With the rapid advance of information technology (IT), many organizations are implementing IT to enhance their business processes efficiency intra- and inter-organizations. Prior to deploying the appropriate IT, conducting business process reengineering (BPR) has been considered to be the most important first step. Over the past two decades a considerable effort has been made in BPR implementation in practice. However, the detailed guideline for the BPR implementation is lacking. To alleviate the forgoing problem, the A-company was chosen for this study which had undergone the BPR implementation with the help of two well-known consultant firms. We followed the case study method to investigate what activities were performed when the A-company implemented BPR, how consultants interacted with the A-company in these activities, what input and output were needed, and what methods or models they used during each BPR step. Finally we proposed a comprehensive methodology which has detailed guideline for BPR implementation. With this proposed methodology, the implementing organization can have better understanding and preparation for BPR implementation, and thereby enhance the efficiency and effectiveness of BPR implementation.

Currently global shipping industry has from grew stage advance to mature period. The container ship capacity of supply exceeds the demand and the economy depression impacted traditional industry fiercely more competitors join the market cause freight decline, shipping industry face to a difficult position. The transportation cost raises up accompanies by sources of energy price hike, the container ship performance improvement is getting important with each passing day. The case company depends on ¡§Port and Terminal Integrated Operating System (PATIO), and use super crane, transtainer(TT), tractor, radio data terminal (RDT) and related field partner to complete container handling process. The core competence to case company is focus on standard operating process (SOP), speedy customs formality and flexible practice. From studying academic references, case company¡¦s document and practice learn its business process reengineering rely on PATIO system as a major tool to shorten core process timing, improve vessel productivity and enhance service quality. First, the essay creates a pattern contains four phases and seven procedures for running business process reengineering (BPR), realize some topics on process improvement and management from primary data and secondary data provided by case company. Second, the study is evaluated BPR performance between beginning and finish. Third, the conclusion of key successful factors (KSF) to BPR includes: (1). Build up business vision and company values. (2). High-level management support and fully participation. (3). Equipment modification properly. (4). Management Information System Improvement. (5). Cross function member teamwork. (6). The speed of business process reengineering. (7). Employee and field partner commitment with enthusiastic participation. The conclusion of business process reengineering about case company summarize as following. 1.The pattern of business process reengineering contains four phases and seven procedures. - Planning Phase ¡P Create business vision ¡P Develop business process reengineering concept - Design Phase ¡P Map out business process reengineering contents ¡P Business process reengineering evaluation and design - Implement Phase ¡P Carry out business process reengineering plan - Measurement Phase ¡P Business process reengineering performance evaluation ¡P Continuously improvement 2.Seven key successful factors for achieving business process reengineering. - Build up business vision and company values - High-level management support and fully participation - Equipment modification properly (Bomb Cart Modification) - Management Information System Improvement - Cross function member teamwork - The speed of business process reengineering - Employee and field partner commitment with enthusiastic participation 3.To provide example for the same business to carry out business process reengineering

The global government will focus the corporation process reengineering and maintain the predominance of business of global. Our country should follow this tendency and increase the competition with the other country. According to the transition of government environment, it is necessary to reengineer the corporation process of military for us. The goal of the military corporation reengineering is to become the efficient modern military. In this process, the officer and sergeant have the diffegent opinions for the core military professional value. How many different opinions do the officer and sergeant have for the core military professional value? This research has the target of the officer and sergeant of air force logistics unit. This research discusses the military professional value and work attitude in the policies of military corporation reengineering. We hope to gain the goals as follows: 1.We discuee the relationship of military corporation reengineering, military professional value and work attitude of officer and sergeant. a.The officer and sergeant have the strong concept of military corporation reengineering and have the strong concept of military professional value. b.The officer and sergeant have the strong concept military professional value and have the strong concept of work attitude. c.The officer and sergeant have the strong concept of military corporation reengineering and have the strong concept of work attitude. 2.According to the concept of the participation and communication, the officer and sergeant have the effectiveness in the military corporation reengineering. 3.The work attitude has the effectiveness in the concept of military professional value. 4.The military professional value is the normal effectiveness between military corporation reengineering and work attitude.

