• Journal of Korean Institute of Industrial Engineers
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• v.23 no.1
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• pp.77-94
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• 1997

Reengineering, also known as a business process redesign, involves a fundamental rethinking, and often a radical redesign, of an entire business process or a set of process to achieve dramatic improvements. The central paradox of reengineering is that its own advantages constitute the greatest threat to its success. For reengineering to be the right choice, the organization must have real capacities to embrace changes across the board. The key is to begin with, and to preserve, a vision of the new order, which drives this structured approach, and is in turn calibrated by that approach. However, in most cases of these calibrations, the empirical evidences on the effect of determinants in the reengineering are required. Seemingly, the research results in this area are scarcely verified. This article tried to search the effect of four dimensions of the reengineering toward the performance of reengineering. The results showed that the factors of the organization behavior and of the methodology/operation had more affected on the performance.

• Management Science and Financial Engineering
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• v.9 no.2
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• pp.21-45
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• 2003

Various organizational factors effect successful implementation of IT enabled business transformation. Among them, the most critical success factor is deemed to overcoming change management problem. Lots of studies have been made on implementation methodologies and business process formalizations to encourage organizational members to accept new business process changes. However, the logic of process redesign still depends on qualitative problem solving techniques mostly depending on basically human intuition such as brainstorming, cause-and-effect analysis, and so on. In this paper, we develop algorithmic procedure applicable to designing various business process changes such as process automation, business process resequencing, and more radical process integration. The framework is employed from dynamic programming approach in the literature, which is based on the decision making paradigm of organizations to abstract business processes as quantitative decision models. As such, our research can fill the gap of limited development of theory based analytic methodologies for business process design, by providing objective rationale to reach the consensus among the organizational members including senior management.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2003.11a
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• pp.233-236
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• 2003

Redesign of business processes still attracts a lot of interest. There have been a variety of quantitative approaches to analyze of business process. However, to examine and determine the quality-focused characteristics of the business process, a qualitative approach should be deployed. This paper introduces a qualitative approach process analysis, especially adopted the concept of the emotional engineering which is used in the area of the product design. To analyze the qualitative aspect of the business process, the emotional adjectives for the business process are used. The proposed methodology enables to determine which of business process is better or not in a more intuitive way.

• Korean Management Science Review
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• v.14 no.2
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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.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 1998.10a
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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.

• Asia pacific journal of information systems
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• v.8 no.2
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• pp.69-83
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• 1998

Some simulation tools have been developed to support business process reengineering. These tools can be used to not only analyze an as-is model of the existing process but also assess the potential value and feasibility of to-be models. But most of them are restricted to analyzing and redesign of the workflow only. Little attention is paid to the organization of people and their roles. This paper Presents a new methodology for business process simulation modeling and analysis. The methodology is based on the concepts of roles and customer-supplier chains. So the proposed methodology allows for tracking people and their roles affected by reengineering the business process. It enables one to analyze and evaluate not only workflow, but roles that are part of the flow. This paper developed a simulator to systematically construct simulation models and conduct simulations easily and efficiently. A case study is also presented as an illustrative example.

• Journal of Korean Institute of Industrial Engineers
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• v.32 no.4
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• pp.338-346
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• 2006

In this paper, we analyze and review introduction, implementation, and revision phases in the six sigma movement in LG Electronics. In LG Electronics, 6 sigma activities have been activated not only at manufacturing divisions but also in transactional processes, business, product R&D, marketing, and software development. At present, six sigma is a tool to improve processes and also become the engine of the business innovation. In this paper, concepts and contents of an on-going LG innovation process called TDR(Tear Down & Redesign) are explained in detail. We also propose important aspects and give the future prospect for six sigma.

• Journal of Fashion Business
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• v.27 no.6
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• pp.147-159
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• 2023

Fashion is the second most polluting industry. We must strive to transition to a form of industry that does not cause environmental pollution. These efforts drive may fashion brands to produce and sell products with redesigned methods that delight the inventory flow. Accordingly, it is necessary to develop creative apparel up-cycling design using the creative thinking method. This study aims to produce clothing redesign works by introducing design idea types for systematic redesign creation. In this research, we conducted a literature review on the concept of up-cycling design and employed heterotopa spacial concept reflected fashion design creation methodology types. The RE;CODE, a leading domestic up-cycling design brand, was used in case analysis. According to the command of shape transformation, it is spreading, stacking, dropping, inverting and crossing, from the creative thinking method reflecting heterotopia spacial concepts, showing designers a concrete way to transform form into new apparel. Seven works of apparel up-cycling design were developed by conducting process of RE;CODE. Also, to establish an apparel up-cycling design creation process for creating works. In this study, we proposed a systematic method for apparel up-cycling design, including a method for reorganizing two or more different materials to create something new and ultimately reversing the structure. The value and significance of this study is that it proposes a systematic method for apparel up-cycling design to make it new.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.25 no.2
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• pp.27-34
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• 2002

Many organizations attempt to plan information strategy reflecting their overall business and direction using the information engineering methodology. They also try to redesign the process for partial business area. The above two approaches can be combined because information technology Plays an important role as an enabler for business process reengineering. For theses organizations, a new information strategy planning procedure that considers reengineering of partial business is proposed in this study. The proposed procedure is designed to minimize the change of information strategy planning procedure of the information engineering methodology. The project of K company is used as the case study.

• Journal of the Korean Operations Research and Management Science Society
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• v.14 no.2
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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.