• The Journal of the Korea Contents Association
• /
• v.17 no.7
• /
• pp.44-55
• /
• 2017

Many enterprises have recently been pursuing process innovation or improvement to attain their performance goal. To comprehensively support business process execution, the concept of business process management (BPM) has been widely adopted. A life cycle of BPM is composed of process diagnosis, (re)design, and enactment. For aligning with enterprise strategies, all BPM activities must be closely related to performance metrics because the metrics are the drivers and evaluators of business process operations. The objective of this paper is to propose a life cycle-based BPM framework integrated with the process-based performance measurement model, in which business processes are systematically interrelated with key performance indicators (KPIs) during an entire BPM life cycle. By using the proposed BPM framework, company practitioners involved in process innovation projects can easily and efficiently find the most influencing processes upon enterprise performance in the process diagnosis phase, evaluate the performance of newly designed process in the process (re)design phase, monitor the KPIs of new business process, and adjust business process activities in the process execution phase through the BPM life cycle.

• Proceedings of the CALSEC Conference
• /
• 2001.08a
• /
• pp.277-288
• /
• 2001

Nowadays, for the competitive power of an enterprise, there are many attempts to implement information system that could support business innovation by business process re-engineering. However, there is no effort to standardize the core business processes of enterprise based on standards of data, documents. These facts make it difficult to introduce and implement enterprise information system designed by business processes of the higher level. Therefore, standardization of business process by analyzing the functionality and relationships among them are important and necessary. The results of our research are summarized as process-driven standardization (standardization of core business processes) and development of a repository. In process-driven standardization, we proposed the reference model by analyzing the business processes of the leading enterprises for core business processes. The reference model focuses on core business processes, such as sales management, procurement management, production management, logistics management, and customer support in manufacturing industry. We developed a knowledge-based system as a repository for a integrated management system of business process. And this repository was built up web-based system for the purpose of both reference and management.

• The KIPS Transactions:PartD
• /
• v.13D no.4 s.107
• /
• pp.535-548
• /
• 2006

To formally describe business process, many business process languages have been so far specified with different origins and goals such as XPDL, BPML and BPELAWS. Especially, XPDL proposed by WfMC has been widely used in various business process environments for a long time. On the other hand, the necessity of a standard graphical notation for a business process may create BPMN driven by BPMI. Because BPMN is composed of graphical constructs which can be used to graphically depict business process, BPMN-formed business processes should ultimately be converted to their corresponding semantically equivalent business process language(XPDL). Then, the business process languages can be consequently executed by business process engines. In this paper, we proposed a transformation mechanism from BPMN to XPDL for a business process. By this paper, We minimized the difference between process designers and process execution modules as reducing the gap of semantics between BPMN and XPDL.

• 한국경영정보학회:학술대회논문집
• /
• 2008.06a
• /
• pp.264-269
• /
• 2008

Considering our increasingly interconnected organizations heavily relying on business processes and the growing need for timely accurate knowledge to achieve greater agility in the enterprise, the idea of looking at business processes as a knowledge object is gaining momentum. Business process information is knowledge and should consequently be managed as a valuable organizational asset, particularly because organizations need to react in near real time to environmental changes and events. This paper provides an overview of the situation in this field arguing for a better definition of the intersections between knowledge and business process management. When business process is seen as knowledge, it should be managed as such. We assess and discuss some of the resulting benefits and considering the need for greater dynamic integration between the two domains, we look at ontologies as an interesting technical approach to bridging this gap showing an example for an ontology based sales order process.

• 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.

• Korean Journal of Computational Design and Engineering
• /
• v.15 no.3
• /
• pp.204-211
• /
• 2010

Recently, business process management has become an important concept to define and execute business process. During the execution of the collaborative business processes defined by the consensus with manufacturing enterprises, a lot of variations can be occurred by various internal and external factors related to business. From this reason, manufacturing enterprises have tried to seek for a technology to define and execute the collaborative business process systematically under the dynamic situations approving process variation. This study defines the collaborative business process among manufacturing enterprises at first and proposes its execution technology under the dynamic situations. Here, the proposed execution technology includes the authority management of each process, sub-process, and activity for security, the forced execution of the incomplete process containing the undefined sub-process, the re-execution in a certain range of business process for correcting errors, and the dynamic selection of sub-process. Furthermore, this study implements a prototype system to check the validity of its application under the dynamic situations.

• Journal of the Korean Operations Research and Management Science Society
• /
• v.28 no.3
• /
• pp.149-168
• /
• 2003

With the increase of global competition and the reduction of the lifecycle of business process, most leading companies begin to adopt BPO(Business Process Outsourcing), by outsourcing the whole or part of their business process to external service providers and focusing on their core capability, in order to enhance their core competency, In adopting BPO, it is an important decision-making issue that which part of process should be outsourced. So identifying core/non-core process among the business processes is a prerequisite for managing corporate capability and performance of outsourcing. In this study, by focusing on knowledge intensity and degree of informatization of the business process that are important factors in adopting BPO, we have analyzed the current status of BPO adoption of domestic firms and proposed several guidelines for adopting BPO.

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

• International conference on construction engineering and project management
• /
• 2009.05a
• /
• pp.622-627
• /
• 2009

Business process engineering (BPE) is a top-down management approach for increasing efficiency and productivity through radical and fundamental changes to the business processes of the organization. BPE requires firms to initially develop a model of the existing business processes of the firm to distinguish functional tasks from processes used for coordinating inputs, activities and outputs. The model is used for understanding the business processes in the organization and to simulate the effect of changes to the processes. The model can also be used to justify business processes, which involves assessing whether the business process provides value to the customer in its current configuration. Justification requires a careful examination of the key business processes used by the firm to identify systemic shortcomings in the process and to create a new business process to produce greater efficiency. BPE also considers automating as many business processes as possible to increase operational efficiency and the integration of business process tasks. The construction industry has been slow to adopt BPE because of its project approach in which a major firm contracts with various functional service providers and regards each project as unique. The industry focuses on functional task efficiency rather than business process efficiency. There is no formal methodology or criteria for determining whether a business process is effective for a construction firm in its current configuration. The use of performance measures such as costs, task duration times or other metrics can be useful in evaluating the effectiveness of an existing business process and for modeling the possible outcome of a fundamental and radical change to the process.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
• /
• v.1 no.1
• /
• pp.157-178
• /
• 2006

BPMS implementation in L Electronics, which started in 2003, was spotlighted in the IS Project and research area. L Electronics has conducted process innovation with the goal of being one of the Global Top 3 brands. Continuous business environment changes because of globalization and speedy development of information technology have caused changes in business process and functions. This case examines its efforts for optimizing business process continuously and systematically with BPMS and discusses the implication and potential of business process innovation with BPMS.