A model decomposition approach for a manufacturing enterprise in Business Process Reengineering

jang, ki-jin

doi:10.1080/0951192021000039594

Cited by 9 publications

(3 citation statements)

References 25 publications

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“…But risks and implementation problems still abound [9,[33][34][35]48]. Specifically, some researchers have found that the required change process is far from easy and many projects have turned into learning experiences about how organizations should or should not manage major changes [28,33,48,54]. A major question still remaining is whether or not the actions or factors proposed in the literature are necessary for success, if implemented will actually increase the chances for more successful company BPR projects in the future.…”

Section: Introductionmentioning

confidence: 99%

Testing success factors for manufacturing BPR project phases

Guimarães

Paranjape

2013

Int J Adv Manuf Technol

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This study aims to identify prescriptions for success proposed in the literature and empirically test the relationships between proposed success factors and the extent to which each business process reengineering (BPR) project phase benefited from their presence. A usable sample of 212 top manufacturing managers (plant managers or above) shared their organizations' experience regarding their last BPR project implementation. The sample shows good representation based on company size (gross revenues industry subsectors), self-rated IT sophistication, top managers titles, and self-rated degree of knowledge about the specific BPR project implementation they have addressed. Results indicate that some success factors are more or less important to a particular project phase. Except for the insignificant relationship between project inception and process change/redesign phase, the relationships between the other phases are all significant and in some cases seem to represent a major determinant of success in the subsequent phase. The most important limitation is that new company processes will be developed in the future owing to changing regulations, improved services, new managerial policy, and/or new technologies. These processes may require different success factors; thus, researchers must continue their efforts to identify new success factors and empirically test their importance in practice. Managers can increase the chances for overall BPR project success and success in each phase by ensuring that the prescribed success factors are in place before they start or as they pursue the project. Several managerial insights and implications are discussed. BPR projects by their very nature are very expensive to prototype, forcing companies to follow a sequential methodology for changing and implementing new processes. This is the first study identifying and testing the success factors for each BPR project phase.

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Section: Introductionmentioning

confidence: 99%

Testing success factors for manufacturing BPR project phases

Guimarães

Paranjape

2013

Int J Adv Manuf Technol

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“…. Extending the IDEF0 methodology to include methods that can perform quantitative analysis (Malmstrom et al 1999, Zakarian and Kusiak 2001, Jang 2003. It can realize some aspect of simulation and performance analysis, but it is not an effective and efficient way for it is not a full solution.…”

Section: Integrated Idef0 and Cpn Modelmentioning

confidence: 99%

Integrated Integration Definition Language 0 (IDEF) and coloured Petri nets (CPN) modelling and simulation tool: a study on mould-making processes

Chin

Mok

et al. 2006

International Journal of Production Research

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The use of the Integrated Integration Definition Language 0 (IDEF) descriptive model or similar tools alone in the analysis of complicated processes like the mould-making process usually encounters difficulties due to the complexity of process. A quantitative analysis model thus seems necessary to supplement the IDEF0 tool for better modelling and simulation of complicated processes. The paper proposes to integrate the IDEF0 tool with the coloured Petri nets (CPN) tool for systematic analysis of complicated processes. It introduces an effective modelling and simulation language-hierarchical timed CPN-based workflow nets (HTCPNWF-nets). The rules for translating IDEF0 into HTCPNWF-nets have been developed. After mapping the IDEF0 model onto HTCPNWF-nets, several performance analyses can be achieved by simulation of HTCPNWF-nets model. The proposed methodologies have been successfully applied to the mould-making process. The paper presents the rationales and current progress of the proposed methodologies.

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“…These social aspects of change management have included leadership, organizational culture, change-project management, human-resource management, and so on (Thong et al 2000, Biazo and Bernardi 2003, Hengst and Vreede 2004. Although some research has investigated the technical and systematic aspects of change management (Bititci and Muir 1997, Love et al 1998, Giaglis et al 1999, Jang 2003, no practical model incorporating the technical aspects of an organization has yet been developed.…”

Section: Introductionmentioning

confidence: 98%