and costly technologies, should be awarded to the private sector on the basis of personal participation. The key of implementation is in the new definition of the contents of paradigm “equity”. Paradigm that the public health insurance should provide the best healthcare for everybody is false and financially untenable even for much more wealtheir societies. On the other side, equity means necessity to provide the health care in the framework of public, transparent and precise minimum standards for everbody (meaning that nobody will die because he is not insured, because he has not money for cure or, simply, as often happens in Serbia, because he do not know relevant people).Public healthcare system, Unclear, foggy and manipulated transition, Institutional non-regulated environment, Total reingeenering, “Equity”

Investigating factors influencing the decision making process for ERP adoption and implementation: An exploratory case study

The rapid developments in Information and Communication Technologies (ICT) have resulted into a borderless business environment along with an amplified market competition. Traversing through such a trend globally, organisations have significantly focused on adopting and implementing Enterprise Resource Planning (ERP) systems to automate their prime business processes, enhance organisational productivity with lower costs and prompt service delivery to fulfil consumer demands. Thus, ERP systems are considered as a principal source to provide imperative information vital for strategic decision making process. On the contrary, ERP systems adoption and implementation is also highly considered as a challenging and expensive process that not only requires rigorous efforts but also demands to have an exhaustive investigation of influential factors that are critical to the adoption and implementation of ERP systems. A plethora of research studies have been theorised exploring factors influencing the decision making process for ERP adoption and implementation; however, the authors claim that these studies are not filtered comprehensively in terms of the different perspectives. Notwithstanding, the implications of such research have yet to be assessed, leaving scope for timeliness and novel research. This paper thus focuses on the ERP critical success factors from five different perspectives such as: stakeholders; process; technology; organisation; and project based on the literature analysis. These perspectives comprise of 24 factors that are imperative for a successful ERP adoption and implementation, which are validated through a qualitative single case study based research. The empirical findings illustrate that these factor help realise significant benefits such as reducing costs and saving time or extra effort

Extending IT infrastructures in the service sector organisations through enterprise resource planning – a telecom case study

Copyright @ 2012 ISEing.Service Sector Organisations (SSOs) have significantly focused on adopting and implementing Enterprise Resource Planning (ERP) systems to automate their prime business processes, enhance organisational productivity with lower costs and prompt service delivery to fulfil consumer demands. Thus, ERP systems are considered as a principal source to provide imperative information vital for strategic decision making process. On the contrary, ERP systems adoption and implementation is also highly considered as a challenging and expensive process that not only requires rigorous efforts but also demands to have an exhaustive investigation of influential factors that are critical to the adoption and implementation of ERP systems. As a result, the authors exhibit that it is of great significance to investigate this area within SSOs. In so doing, this paper thus focuses on the ERP critical success factors from five different categories such as: stakeholders; process; technology; organisation; and project based on the literature analysis. These perspectives comprise of 24 factors that are imperative for a successful ERP adoption and implementation. These factors are validated through an in-depth qualitative single case study based research. The findings from the literature and empirical demonstrate that most of the factors influencing the decision making process for ERP adoption and implementation are highly significant with exception to few that have either low or medium importance

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

A Case Study Of E-Supply Chain & Business Process Reengineering Of A Semiconductor Company In Malaysia

Penglibatan e-perniagaan dalam rantaian bekalan telah mewujudkan e-rantaian bekalan yang baru (e-SC) di firma-firma tempatan dan global. Due to globalization and advancement in information technology (IT), companies adopt best practices in e-business and supply chain management to be globally competitive as both are realities and prospects in 21st century