• 경영과학
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• 제14권2호
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• pp.185-198
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• 1997

Business process reengineering(BPR) aims at a radical redesign of our business processes in order to achieve dramatic improvements in their performance. However, the fact that many BPR projects have failed hesitates the companies who have started to use BPR or who are planning to do so. Implementing a radical plan from a cross-functional perspective needs a more careful consideration of process vision, preventive measures and contigency plan. Our research suggests to use a visual decision making process (VDMP) in the development of a process vision and implementation plan. A BPR project of Carlaon School of Mnagement (CSOM) at the University of Minnesota is illustrated to show our suggested methodology.

• 한국멀티미디어학회논문지
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• 제20권7호
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• pp.1073-1089
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• 2017

Changes in the business environment and increased competitiveness have led many companies to consider Business Process Reengineering(BPR) as a means to improve performance. However, while some BPR projects have been successful among the many companies that have performed BPR, most of the reengineering efforts have been deemed unsuccessful as the project failed. There are many answers to this, but the most important point is that the effective linkage between process innovation and information system construction is insufficient. Even if the reform of consciousness is carried out through the promotion of management innovation activities such as BPR, and the process is improved, management infrastructure can not be continuously maintained if infrastructure, especially information system, is not built up to support it. In this paper, we propose BPR and information system combining methodology for successful BPR execution and information system construction, and describe the result of BPR consulting performance when constructing information system and compare the improvement of failure risk factor. In addition, we present the case through the case of K company, and finally present customer satisfaction through post evaluation after completion of K company information system construction project implementation.

• 한국건설관리학회논문집
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• 제11권3호
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• pp.80-88
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• 2010

국내외 건설분야에서는 건설CALS 구축 등의 건설정보화를 위해 다양한 노력을 기울여 오고 있다. 이러한 건설정보화는 전산시스템 구축 자체에 많은 비중을 두고 있는 반면, 건설업무의 업무프로세스 재설계 등의 분야는 다소 미흡한 실정이다. 이를 위해서는 건설업무 절차구성을 위한 체계화된 프로세스 개념을 도입한 전산화 방법론 및 특화된 프로세스 모형화기법이 요구되고 있다. 본 연구에서는 이러한 BPR의 건설분야 적용성 확보 및 정보화기술과의 연계성을 고려하여 체계적인 건설업무 프로세스의 구축을 위한 건설업무 BPR 방법론과 업무프로세스 모형화기법을 제시한다. 또한 제시된 모형화기법은 웹기반의 프로세스 모형화시스템으로 개발하여 실제 프로젝트의 적용을 통해 활용성을 검증한다.

• 한국경영과학회지
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• 제14권2호
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• pp.185-185
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• 1989

Business process reengineering(BPR) aims at a radical redesign of our business processes in order to achieve dramatic improvements in their performance. However, the fact that many BPR projects have failed hesitates the companies who have started to use BPR or who are planning to do so. Implementing a radical plan from a cross-functional perspective needs a more careful consideration of process vision, preventive measures and contingency plan. Our research suggests to use a visual decision making process (VDMP) in the development of a process vision and implementation plan. A BPR project of Carlson School of Management (CSOM) at the University of Minnesota is illustrated to show our suggested methodology.

• 대한공간정보학회지
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• 제22권4호
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• pp.81-89
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• 2014

우리나라는 공공기관과 지방 자치단체에서 생산된 국가 공간정보를 통합관리하고 공동 활용하기 위한 목적으로 국가공간정보통합체계를 구축하였다. 다른 기관에서 구축된 정보가 국가 차원에서 통합 관리됨에 따라 통합된 국가공간정보의 체계적인 품질관리 필요성이 제기되고 있다. 본 논문에서는 국가공간정보통합체계의 품질관리시스템 구축을 위한 업무 프로세스 재설계(BPR: Business Process Reengineering) 수립을 다룬다. 품질관리 업무를 품질관리 대상정의, 품질측정, 평가 및 분석, 품질개선 프로세스로 정의하고, 각 프로세스 별 활동(Activity)을 설계한다. 품질관리 업무를 수행하기 위해서는 오류여부를 판단하기 위한 업무적 규칙(BR: Business Rule)이 필요하다. 본 논문에서는 기본공간정보 중 법정동, 철도경계, 철도중심, 도로경계, 도로중심, 그리고 건물 등 6개에 대하여 BR을 도출한다. 다른 공간정보에 대한 BR은 본 논문에서 제시된 도출 방법을 사용하여 만들어 질 수 있을 것이다. 본 논문에서 수립된 BPR과 도출된 BR을 기반으로 향후 국가공간정보체계 품질관리 시스템을 구축할 수 있을 것으로 사료된다.

