Adaptive model to support business process reengineering

Bayomy, Noha Ahmed; Khedr, Ayman E.; Abd-Elmegid, Laila A.

doi:10.7717/peerj-cs.505

Cited by 16 publications

(3 citation statements)

References 22 publications

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“…Central to the BPR methodology is its focus on enhancing efficiency, quality, and customer satisfaction (Bayomy et al, 2021). BPR initiatives are driven by the imperative to streamline processes, eliminate waste, and reduce cycle times to achieve greater operational efficiency.…”

Section: Conceptual Models For Business Process Reengineering (Bpr)mentioning

confidence: 99%

Cross-industry frameworks for business process reengineering: Conceptual models and practical executions

Oladapo Adeboye Popoola,

Henry Ejiga Adama,

Chukwuekem David Okeke

et al. 2024

World J. Adv. Res. Rev.

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Cross-industry frameworks for business process reengineering (BPR) have emerged as pivotal tools in enhancing organizational efficiency, agility, and competitiveness across diverse sectors. These frameworks amalgamate conceptual models with practical executions to streamline operations, optimize resource allocation, and foster innovation. This review delves into the essence of cross-industry frameworks for BPR, elucidating their conceptual underpinnings and real-world applications. At the core of cross-industry frameworks lies the recognition that business processes transcend sector boundaries, encompassing common elements such as customer interactions, supply chain management, and operational workflows. Conceptual models form the foundational framework by articulating key principles, methodologies, and best practices for BPR initiatives. One prominent conceptual model is the Business Process Reengineering (BPR) methodology, which advocates for radical redesign rather than incremental improvement of processes. This approach emphasizes fundamental questioning of existing practices, aiming to achieve dramatic enhancements in efficiency, quality, and customer satisfaction. Another influential model is the Capability Maturity Model Integration (CMMI), which provides a roadmap for organizations to systematically improve their processes by advancing through defined maturity levels. Practical executions of cross-industry frameworks entail the translation of conceptual models into actionable strategies tailored to specific organizational contexts. This involves a multifaceted approach encompassing process analysis, stakeholder engagement, technology integration, and change management. Process analysis entails mapping current workflows, identifying bottlenecks, and pinpointing areas for optimization. Stakeholder engagement is crucial for garnering buy-in and fostering a culture of continuous improvement. Technology integration plays a pivotal role in modern BPR initiatives, leveraging digital tools such as business process management (BPM) software, data analytics, and robotic process automation (RPA) to streamline operations and enhance decision-making. Moreover, emerging technologies like artificial intelligence (AI) and blockchain offer new avenues for process innovation and optimization. Change management constitutes a critical component of practical executions, as BPR initiatives often entail significant organizational transformation. Effective change management involves communication, training, and leadership support to mitigate resistance and facilitate smooth transition. Real-world applications exemplify the effectiveness of cross-industry frameworks in driving tangible business outcomes. Case studies spanning diverse sectors, including manufacturing, healthcare, finance, and retail, demonstrate how organizations have leveraged BPR to achieve breakthrough improvements in efficiency, cost reduction, and customer satisfaction. In the manufacturing sector, for instance, companies have adopted lean manufacturing principles to streamline production processes, minimize waste, and enhance flexibility. In healthcare, BPR initiatives have led to streamlined patient care pathways, reduced administrative burdens, and improved clinical outcomes. Financial institutions have leveraged BPR to optimize loan approval processes, mitigate risk, and enhance regulatory compliance. Similarly, retailers have utilized BPR to optimize supply chain management, enhance omnichannel capabilities, and personalize customer experiences. Cross-industry frameworks for business process reengineering represent a potent paradigm for organizational transformation in today's dynamic business landscape. By integrating conceptual models with practical executions, these frameworks empower organizations to enhance operational efficiency, drive innovation, and maintain competitive advantage across diverse sectors.

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Section: Conceptual Models For Business Process Reengineering (Bpr)mentioning

confidence: 99%

Cross-industry frameworks for business process reengineering: Conceptual models and practical executions

Oladapo Adeboye Popoola,

Henry Ejiga Adama,

Chukwuekem David Okeke

et al. 2024

World J. Adv. Res. Rev.

View full text Add to dashboard Cite

show abstract

“…Eliminate dilakukan dengan menghapus proses, dokumen kerja, dan pekerjaan ganda yang tidak perlu (Ahmed Bayomy et al, 2021). Simplify menyederhanakan formulir, prosedur, dan aktivitas untuk mempermudah proses secara keseluruhan (Khan et al, 2020).…”

Section: Fig 1 Alur Penelitianunclassified

Identifikasi Proses Bisnis Penerimaan Santri Baru di Pesantren Mahasiswa Miftahul Khoirot melalui Implementasi Business Process Reengineering

Hidayat,

Indriastiningsih,

Nugrahadi

2024

JUTIN

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This study aims to propose identification to the business process of admitting new students at Miftahul Khoirot Student Boarding School by adopting the concept of Business Process Reengineering (BPR). The admission of new students is a critical stage in maintaining the quality of education in pesantren, and BPR can help in identifying, redesigning, and optimizing this process to achieve efficiency, productivity, and better service. The BPR method is used to analyze, redesign, and implement the process with a more effective and innovative approach. The results of this proposal include simplification of intake steps, use of information technology, reduction of bureaucracy, and improved coordination between departments. It is expected that the implementation of this proposal will result in significant improvements in the admission process, reduce the time required, and increase the satisfaction of prospective students and related parties. This proposal provides a foundation for Miftahul Khoirot Student Boarding School to become more responsive and competitive in accepting new students

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“…Gambar 1. Tahapan Business Process Reengineering [9] Menurut [10] Business Process Reengineering merupakan rancangan ulang secara radikal terhadap suatu proses bisnis untuk perbaikan secara dramatis yang memperhitungkan dari sisi biaya, kualitas, pelayanan, serta kecepatan. Fokus utama dari Business Process Reengineering adalah untuk mengurangi rantai proses kerja serta menghilangkan tahapan yang tidak memberikan nilai tambah serta menghilangkan delay diantara proses kerja [11]…”

Section: Metode Penelitianunclassified

Payment Tutoring System Reengineering Using Business Process Reengineering

Purwanto

Pranata

2023

SMATIKA

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The payment system at the Smartindo Tutoring Institute. Although it has used a web-based system that is integrated with the academic system, the existing system has not been able to run properly. So, it is forced to make adjustments in the business processes of payment section. System changes are carried out using the BPR (Business Process Reengineering) method so that the system change process can be in accordance with the needs and is able to transform conventional systems into digital systems by reducing unnecessary steps. The aim of this research is to produce a new payment system based on process optimization using the BPR method. There are 4 stages of BPR that will be carried out in this research including identify processes, review update analyze as-is, design to-be, test & implement to-be. The results of these system changes resulted in a new system that showed a better level of throughput efficiency. The old system has been identified only has a throughput efficiency value of 48.39%. After analyzing and making changes to the process, the new system produces a better level of efficiency, reaching 100%. The results of better efficiency cannot be separated from the success in reducing the stages that are considered no longer needed in the workflow of the new payment system.

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Adaptive model to support business process reengineering

Cited by 16 publications

References 22 publications

Cross-industry frameworks for business process reengineering: Conceptual models and practical executions

Cross-industry frameworks for business process reengineering: Conceptual models and practical executions

Identifikasi Proses Bisnis Penerimaan Santri Baru di Pesantren Mahasiswa Miftahul Khoirot melalui Implementasi Business Process Reengineering

Payment Tutoring System Reengineering Using Business Process Reengineering

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