Pour faire face à un environnement de plus en plus changeant et compétitif, les entreprises sont conduites à une redéfinition de leurs structures. Sur le plan organisationnel, la redéfinition des processus permet de mieux prendre en compte l'intégration d'activités autrefois fortement cloisonnées ; le recentrage des entreprises sur leur cœur de métier conduit à un transfert d'activités ou de fonctions jugées non stratégiques vers des partenaires externes. Cette restructuration qui se traduit par une intégration fonctionnelle importante, permet, à travers des processus transversaux d'atteindre un objectif commun à tous : satisfaire le client au moindre coût.<br /><br />C'est dans ce contexte qu'intervient notre travail de recherche. Nous traitons dans cette thèse, dans le cadre de la réorganisation logistique d'un grand groupe industriel, la problématique de la modélisation et de la réorganisation des processus pour une gestion transversale optimisée d'une entreprise (aspect interne), la redéfinition des processus dans le cadre de l'externalisation d'une partie d'un processus (recentrage des activité), et finalement l'organisation de processus interdépendants multi acteurs (relations partenariales). Ce travail vise à apporter des outils méthodologiques et des pratiques d'aide à la configuration des chaînes, en particulier dans le cadre de l'externalisation.<br /><br />Ainsi, le premier chapitre pose le cadre de nos recherches : l'organisation des chaînes logistiques et l'importance des processus au sein de celles-ci. Ce chapitre permet de poser et présenter les bases de notre réflexion pour définir et mettre en œuvre un processus d'externalisation.<br />Pour atteindre cet objectif, le deuxième chapitre est centré sur les concepts et approches relatifs à la modélisation et à la réorganisation des processus. Nous déterminons dans un premier temps l'articulation générale de l'approche d'intervention que nous proposons et nous présentons un certain nombre de modèles, méthodes, outils, etc. pour permettre une réorganisation des processus internes et accompagner l'externalisation d'activités vers des prestataires extérieurs. Nous constatons que si la réorganisation des processus est une notion relativement récente, elle fait l'objet d'une attention toute particulière, ces dernières années, dans les milieux industriels. Le tour d'horizon des travaux de recherche et des méthodologies, techniques, outils, etc. utilisés par les industriels, montre qu'il existe une prépondérance sur l'axe « technologie » par rapport à l'axe « organisation ». C'est sur ce dernier point que nous positionnons nos travaux pour étendre les champs du BPR au cadre de l'externalisation et du partage partenariales d'activités dans l'exécution du processus logistique. Nous utilisons pour cela un standard international des processus de la chaîne logistique, le modèle SCOR, qui a été choisi par le Groupe Rhodia pour la gestion de ses processus principaux. Ce chapitre nous permet alors de développer une méthodologie structurante en trois temps (« as is » - « to be » - « go live ») et d'employer celle-ci dans le cadre de l'externalisation<br /><br />Le troisième chapitre nous permet d'appliquer notre proposition au niveau industriel. A travers différentes études menées au sein du Groupe Rhodia, nous illustrons l'intérêt d'une vision intégrant standardisation et dépendances entre activités, dans la réorganisation des processus appliquée à la mutualisation ou l'externalisation.<br />Nous proposons une évolution en trois temps : modélisation, analyse et restructuration des processus pour une évolution interne à l'entreprise, puis pour l'externalisation d'activités (logistiques dans le cas qui nous intéresse), et finalement pour l'amélioration du fonctionnement multi acteurs.<br />Le troisième chapitre nous permet de proposer une approche pour la modélisation des processus dans le cadre d'une opération d'externalisation :<br />¬ « Pourquoi externaliser » - la décision d'externalisation<br />¬ « Quoi externaliser » - la détermination des activités à externaliser<br />¬ « Comment externaliser » - le BPR à en utilisant le modèle SCOR ou d'autres méthodes pour les processus n'étant pas adressés par SCOR<br />Nous établissons dans ce chapitre, à partir des résultats issus de nos études industrielles, une démarche de réorganisation des processus et d'externalisation dans le cadre de la chaîne logistique de Rhodia et définissons un plan d'externalisation par la réorganisation des processus.<br /><br />Enfin, nous concluons cette thèse en revenant sur les apports académiques et industriels de ce manuscrit concernant la réorganisation des processus de l'organisation dans le contexte de l'externalisation. Nous ouvrirons enfin un certain nombre de perspectives de recherches dans ce domaine.

