Competence and impact of tools for BPR

VIMPM: A tool to support BPR in Integrated Manufacturing

“…To analyze the competence and impact of tools for BPR, Ref. [10] shows that BPR tools are related to effectiveness rather than efficiency of the projects. Addressing to the inherent conflict for BPR leaders on choosing the appropriate style, Ref.…”

HY-CHANGE: a hybrid methodology for continuous performance improvement of manufacturing processes

“…Apart the significant naming issue of several change projects (see Dobson (2003) for an interesting discussion), a plethora of Business Process Reengineering (BPR) cases and approaches have been proposed in literature; according to this one cited as being normative (Eisner (2000), Im et al (1999), Grover and Malhotra (1997), Talluri (2000), Glykas and Valiris (1998), Cameron and Braiden (2004), Kim and Jang (2002)). These widely -and also recently upcoming-different views of BPR may be taken as the evidence that this subject area is yet to be mature.…”

“…From an operational perspective of BPR implementations, the focus is on business processes and its correct management, that means to give priority to those real-flow of adding-value activities aimed to realise a product or a service as sustained by F o r P e e r R e v i e w O n l y Im et al (1999). In the operational perspective of BPR fall also those application strongly relying on Information Technologies (IT) as critical enabler of change (as stressed by Grover and Malhotra (1997)), even though it is not so clear the correlation between IT investment and BPR rate of success according to Willcocks (2002) and Terziovski et al (2003).…”

Development of a hybrid model to improve the efficiency of business process reengineering

“…Many enterprises have undertaken a critical analysis and redesigned their business processes to achieve breakthrough improvements in operating performance. The prior empirical research found that the BPR tools are linked to the effectiveness of BPR projects rather than the efficiency of BPR projects [13]. Valiris and Glykas [28] recognized the limitations of existing BPR methodologies, including the lack of a systematic approach and the inability to lead a process through a series of steps for the achievement of process redesign.…”