• Asia pacific journal of information systems
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• 제7권2호
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• pp.103-135
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• 1997

Today, many organizations are reengineering themselves to develop new ways to thrive in a foreign and unforgiving business environment. However, it is reported that many companies involved in the project of business process reengineering are dissatisfied with their results. Therefore, we developed an exploratory framework based on three constructs such as critical success factors, organizational maturity level, and performance and applied these to help analyze current practice in business process reengineering. To proceed with our research, this paper was organized around two research questions in business process reengineering. We addressed: (1) To what extent does certain critical success factors correlate with performance? and (2) How does the relationships between critical success factors and performance differ by organizational maturity level? From the research results, we could find relationships between critical success factors(i.e., project management, change management, objective management) and performance, and could verify differences in performance of organizations grouped by organizational maturity level.

• 한국경영과학회:학술대회논문집
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• 한국경영과학회 1998년도 추계학술대회 논문집
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• pp.289-293
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• 1998

Two reasons for the low success rate of the practical implementation of BPR are the lack of good models and consideration of information system development stage in a BPR project. This paper suggests an Integrated Business Process Model (IBPM), which incorporates two distinct but interrelated points of view: form and business process. By integrating the form model with the business process model, the IBPM has advantages in performing BPR projects; it helps to build the model, to analyze and redesign business processes, and to do requirement analysis of information systems. This paper also suggests a new BPR supporting tool, BRAWII(Business Reengineering Assistance Workbench version 2.0). BRAWIIsupports IBPM and manages full stages of BPR project. In the design of BRAWII, the linkage between results of a BPR project and requirements for information system development is considered.

• 국제학술발표논문집
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• The 1th International Conference on Construction Engineering and Project Management
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• pp.569-574
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• 2005

This paper presents the core technology of Construction Business Process Automation to model and automate construction business processes. Business Process Reengineering (BPR) and Automation (BPA) have been recognized as one of the important aspects in construction business management. However, BPR requires a lot of efforts to identify, document, implement, execute, maintain, and keep track thousands of business processes to deliver a project. Moreover, existing BPA technologies used in existing Enterprise Resource Planning (ERP) systems do not lend themselves to effective scalability for construction business process management. Application of Workflow and Object Technologies would be quite effective in implementing a scalable enterprise application for construction community. This paper present the technologies and methodologies for automating construction business processes by addressing how: 1) Automated construction management tasks are developed as software components, 2) The process modeling is facilitated by dragging-and dropping task components in a network, 3) Raising business requests and instantiating corresponding process instances are delivered, and 4) Business process instances are executed by using workflow technology based on real-time simulation engine. This paper presents how the construction business process automation is achieved by using equipment reservation and cancellation processes simplified intentionally.

• 경영과학
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• 제12권3호
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• pp.17-44
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• 1995

The changing business environment requires that firms reengineer their fundamental processes in order to retain their competitive advantage. Most Business Proess Reengineering (BPR) projects, however, have failed partly because the essential enabler, ie. information technology, was unable to perpetuate the original vision. The information systems were unable to support the collaboration among the workers participating in the process. Workflow Management Systems (WfMS) have the potential to enhance not only individual performance as did traditional information systems, but also the group performance essential to the success of BPR by providing an effective means of communications through connectivity. It also enhances productivitiy through proceduralization of the fundamental processes, thus making it possible to empower the employee even while it controls the flow, and ultimately the delaly that originally made the BPR effort necessary. Therefore, though it is not a panacea, WfMS's can improve chances for the success of BPR projects. Managers who have realized this are faced with another obstacle - that of selecting the WfMS that best meets the particular organization's needs. This paper provids an evaluation structure of WfMS functions with emphasis on those functions that are essential for BPR, classifying the functions into an attribute hierarchy according to the Analytic Hierarchy Process (AHP) approach. It also suggests specific evaluation criteria for the main workflow functions provided by most vendors today, thus providing managers with a comprehensive guideline to facilitate the decision process.

• 한국유통학회지:유통연구
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• 제6권1호
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• pp.22-35
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• 2001

The focus of Business Process Re-engineering (BPR) has been extended to inter-business process that cuts across independent companies. Combined with Supply Chain Management (SCM), inter-business process reengineering (IBPR) focuses on synchronization of business activities among trading partners to achieve performance improvements in inventory management and cycle time. This paper reviews the business process reengineering movement from the historical perspective and presents a case of inter-business process reengineering using the latest internet-based Business-to- Business (B2B) technology based on Collaborative Planning, Forecasting, and Replenishment (CPFR). The case demonstrates how CPFR technology reengineers the distribution process between Heineken USA and its distributors. As world's first implementor of web-based collaborative planning system, Heineken USA reduces cycle time from determining the customer need to delivery of the need by 50% and increases sales revenue by 10％. B2B commerce on the internet is predicted to grow from $90 billion in 1999 to $2.0 trillion in 2003. This paper provides the management with the bench-marking case on inter-business process reengineering using B2B e-commerce technology.