This research is concerned with investigating reengineering teams in the context of business process change, or more widely known, business process reengineering (BPR). Business Process Change, on the one hand, is still considered as being an approach that is required in recent times. Reengineering teams (teams that are involved with the planning, analysis and design of the approach) on the other hand, have been viewed to be essential for the development and implementation of BPR. Bearing these points in mind, it was discovered that although the reengineering teams area warrants attention, there has been little attention paid to it. In the reengineering area, specifically, this research aims to address two main issues: first, the role of reengineering teams in business process change and second, the human and organisational aspects that surround the teams. For this, the research applied several steps and they are described in the following paragraphs. To discover the role of the reengineering teams in the context of business process change, it was initially assumed that the foundations of the BPR lie in organisational change. Using this assumption, it became simpler and clearer to determine the exact role of teams. With regards to the human and organisational aspects, a strategy unique to the topic was adopted. At the outset, some human and organisational aspects that are more commonly found in the organisational behaviour and psychology areas were revealed and research with regards to these particular aspects was described. Whilst that was the theoretical side of the research, the research then had to determine whether the deductions formed from the theoretical side were evident in practice. For the empirical results, the research used a combination of approaches in order to obtain the desired results. A qualitative approach that has its foundations in Interpretivism was the methodology used in the research. The ontology assumed then that subjective meanings could be assumed to reconstruct reality. Evidence from practice was obtained using initially, two pilot studies. Further, a multiple case study strategy and the research techniques of mainly, interviews and referring to archival documents were utilised. Once the data was analysed, a theory that could be used for future research in the reengineering teams area was developed. This was arrived at using a combination of certain grounded theory techniques, particularly, the forming of categories and coding. The findings suggested that reengineering teams are imperative for BPR and that some of the selected human and organisational aspects are evident in the newly formed theory.

Presents real-life and day-to-day examples of service delivery problems which will be familiar to all readers. Then provides practical re-engineering solutions to remedy the problems. The vignettes illustrating the problems are all real-life cases based on the experiences of the authors, and the solutions they propose are also based on their encounters with service providers as educators and consultants, and talks to business audiences by both parties.

For many years, the tight bureaucratic and task centered approaches of civil service institutions of Ethiopia led to fragmentation, overlap and duplications of efforts than being responsive, flexible and customer focus. To this end, Business Process Reengineering (BPR) has been considered as a government sector technique to help organizations fundamentally rethink how they do their work in order to dramatically improve customer service, cut operational costs, become responsive, flexible and customer focus. BPR has great potential for increasing productivity through reduced process time and cost, improved quality, and greater customer satisfaction, but it often requires a fundamental organizational change. Despite the numerous advantages of BPR in terms of responsiveness, flexibility and customer focus, its implementation is perceived to be a difficult task and also many unsuccessful experiences have been reported in the literature. In fact, there are very few survey researches that attempt to highlight the kinds of activities that the organizations should pursue to ensure a reasonable transition to the new process; manage the human and technical issues surrounding implementation of the new process; and assess the results of its reengineering efforts. But these researchers saw the issues from private cooperative organizational perspectives and contexts. Besides, most of the discussions and findings were stretched up to showing that successful BPR implementations process are mainly associated with the organizations capability in managing changes. The researches paid no attention to other factors, like the issues of enabler, tools and techniques which can be utilized to build momentum. Hence, the present research investigated the factors associated with successful implementations of BPR projects in the contexts of public institutions. Based on a case study conducted in Ethiopian Ministry of Health and Gambella Regional Health Bureau; this research attempted to provide guidelines and best practices in public service providing institutions that will help them to achieve dramatic performance gains while implementing BPR projects. A cross sectional, qualitative and quantitative study was conducted taking 90 respondents and 20 interviewees as study subjects. Data were collected from June 1 to July 31 2010. A structured questionnaire was filled by 90 respondents where 43.3 % of them from Gambella Peoples’ National Regional State Health Bureau and 56.7% of them were from Ethiopian Federal Ministry of Health. The questionnaire was employed to collect data on change management and factors associated with the attainment of performance goals whereas in-depth interviews were utilized to substantiate the findings of questionnaire and investigate the use of information technology as enabler. The in-depth interviews included planners, core process owners and directors. Cross tabulation results imply that there is significant associations between attainment of performance goals and availability of written comprehensive plan for pilot test, refinement and implementation of change management plan, availability of communication strategy, placement of performance measures, motivation to take new roles and responsibilities, Use of information technology as enabler and pilot testing to evaluate new process. Hence, the findings of this research suggest that reengineering project implementation is complex, involving many factors. To succeed, it is essential that change be managed and that balanced attention be paid to all identified factors, including those that are more contextual (e.g., management support and technological competence), performance management, availability of comprehensive implementation plan, communication strategies, refinement and implementation of change management plan, use of pilot testing to evaluate new process, motivation to take new roles and responsibilities and usage information technology as enabler. / +251911436197, Gambella, Ethiopia, P.o.box. 90

