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No / The performance of manufacturing systems needs to be continuously reviewed in response to increasingly evolving market conditions. In recent years, a large volume of research has concentrated on improving manufacturing performance. Some research has been directed at senior management emphasising the strategic need for change and how to initiate change; other research has been directed at shop floor level and the provision of tools for continuous improvement; whilst more recent research has focused on business process re-engineering and supporting methodologies. However, there is a very limited set of tools available for middle managers to encapsulate the aspirations of senior management (e.g. the strategic objectives of a company) and translate these into shop floor actions. This paper proposes a methodology to support management of the introduction of new processes, products and systems and to improve the performance of manufacturing systems. The paper presents a case and methodology for an integrated system for strategic, tactical, operational and project planning. The proposed methodology is based on structured systems analysis and simulation of a manufacturing plant. Feasibility of the approach is demonstrated through application to two small to medium-sized enterprises.

Since the business surroundings become fast-moving, the enterprises implement BRP to keep pace with.While some enterprises got dramatic performance improvement,still many failed ,which made BPR be doubted.In this information-era,changing happen very often ,so BPR has it ¡¦s value on business practices and applications in the future. Moreover, Information Technology make great progesses in recent years and become powerful tool for BPR. How can enterprises make IT-related decision on BPR¡HHow to choose adequate BPR strategies¡H This thesis will foucus on these topics.In the text will appear ¡uIT-involvement matrix¡v and ¡uBPR strategies sets¡v to explain what relations live between business objectives,strategies,activiries and performance valuations.

In recent years, government attention to Hi-Tech industry. Almost all the policies agree more on the Hi-Tech industry. This makes the management of the traditional industry the more difficult. Especially the textile industry. Face strong competition and consider the cost, enterprises move to other countries with lower cost of labor outside one after another. This causes the industry's cavity crisis of textile industry. Under the circumstances that the government policy profit is stimulated more. Enterprises implement e and automation. There are many failure examples of enterprise e. So, if can analyze the e course and research for the traditional industry, it maybe the traditional industry to consult the basis while assessing and implementation enterprise e, and then improve e probability succeeding. The rise of the internet network, has driven enterprise's electronic agitation, such famous diction as ERP, SCM, CRM, KM, BI, etc., All what's frequently heard can be repeated in detail in enterprises, should be according to accepting completely only? The demands of enterprises? The doing in the test amount of the cost? How to implement? It proofs CEO¡¦s management intelligence. The study probe the key factor of success for dyeing and finishing of traditional industry, by implement the information system.

This research aimed at developing a research framework for the emerging field of enterprise systems engineering (ESE). The framework consists of an ESE definition, an ESE classification scheme, and an ESE process. This study views an enterprise as a system that creates value for its customers. Thus, developing the framework made use of system theory and IDEF methodologies. This study defined ESE as an engineering discipline that develops and applies systems theory and engineering techniques to specification, analysis, design, and implementation of an enterprise for its life cycle. The proposed ESE classification scheme breaks down an enterprise system into four elements. They are work, resources, decision, and information. Each enterprise element is specified with four system facets: strategy, competency, capacity, and structure. Each element-facet combination is subject to the engineering process of specification, analysis, design, and implementation, to achieve its pre-specified performance with respect to cost, time, quality, and benefit to the enterprise. This framework is intended for identifying research voids in the ESE discipline. It also helps to apply engineering and systems tools to this emerging field. It harnesses the relationships among various enterprise aspects and bridges the gap between engineering and management practices in an enterprise. The proposed ESE process is generic. It consists of a hierarchy of engineering activities presented in an IDEF0 model. Each activity is defined with its input, output, constraints, and mechanisms. The output of an ESE effort can be a partial or whole enterprise system design for its physical, managerial, and/or informational layers. The proposed ESE process is applicable to a new enterprise system design or an engineering change in an existing system. The long-term goal of this study aims at development of a scientific foundation for ESE research and development.

This research is designed to investigate the relationship between IT and Organisational customs and practices in Business Process Reengineering (BPR) projects based on a research framework, which consists of organisational culture, IT and the outcome of BPR initiatives together with the inextricable interdependence between them. The focus is on developing a process oriented, context-based description and explanation of the BPR phenomenon in Arab Gulf Cooperation Council (AGCC) countries. The study strives to describe and explain the process of adopting and implementing BPR initiatives in petrochemical and utilities industries in AGCC countries in terms of interaction of contextual conditions, actions and consequences. The research methodology of this thesis focuses on the pragmatics of conducting case studies as a rigorous and effective method of research. The study emphasises on conducting positivist inquiry of three case studies' data to deductively test the researcher's understanding on BPR and her assumptions of 'Blueprints' for successful BPR in AGCC countries. Two of the case studies organisations are sister companies operating in the oil and gas industry, whereas the third case study organisation is a utility company operating in the field of water and electricity generation and supply. This study resulted in a framework that could serve as a prescription to achieve a successful BPR initiative. It has identified a number of organisational elements that emphasised the necessity to pay attention to cultural and IT issues prior to undertaking BPR projects. These include the development of strategy and sound stimuli for the project, the availability of leadership, top management vision, availability of required skills and expertise and the maturity of the IT infrastructure. In addition, the study has empirically emphasised a number of BPR project implementation elements that should be in place to ensure successful implementation and management of the project including: the availability of an appropriately composed project team, continuous communication, users' involvement and usage of communication technologies.

