Background
Business process reengineering has widely become a significant trend in enterprise organizations seeking to innovate and massage business processes. It should come as no surprise that “over the last decade, numerous organizations have significantly changed their business processes in order to remain competitive in the global market” (Hadaya &Pellerin, 2008). The text analyzes business process reengineering as a business process solution for efficiently improving information systems within the context of ERP implementations. The authors suggest that “BPR is one of the best methods for determining the need to move to an ERP system and set the high level goals and project implementation scope” (Motiwalla & Thompson, 2011). In order to fully analyze business process reengineering we must analyze the concept and methodologies associated with this process. Business process re-engineering is “the analysis and design of workflows and processes within an organization” (“BPR”, 2011).
A key function directly related to the business process reengineering is the information system process of information technology. The concept of business process reengineering is often discussed in management circles seeking to improve the way things are done within an organization. If you are looking to redesign the functionality of business process you are in fact taking a business reengineering approach. Ultimately this idea is “an approach for redesigning the way work is done to better support the organization’s mission and reduce costs” (“BPR”, 2011). If we analyze this process improvement change within the context of information technology we find that “IT is considered one of the most important enablers of process change” (Paul & Serrano,...
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...ya, P., Pellerin, R. (2008). Proposing a new framework and an innovative approach to teaching reengineering and ERP implementation concepts. Journal of Information Systems Education, 19 (1), 65-73. Retrieved from http://go.galegroup.com.
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Motiwalla, L., Thompson, J. (2011). Enterprise Systems for Management 2nd Edition. Upper Saddle River, NJ: Pearson.
Paul, R., Serrano, A. (2003). The process of process reengineering: simulation for business processes and information systems design. WSC '03 Proceedings of the 35th conference on Winter simulation: driving innovation. Retrieve from http://dl.acm.org.
In today's competitive marketplace, all firms are seeking ways to improve their overall performance. One such method of improvement, recently adopted by many firms, is benchmarking. Benchmarking is a technique used to evaluate internal business processes. "In this analysis, managers determine the firm's critical processes and outputs, baseline those processes, then compare the performance of each process against a standard outside the industry" (Bounds, Yorks, Adams, & Ranney 1994). To effectively improve a business process to world-class quality, managers must find a firm that is recognized as a global leader, not just the industry standard. Successful benchmarking requires tailor-made solutions, not just blind copying of another organization. Measurement and interpretation of data collected is the key to creating business process solutions.
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Highly competitive environment and need of innovation, the companies are facing high pressures to innovate and improve the business process. As IT budgets are limited, process owners and IT departments need to decide how to divide their spending on efficiency and flexibility enhancing IT capabilities to optimally support the execution of business processes. The limited IT budgets put pressure on IT process owners to find the perfect mix to achieve the efficiency and flexibility to support smooth execution of business processes (Heckmann, 2015). IT departments need to find the right balance to use IT budget and decision making ability and play their role in maximizing the organization’s revenue.
Any business or business process has had to face a certain level of re-engineering or reconstruction in order to fit into the managerial revolution of the 1990s and the move into the 21st cent...
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Ratinder Core (2011) studied the business process reengineering in the State Bank of Patiala. In India, has been the changing dynamics of the Indian economy has led many of the reforms in the financial sector, especially in banking and insurance sector. To meet new competitive challenges due to the induction of technology in banks and change in customers ' perspective has forced organizations to rethink about the ways of doing business operations activities. She stressed monotheism, amalgamations and pressures to reduce operating banking community costs to the adoption of tools such as Business Process Reengineering (BPR) in order to achieve strategic advantages to organizations. the State Bank
One way for the companies to meet the challenges is to recognize them as opportunities to improve the existing processes and create new innovative ones. Management of processes requires the ability to meet the goal goals for which they’ve been set up. Operations decisions follow clearly defined operations
Most global corporations in today’s business world are focusing on their business process and ways to manage those processes in order to become successful and leverage themselves against competitors. The understanding is that efficient business processes are beneficial to the business in the long run when considering factors like cost reduction, meeting customer’s expectations and streamlining business operations to eliminate any loopholes that are detrimental to the business. Change (2016) defines business process management as an approach that focuses on workflow of the firm and in the process divulging any errors that may hinder good performance, hence, it is used to structure a firm’s workflow. Advances in technologies and modern business
According to Chang, (2016), Business Process Management (BPM) is a systematic approach of attaining organization’s goals by improving its management in addition to controlling the essential business processes. Moreover, a business process is defined as a set of activities that aid in accomplishing definite organizational goals. One of the aims of BPM is to trim down human fault and miscommunication as it can be seen in Mike’s Dynatrix Pty Ltd business. It is due to poor infrastructure management, which is significant for maintaining and optimizing an organization’s equipment along with core operations. It is important to note that business process management entails analysis, modeling, design and measurement of an organization’s workflow and are technology enabled. This implies that it is always the point of connection within an organization between the line-of-business and the information technology department.
Emerge first in 1990, Business process Reeengineering (BPR) by article “Reengineering Work: Dont Automate, Obliterate” written by Michael Hammer and Thomas Davenport. The book “Reenginnering the Corporation: A Manifesto for Business Revolation “ by Hammer and Champy (1993) described business process reengineering as core of redesign and revise of business process to gain drastic improvements in crucial measure of performance.
Business Process Management (BPM) is considered as the umbrella of our research. This chapter introduces an overview of BPM which offers a set of diversity values for organizations. Figure 2.1 represents the different areas that we covered in this chapter.
“An Enterprise resource planning (ERP) systems are software systems for business management, supporting areas such as planning, manufacturing, sales, marketing, distribution, accounting, finance, human resource management, project management, inventory management, service and maintenance, transportation, and e-business”.( Haag, Cummings, Phillips, S, M, A (2007). Mangement Information Systems. New Yory, NY: The McGraw-Hill Company Inc..)