Syftet med uppsatsen är att identifiera vilka uppfattningar som har identifierats efter införandet av RPA i förhållande till de förväntningar som fanns hos medarbetarna. För att undersöka det har följande frågeställning utformats; vilka skillnader, om några, finns mellan medarbetarnas uppfattningar efter införandet och deras förväntningar före? Vilka uppfattningar har medarbetarna om RPA-s nytta? och vilka lärdomar kan man ta med sig till framtida RPA-projekt? Undersökningen gjordes genom en kvalitativ datainsamlingsmetod där det förekom att undersökningsdeltagarna fick svara på formulär som sedan följdes upp med en form av diskussion med personen i fråga. Intervjufrågorna är byggda på den analysmodell som är gjord utifrån den litteratur som ligger till grund för mitt arbete. I undersökningen deltog det fem personer som på något sätt kommer i regelbunden kontakt med RPA på sin arbetsplats. Resultatet visar att undersökningsdeltagarna, inför införandet, var positiva till att RPA skulle införas, men också att de var positiva till RPA efter införandet. Resultatet visar också att undersökningsdeltagarna ser värdet i att använda RPA. Slutsatserna från undersökningen visar att de förväntningarna som medarbetarna har på RPA, inte har förändrats efter att RPA har införts. Undersökningsdeltagarna var positiva före införandet och efter införandet är de fortsatt positiva. En annan slutsats visar att undersökningsdeltagarnas uppfattningar om RPA är positiva. Undersökningsdeltagarna ser att RPA tar bort en viss arbetsbelastning. Den sista slutsatsen visar att tydlig och bra information från ledningen och att användarmedverkan krävs för att lyckas bra med kommande projekt

<p>Syftet med uppsatsen har varit att undersöka framgångsfaktorer vid införandet av ERP-system i olika företag. Både kundernas och leverantörens syn på framgångsfaktorer vid införandet har klargjorts. </p><p>Min empiriska undersökning har utförts på fem olika företag och jag har intervjuat totalt fem personer som samtliga haft mycket centrala roller vid ERP-införandena. Vid intervjuerna har jag använt mig av kvalitativ ansats där informanterna har fått berätta relativt fritt om vad de uppfattat kunna påverka framgången med införandet av ERP-systemen. Jag analyserade det insamlade materialet med hjälp av empirinär kvalitativ bearbetning, i form av innehållsanalys. </p><p>Undersökningens resultat visar att kunderna och leverantören inte ser helt lika på vilka faktorer som bidrar till framgång. Det finns dock några tydliga samband mellan leverantörens och kundens syn på framgångsfaktorer. Samsyn ligger i att kunden ska göra en dokumenterad processmappning av verksamhetens före och efterläge vilket leder till att leverantörens arbete underlättas och implementeringen av systemet kommer igång snabbare. Vidare samsyn finns kring det faktum att kunden ska förbereda sig på den kommande förändringen genom att utbilda personalen i handhavandet av systemet samt ge personalen ökad förståelse kring förändringsproblematiken. Detta leder till större engagemang hos kunden och snabbare acceptans av systemet i företaget.</p> / <p>The purpose of this report has been to investigate successfactors when implementing ERP-systems in different companies. The opinion of both the supplier and the customer’s point of view about the successfactors has been explained. </p><p>The empiricalstudy has included five different companies and a total of five persons. I have used a qualitative approach during the different interviews. The material from the interviews was analysed with the qualitative method content analysis. </p><p>The study shows the supplier and the customers both have and have not the same opinion about which successfactors to consider when implementing. There are a few obvious connections between the supplier and the customer’s point of view. They agree about the importance of linking business processes and information to the system in the feasibility study. This will lead to an easier and more rapid implementation phase. They also agree about the importance of educating the personal, both in practical skills of the system and also information of the reactions of change in the organisation. This will lead to a greater engagement from the customer and quicker system acceptance.</p>