Facing the increasing global competition, modern business organizations have to respond quickly and correctly to the constant changing environment to ensure their competitive advantages. This goal has led to a recent surge of work on Business Process Reengineering (BPR) and Workflow Management. While most work in these areas assume that process definitions are known in a priori, it is widely recognized that defining a process type which totally represents all properties of the underlying business process is a difficult job. This job is currently practiced in a very ad-hoc fashion. In this paper, we postulate an algorithm to discover the process definition from analyzing the existing process instances. We compare our algorithm with other existing algorithms proposed in the literature in terms of time complexity and apply these algorithms through synthetic data sets to measure the qualities of output results. It has been found that our algorithm is able to return the process definitions closer to the real ones in a faster manner.

Since 1990s, rapidly changing business environments such as information technology advancements, international economic integration, and global market competitions have brought companies many challenges and crises. Under such circumstances, most companies make efforts to retain their competency and keep abreast of market status through so-called business process reengineering (BRP). Nowadays, the advent of Internet and emerging information technology as enterprise resources planning, supply chain management, and customer relationship management have once again shaped a whole new competitive environment that companies have never faced before. How business performs BRP to regain their competitive advantages in such situations becomes the main issue of this research study. Our research method is based on case study. The case is selected from semiconductor industry, which plays an important role in Taiwan¡¦s total production values. This focal company is leading in the industry and thus provides a benchmarking BPR practice. From case analysis, it is found that there exist two distinctive BPR waves in their BPR practice. BPR adoptions of the first wave and the second wave are further investigated with explanatory models being suggested. In addition, it is interesting to note that information technology strategy is also changing from reactively enhancing business effectiveness in the past to proactively achieving business competitiveness at present. It reflects the crucial impact of emerging information technology on current business operations. The contributions of this research are two-fold. First, we provide systematic analysis on BPR-related literature, which benefits following researchers on BPR studies. Second, we propose the company¡¦s BPR progression of the two waves by examining relevant BPR models in literature. This result can provide suggestions and directions to other semiconductor companies in preparing their BPR practice.

For all business process reengineering (BPR) projects, the failure rate is up to 70%. Checking over the reasons that cause the projects to fail, the major unsuccessful factor of BPR resulting from that process-oriented aspect is concerning too much about efficiency and technology, ignoring the related subjects of organizational structures and agents. Most of all, it lacks an integrated solution for both structures and behaviors in an organization. That is, so far there is no research to study the coherent affection caused by business reengineering for both organizational structures and organizational behaviors. This thesis aims to develop an Architecture-Oriented model for the court affairs management. In this model, structure elements, services, and interaction flow for court affairs management are well defined. Adopting this model, officers can understand the entire picture of the court more easily and collect the essential information for organizational structures and organizational behaviors more effortlessly. Architecture-Oriented Court Affairs Management Model, abbreviated as AOCAMM, extremely depends on the theory and method of enterprise architecture. Using the structure behavior coalescence approach embedded in AOCAMM, we are able to describe working situations of organization, business processes, and information systems clearly enough to reduce business reengineering risks. The major achievement of this research is to advise a contemporary methodology for better planning and managing government reengineering projects.

Thesis (M.Sc.)--York University, 2007. Graduate Programme in Computer Science. / Typescript. Includes bibliographical references (leaves 122-124). Also available on the Internet. MODE OF ACCESS via web browser by entering the following URL: http://gateway.proquest.com/openurl?url_ver=Z39.88-2004&res_dat=xri:pqdiss&rft_val_fmt=info:ofi/fmt:kev:mtx:dissertation&rft_dat=xri:pqdiss:MR31995

Zugl.: Oldenburg, Univ., Diss., 2009

Thesis (DBA(DoctorateofBusinessAdministration))--University of South Australia, 2005.

Thesis (M.Eng.)(Industrial)--University of Pretoria, 2007. / Includes summary. Includes bibliographical references (leaves 132-138). Also available in printed version.