The Study of the ERP system implemented by the major steel mills in mainland China - a case study on Wuhan Iron & Steel Co. Since 1990s, the radical change of customer demand, short life cycle of products, and accelerating innovation of technology have driven the enterprises to carry on reform of the management style and renewal of the management skill. The reform of the management style is focused on BPR (Business Process Re-engineering), and the renewal of management is to implement ERP (Enterprise Resources Planning) system. It is generally recognized that information technology can upgrade the enterprise competence. Applying information technology on BPR to facilitate ERP implementation is also proved to be successful. Both of them are important elements to improve business management. This research employs empirical studies about the implementation of ERP in large steel mills. Being different from the traditional manufacturing industries, the production type of large steel mills is a pyramid-shape model with higher difficulty, more financial and resource inputs. There are four different implementation modules based on the cases studied in this research: 1. Start from the rationalization of business administration, and self-develop a proper ERP system; 2. Look for assistance from the experienced intra-industry companies, and collaborative-develop a system required; 3. Look for assistance from the consultant companies to integrate the package software; and 4. Look for assistance from the software companies with domain knowledge in the early period, and start self-developing in the late period. All the implementing methodology, organization structure and principles of the four modules are described in this article. It is also our hope that the research result can help the enterprises to build up ERP.

The Enterprise Resource Planning system (ERP) is the major system of the Information Technical that implemented into on the small and medium-sized enterprises at present, through this ,combine software supplier , consultants and IT firm , according to the requirement, with the process improvement view of point , adopt the way of implement ex. roll-out , step by step , big-bang etc. come to SCM system implementation, exactly integrate the e-Commerce model workflow and procedure among the upstream and downstream systems, use to promote the competitiveness, to discovery the new opportunity of enterprises, what correct decision , selection and implementation into and developing the suitable system,that's the work focuses particularly on this paper.

電腦資訊的應用至今，使得企業的部門均擁有功能自動化的資訊系統，但是因應科技發展的突飛猛進，通訊工具與網際網路的整合應用，影響了活動的流程，改變了企業組織的角色及其經營的模式。一般的功能資訊系統是支援流程中活動的自動化，但是無法解決也無法判斷流程上的問題，如人力不足需要調度或超過負荷…等各類問題，要再作更大幅度的變革實屬不易，唯有以流程的角度來重新檢視才能突破。 企業流程改造的理論與方法，自提出至今有數拾餘年的期間，其主要的精神在於以「流程」為再造的重心，重新檢討企業的運作方式，以流程導向取代功能導向。本研究因著資訊科技IT的觸媒及成熟與配合，期望藉著個案實務，進行分析與方法探討，導入BPR的方法；經由本研究的探討及研究者的豐富實務經驗，將理論與實務相結合，讓BPR的導入變成'平易近人'，讓BPR的方法是容易應用的。 本研究的結論中，提出個案改造後的新流程，其中實現虛擬組織的企業架構，新的營運模式已經開始實現了；並且提供了一個非常明確的個案，說明BPR的推廣與資訊系統自動化的區隔。同時也建議BPR的應用是一個週而復始的「生命週期」，企業應該定期檢視每個流程，重複應用BPR的方法來執行流程的改造。 / With computer science’s development, today almost every business has owned information system to support business’s operations; on the other hand, organizations in the business also have to do something to match up the rapid progress in communication facilities and development of Internet. Normally, Information system’s location is to support automation in operational processes and activities, and it couldn’t point some fundamental problems, for example: the effective dispatch of staff. So, if business wants to do more transformation, it must review the business processes to break current situation. The essence of business process reengineering (BPR) is “reengineering in process”. Substituting for function-oriented thinking, business takes process-oriented thinking to re-verify operational mode. Combining author’s practical experiences and theories in BPR, the study tries to make the use of BPR be friendly, and prove BPR is a good way to proceed. In the concussion of the study shows a new operational process under a virtual business organizational structure and explain the distinction between spread of BPR and automation of information system. In the same time, the study suggests business should regard BPR as a iterative application with its lifecycle, re-verify business process regularly, and take BPR at the right moment.