Due to the impact of active matrix liquid crystal display (LCD), twisted nematic (TN)/super-twisted nematic display (STN) industry confronts the market recession worldwide. Therefore, STN-LCD companies try to seek another development opportunity positively. However, developing new market can not be achieved in the short term. Some corporations actively strengthen their competitive advantage by technical innovation in order to possess more important position in the industry. This research apply case study method and chose E-Company as sample company who ranked the third in Taiwan STN-LCD industry in terms of production capacity to find out the business model of E-Company through literature generalization, strategies analysis of rivals and enterprise interview. This study found that the business model of E-Company is that strengthening the ability of horizontal integration and expanding the application field of display. By way of business process reengineering (BPR) and implementing product life-cycle management (PLM) system, E-Company integrates the products of downstream customers and offers technical support and services during concept planning phase of product development. Customers and suppliers can early involve the product development and reduce the cost of design change via collaborative design. Besides, collaborative design offers E-Company the capability to integrate the design chain information about product development and reduce time to market. Key word: Business Model, Business Process Reengineering (BPR), Product Life-cycle Management (PLM), Collaborative Product Design (CPD)

Business process reengineering (BPR) has been considered as one of the key approaches to increasing the competitive edge of many modern enterprises. Many big enterprises have taken diversified degree of reengineering to their business processes. The importance of understanding the existing business processes and evaluating the new business processes before they are actually deployed is commonly recognized. Without careful examination of the existing and new business processes, the change in business process. In this research, we look into the business process analysis issues under the scope of BPR. We first examine various models for business processes. As each model is invented with a purpose, e.g., for identifying the critical path in a factory manufacturing environment, for automating workflow in an office environment, etc., they may not be completely suitable for business process analysis. We try to identify the requirements of business process analysis and propose a model to meet these requirements. We finally design and implement a business process analyzer. This business process analyzer use our proposed business process model and is able to answer the queries from the BPR team expressed by our proposed query language.

<p>Utvecklingen inom IT-området har under de senaste åren varit explosionsartad. Allt fler branscher har börjat att leta efter nya sätt att tillämpa de olika framsteg som skett inom området</p><p>Detta arbete behandlar en kombinerad litteraturstudie och intervjuundersökning kring objektorientering och Business Process Reengineering. Problemställningen för detta arbete har varit:</p><p>- På vilka sätt kan objektorientering tillämpas för att utveckla de synsätt och de metoder som används inom Business Process Reengineering</p><p>Syftet med arbetet var att hitta ett antal generella tillämpningsområden utifrån problemställningen, samt att hitta ett antal fördelar, som dessa generella tillämpningar skulle kunna medföra.</p><p>Resultatet av detta arbete visar att det finns områden inom Business Process Reengineering, där en objektorienterad tillämpning skulle kunna medför stora fördelar. Som exempel på detta kan nämnas förbättrade möjligheter att skapa och anpassa de informationssystem som skall stötta verksamhetsprocesserna. Även möjligheterna att skapa dynamiska metoder, där varje metodsteg utgörs av färdiga moduler som sedan kombineras, bör nämnas som en fördel.</p>

The successful development and implementation of business information systems requires an integrated approach which includes the seamless design of both the business processes and the information systems supporting the business processes. Therefore, several frameworks and modeling methods have been developed for an integrated modeling of the entire enterprise with respect to both organizational and information systems aspects. Due to the architecture of most existing business information systems, these approaches were usually based on traditional software development paradigms rather than on object-orientation. On the other hand, object-oriented modeling methods used to cover only aspects which are close to implementation, but not the business processes. Currently, however, these two worlds are mov-ing closer together because there are several benefits using business process models during object-oriented software development. This paper describes an approach for integrating business process and object-oriented modeling methods. With this approach, it is possible to model the relevant aspects of a company’s business processes and its object-oriented information systems without the need for switching between different modeling paradigms or for trans-lating between different modeling languages.