11,598 research outputs found

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

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    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

    Critical Management Issues for Implementing RFID in Supply Chain Management

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    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

    RETHINKING THE BUSINESS PROCESS THROUGH REENGINEERING

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    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

    Modern trends in enterprise reengineering management

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    The paper deals with the question of enterprise reengineering management in the modern global changeable environmental conditions for competitive growth of Russian business. It is referred to identification of the competitive potential of Russian enterprises in the conditions of tough competition, globalization and uncertainty. Reengineering is considered as a requirement for an enterprise innovative development. The authors define the principal directions for measurement of changes and cushioning of risks; reason the choice of growth rate of enterprise development; consider the model of enterprise reengineering management. Engineering companies are initiators of activity for numerous participants of technological projects realization, getting involved into their work if necessary to achieve maximum efficiency of their realization

    Re-reengineering the dream: agility as competitive adaptability

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    Organizational adaptation and transformative change management in technology-based organizations is explored in the context of collaborative alliances. A Re-reengineering approach is outlined in which a new Competitive Adaptability Five-Influences Analysis approach under conditions of collaborative alliance, is described as an alternative to Porter’s Five-Forces Competitive Rivalry Analysis model. Whilst continuous change in technology and the associated effects of technology shock (Dedola & Neri, 2006; Christiano, Eichenbaum & Vigfusson, 2003) are not new constructs, the reality of the industrial age was and is a continuing reduction in timeline for relevance and lifetime for a specific technology and the related skills and expertise base required for its effective implementation. This, combined with increasing pressures for innovation (Tidd & Bessant, 2013) and at times severe impacts from both local and global economic environments (Hitt, Ireland & Hoskisson, 2011) raises serious challenges for contemporary management teams seeking to strategically position a company and its technology base advantageously, relative to its suppliers, competitors and customers, as well as in predictive readiness for future technological change and opportunistic adaptation. In effect, the life-cycle of a technology has become typically one of disruptive change and rapid adjustment, followed by a plateau as a particular technology or process captures and holds its position against minor challenges, eventually to be displaced by yet another alternative (Bower & Christensen, 1995)

    Successfully Introducing the Methods and Instruments for Flexible Business Processes Automation into Romanian Companies

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    An approach containing methods and instruments adapted to the economical environment conditions with a high speed changing rate would be the synthetic description of the BPM (Business Process Management). This approach was absorbing instruments from both business management and information technology field, being situated at the border between the interests of two scientific communities, therefore revealing a high degree of modernity and innovation. Also, provided the innovative nature, this research domain was not properly explored by the specialized literature, consequently it emerges with a sharp need for specialized researching. The comprehension of the typical phases of this kind of projects and of the critical success factors is oriented towards the convergence of the aspects surveyed by the business and Information Technology (IT) communities, the usage of a common vocabulary, the understanding of the possibilities but also the limits of the current technological environment. This understanding represents the foundation of achieving the benefits supplied by the approach presented.business process; BPM; critical success factors; process automation; process improvement .

    System implementation: managing project and post project stage - case study in an Indonesian company

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    The research reported in this paper aims to get a better\ud understanding of how the implementation process of\ud enterprise systems (ES) can be managed, by studying the\ud process from an organisational perspective. A review of\ud the literature on previous research in ES implementation\ud has been carried out and the state of the art of ES\ud implementation research is defined. Using several body of\ud literature, an organisational view on ES implementation is\ud described, explaining that ES implementation involves\ud challenges from triple domain, namely technological\ud challenge, business process related challenge, and\ud organisational challenge. Based on the defined state of the\ud art and the organisational view on ES implementation\ud developed in this research, a research framework is\ud presented, addressing the project as well as the postproject\ud stage, and a number of essential issues within the\ud stages. System alignment, knowledge acquisition, change\ud mobilisation are the essntial issues to be studied in the\ud project stage while institutionalisation effort and\ud continuous improvement facilitation are to be studied in\ud the post-project stage. Case studies in Indonesian\ud companies are used to explain the framework

    The Need of Knowledge Management Strategy for the Successfully Implementation of Reengineering Projects

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    This paper want to shown that current knowledge management approaches do not emphasise enough on knowledge sharing from reengineering project perspective. To achieve success with reengineering project, an organisation must possess and share knowledge about many different facets of this process. While many reengineering projects have resulted in improve performance, we believe that higher levels of performance improvement are possible by coupling IT capabilities with KM strategy. To explain these results it was assumed that the key to implementing with success reengineering project is having a wide knowledge management strategy. Our objective for the paper reported here was to understand the factors that motivate to share knowledge before implementing any knowledge management strategy to sustain the successfully implementation of reengineering projects.Information Technologies, knowledge, knowledge management, strategy, reengineering, project
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