• Korean Management Science Review
• /
• v.13 no.2
• /
• pp.95-126
• /
• 1996

Information technology's potential for changing processes is widely acknowledged and various information technologies exist as a tool making business reengineering possible. Groupware is one of information technology that typically work in concert to bring out change in processes. This paper attempts to explain the importance of groupware as a critical information technology for business reengineering by developing a methodology of applying groupware to business reengineering. In order to understand the applicability of groupware to business reengineering, this paper has the following objectives. 1) Examines how the capability of groupware can play as a chang lever or enabler of process innovation explicitly. 2) Propose a integrated business reengineering methodology that incorporates process, process environment and information technologies specifically. A case study was used to provide the insight how groupware can play as a enabler of process innovation. The case was analyzed according to the reengineering methodology we proposed.

• Journal of Distribution Research
• /
• v.6 no.1
• /
• pp.22-35
• /
• 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.

• Journal of the Korea Society of Computer and Information
• /
• v.22 no.10
• /
• pp.159-166
• /
• 2017

This study is a discussion of business process reengineering for the next generation information system. To be concrete, we analyze and reengineer the current business process in administration of academic, general and research. This reengineering is conformed by 5 steps, as analyzing environmental status that figures out factors of inside or outside (environmental analyzing), analyzing current condition that diagnoses AS-IS process (current situation analysis), establishing information-oriented vision with strategic accomplishing goals accordingly (visioning), deducing detailed improving tasks (defining tasks), and engineering TO-BE process comprehending improving matters (engineering model). This paper shows BPR model for next generation information system.

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

• Asia pacific journal of information systems
• /
• v.7 no.2
• /
• pp.103-135
• /
• 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.

• Korean Management Science Review
• /
• v.14 no.2
• /
• pp.185-198
• /
• 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 Korea Inteligent Information System Society Conference
• /
• 1999.10a
• /
• pp.205-212
• /
• 1999

It is certain that EC(Electronic Commerce) applying the internet will be activated in the knowledge society of 21 century based on IT(Information Technology). Though this change of social environment helps the useful information resource available to expand, it looks like that the rapid inclease in lots of information to gather makes colleges, reseach laboratories and public institutions to spend more man power and money on work of book purchases than before and now. Therefore the most urgent part for the business process reengineering in work of information service center is the business of book purchases. The business of book purchases is the core part in organizations and facilities. It should construct the books which the organigation and facility need in the most economical and efficient way within the range of physically receptive capacity with the limited budget. These organigations and facilities have to establish the policy of the book stock which they should possess and also librarians should endeavour to configure the kernel book stock constantly. I assert that they need to ensure a specialty with the improvement of business process accompanying choosing and purchasing the books. Especially, in a case of purchasing foreign books by request of members like professors, students, researcher and so on they have to replace the business of book purchase using agency with direct dealing using EC. This Business Process Reengineering will cut down on expenses, offer the transparency of book purchases and also give the users confidence. Moreover the Business Process Reengineering make it possible to build well constructed main books and information resource. The people in charge are enabled to acquire the knowledge of subjects with contiuous search for books of a spcial area and self-study. These experts in work will raise the quality of information service. Information service center will be the core in the 21c knowledge industry. To streng then value of it, efficiently run it and control it the existing business of book purchasing should be replace with direct dealing using EC applying the internet.

• The KIPS Transactions:PartD
• /
• v.10D no.3
• /
• pp.471-488
• /
• 2003

A web-based information system, that is a dominant type of information systems, suffers from the “web crisis” in development and maintenance of the system. To cope with the problem, a technology of reengineering to web-based business process, which is one of web engineering, is strongly needed. In this paper, we propose a BPN(Business Process Net) model and reengineering guides along with an application example, which are used for modeling web-based business processes and migrating to web-based information system. BPN model is a type of not only a Beta-distributed stochastics Petri net, but also an executable Activity diagram. BPN is modeled by using the Use Case analysis method and the Beta-distribution. The later is used for the purpose of modeling the uncertainty of execution time and cost of a business process. BPN model and reengineering heuristics might be used as a formal common model for business process specification languages, and analysis and design method for Web-based Information system, respectively.

• Journal of Korean Society of Industrial and Systems Engineering
• /
• v.25 no.2
• /
• pp.27-34
• /
• 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
• /
• v.14 no.2
• /
• pp.185-185
• /
• 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.