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

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.

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.

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>

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 Detta arbete behandlar en kombinerad litteraturstudie och intervjuundersökning kring objektorientering och Business Process Reengineering. Problemställningen för detta arbete har varit: - På vilka sätt kan objektorientering tillämpas för att utveckla de synsätt och de metoder som används inom Business Process Reengineering 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. 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.

自從90年代以來，網際網路商業化的普及，打破了時間和空間的限制，使得諸多不合理的商業制度有了新的解決方案。雖然在蝴蝶蘭產業裡，我國蝴蝶蘭的出口量為世界排名第一位，占全球60%的產量，然而在國際市場上始終只是扮演的生產者角色，最終通路一直為國外中間商所把持。因而長久以來，我國的蝴蝶蘭栽培業者，獲取的利潤非常微薄，議價能力非常有限，風險更需自行承擔。面對即將加入世界貿易組織的壓力，必須及早為產業未來發展的方向做好準備。本研究運用網際網路及資訊科技輔以流程再造的理念來改善蝴蝶蘭運銷上遭遇的瓶頸，從而增進我國蝴蝶蘭產業在全球的競爭力，進而增加花農的利潤。 / The e-commerce is popular since 1990, it breaks the limit of the time and the distance, and it let unreasonable business models get new solutions. The exportation amount of phalaenopsis in Taiwan has sixty percent in the world, however, we have been playing the role of original supplier, and overseas importers have been monopolizing the marketplace. Therefore, the phalaenopsis planters of Taiwan gained slender profits, had limited ability of price negotiations, and should take risks by themselves. To come up against the pressure of joining World Trade Organization, it is necessary to plan a future business model as soon as possible. This paper tries to use Internet, information technology and take advantage of business process reengineering (BPR) to improve the phalaenopsis business, and then to strengthen the competition and to increase profits of planters.

<p>This report generally focuses on the process of getting medicine from the pharmacy in the hospital. The processes are different in Sweden and in China due to the different concrete conditions. Compared with the Swedish process the Chinese flow lags fairly far behind. To optimize the Chinese process by taking advantage of the Swedish process is the intention of this report; it also gives the advice on how to improve the performance for the Swedish process. By comparing the multiple theories for process improvement, I used Business Process Reengineering (BPR) theory to reengineer the Chinese process and used Continues Process Improvement (CPI) theory to ameliorate the Swedish process. The differences between BPR and CPI are also revealed in this report.</p>

Since the late eighties, BPR has established itself as one of the attractive radical change management option for coping and adapting to the new competitive market environment and become popular both in the public and private organisations throughout the world . Cognizant of this fact, all Ethiopian public (government owned) institutions including the public financial institutions have embarked on large-scale change projects since 2004 in which Business process re-engineering(BPR) is a central element . This research examined whether implementation of Business Process Reengineering (BPR) projects have improved operational performance of the selected case public commercial banks in Ethiopia by collecting and analyzing both quantitative and qualitative comprehensive data set, using mixed research approach through questionnaires, interviews, observations and review of secondary sources of information. The operational performance measures utilized in this study are cost reduction, speed of service delivery, service quality, customer satisfaction as well as innovation. A total of 837 (84% response rate) questionnaires were returned from respondents of the selected branches and head offices. In addition, in-depth interviews were conducted with eight senior managers of the respective banks, who were also members of their respective banks reform team and were involved in the design and implementation of BPR. The third method that was used to collect qualitative data was personal observation of the selected bank branches in order to measure the speed of service delivery and convenience of the waiting places. The researcher measured the service delivery time of selected busy bank branches for five consecutive days, for half an hour spent in each branch. This study found that the introduction of BPR in the case banks was met with mixed reactions from employees and some managers. The main achievements of BPR were: service delivery time reduced dramatically as a result of the new process redesign and introduction of information and communication technology services(introduction of e-banking); introducing a single customer contact point through employee empowerment to make all the necessary decisions at that point of contact which resulted in improving the satisfaction of employees and customers. The challenge was that resistance from employees and some managers (labelled the initiative as “Blood pressure raiser” due to their assumptions it will result in employee lay off or the change brings increased workloads for some remaining employees without compatible rewards following the new process redesign. The study also revealed that telecom infrastructure and power interruption considered as main problem areas in providing banking services efficiently and effectively through branch net workings. The researcher recommends that for a better BPR design and implementation as well as sustainability of improvement gains in the banking sector, a forum should be established to discuss and share good practices and technology in the banking sector ; establish strong change management offices to continuously assist and monitor results; and continuously involve and communicate key stakeholders in the design and implementation of change initiatives. / Business Management / D.B.L.