Facing to the competition of global economic market,an enterprise have to get more chance of transaction with customers for the expansion in market,with the more frequent business,the more rich cash transaction will happen between company and company.And an enterprise surely need to have a good cash management system to help the people control the fund flow inside the enterprise,and people can dispatch the fund.We can rapidly and conveniently get the information about transaction by the E-Process and it will help the people to complete their job immediately. However,follow the change in our environment,or the replacement on government policy and the improvement on company strategy,the E-Process might be some flaw now and it create many trouble while a staff is doing jobs.In my research,there is a object to visit all the related people inside or outside the enterprise,in this way,I will collect the demand and suggestion about the cash process now,and find out a plan to solute the questions. The Accounts Payable is a important item in the company,it will appear when business action get into customer or supplier,also employee can get into it.For rapidly handling the Accounts Payable,accountants usually have their own opinion when using the E-Process.By recording the demand from accountants and to produce functions with process reengineering,and finally create a financial E-Process platform by QFD, this can be a reference to the top manager.

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

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.

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.

This thesis deals with the problem of the transport company reservation system innovation. Innovation includes definition and automation of new processes, new system for expenses control and web pages optimalized for using on mobile phones and tablets. According to IS innovation problem analysis and transport company requirements the new IS will be designed and implemented.

The main topic of this diploma thesis is process management and Business Process reengineering (BPR) and applied research of this concept in a particular company. In the theoretical part at first I define the concept of process and process management, which I then develop with BPR. In addition, the basic methodologies, including metadata of modeling a business process analysis (MMABP) are defined and described. I also present the modeling language Unifield Modeling Language (UML), Eriksson-Penker notation and the Business Process Modeling Notation (BPMN). On the basis of this theoretical part, I implement applied research in a specific research area.

Die Gestaltung betrieblicher Prozesse stellt heute einen wichtigen Wettbewerbsfaktor dar. Um am Markt erfolgreich agieren zu können, ist es notwendig, die eigenen Prozesse konsequent an den Bedürfnissen der Kunden auszurichten. Methoden der Prozessverbesserung beschreiben, welche Schritte hierfür durchzuführen sind. Modelle stellen dabei ein wesentliches Werkzeug für die Visualisierung der betrieblichen Abläufe dar. Gleichwohl wird in bestehenden Methoden der Prozessverbesserung nur unzureichend auf die systematische Nutzung und Wiederverwendung von Modellen eingegangen. Dadurch klafft eine Lücke zwischen erwartetem und tatsächlichem Nutzen des Modelleinsatzes im Rahmen der Prozessverbesserung. So wird insbesondere die methodische Nutzung und Auswertung von Modellen bisher entweder gar nicht oder lediglich isoliert von der Prozessverbesserung betrachtet. Damit existiert zwar eine Vielzahl an methodischen Puzzleteilen, eine durchgängige Unterstützung der Modellerstellung und -nutzung im Rahmen der Prozessverbesserung kann jedoch nicht erkannt werden. Die vorliegende Arbeit stellt sich diesem methodischen Defizit und beschreibt Schritt für Schritt, wie die Verwendung von Modellen im Rahmen der Prozessverbesserung systematisiert werden kann. Damit soll die Nutzung von Modellen im betrieblichen Alltag forciert und der Aufwand für die Modellierung langfristig reduziert werden.

Die Gestaltung betrieblicher Prozesse stellt heute einen wichtigen Wettbewerbsfaktor dar. Um am Markt erfolgreich agieren zu können, ist es notwendig, die eigenen Prozesse konsequent an den Bedürfnissen der Kunden auszurichten. Methoden der Prozessverbesserung beschreiben, welche Schritte hierfür durchzuführen sind. Modelle stellen dabei ein wesentliches Werkzeug für die Visualisierung der betrieblichen Abläufe dar. Gleichwohl wird in bestehenden Methoden der Prozessverbesserung nur unzureichend auf die systematische Nutzung und Wiederverwendung von Modellen eingegangen. Dadurch klafft eine Lücke zwischen erwartetem und tatsächlichem Nutzen des Modelleinsatzes im Rahmen der Prozessverbesserung. So wird insbesondere die methodische Nutzung und Auswertung von Modellen bisher entweder gar nicht oder lediglich isoliert von der Prozessverbesserung betrachtet. Damit existiert zwar eine Vielzahl an methodischen Puzzleteilen, eine durchgängige Unterstützung der Modellerstellung und -nutzung im Rahmen der Prozessverbesserung kann jedoch nicht erkannt werden. Die vorliegende Arbeit stellt sich diesem methodischen Defizit und beschreibt Schritt für Schritt, wie die Verwendung von Modellen im Rahmen der Prozessverbesserung systematisiert werden kann. Damit soll die Nutzung von Modellen im betrieblichen Alltag forciert und der Aufwand für die Modellierung langfristig reduziert werden.