This thesis examines the possibilities for improving and reengineering of processes within the chosen company, with focus on providing guidelines on improving the processes and business performance in general and suggesting metrics for measuring. This topic is examined in two parts. First part is giving an introduction to main theoretical concepts for Business process management, Process modeling, Business process reengineering and Process metrics measurement. The second part presents a practical application of theoretical concepts, providing an analysis of current processes, identifying any problems that occur in these processes, and suggesting the necessary means for suppressing the problems identified. The practical part also provides guidelines for reengineering of processes, leading to a lean management of sources that will bring improvements in business performance in total. Another important aspect dealt with in this part lies in process metrics analysis, which can be either executed on a single business process or on a selected business unit as a whole, and which is an important key for identifying any threats, bottlenecks or any problems that could lead to disruptions in business performance of the whole organization.

M.B.A.

by Wong Ka-Kei, Wong Woon-Kan. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1996. / Includes bibliographical references (leaves 87-88). / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iii / LIST OF ILLUSTRATIONS --- p.iv / ACKNOWLEDGEMENT --- p.v / Chapter / Chapter I. --- INTRODUCTION --- p.1 / Objectives --- p.3 / Methodology --- p.3 / Chapter II. --- LITERATURE REVIEW --- p.5 / Chapter III. --- GENERAL INTERVIEW SURVEY --- p.14 / Questionnaire Design --- p.15 / Results and Analysis --- p.17 / Chapter IV. --- CASE STUDIES --- p.24 / Sunciti Manufacturers Ltd --- p.26 / Motorola Semiconductors Ltd --- p.45 / Standard Chartered Bank --- p.60 / Chapter V. --- CONCLUSION --- p.70 / Chapter VI. --- RECOMMENDATIONS --- p.73 / APPENDIX --- p.79 / BIBLIOGRAPHY --- p.87

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.

No description available.

The Indonesian Air Force has utilized computers in its administration as early as 1990. The computers, however, have not yet been optimized to support inventory management in aircraft maintenance operations, especially for the helicopter fleet. The processes for materials procurement to support the maintenance operations still rely heavily on the services of intermediaries'. Even though the Air Force has already adopted the Automatic Logistic Management System (ALMS), this has several weaknesses in supporting the material procurement processes. The objective of this study is to propose the implementation of the Material Requirement Planning (MRP) method to improve inventory management in the Air Force's helicopter fleet. It is hoped that by implementing the MRP, the Air Force can get the right materials in the right amount at the right time without imposing unnecessary costs by minimizing the roles of the intermediaries. The implementation of MRP, however, cannot be done without redesigning the business process in material acquisition and transforming it to an IT-enabled business process. Therefore, this study also discusses the Business Process Reengineering (BPR) concept in order to support the implementation of the MRP. / Indonesian Air Force author.

Liu Chi Foo. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1995. / Includes bibliographical references (leaves 45-46). / TABLE OF CONTENTS --- p.IV / LIST OF FIGURES --- p.V / LIST OF TABLE --- p.VI / ACKNOWLEDGEMENT --- p.VII / Introduction --- p.1 / Literature review --- p.3 / Electronic data interchange --- p.3 / Business process reengineering ( BPR) --- p.8 / EDI and Reengineering --- p.11 / Methodology --- p.15 / Literature Review --- p.15 / Case Study --- p.15 / Analysis --- p.16 / Case study --- p.17 / Philips Consumer Electronics Corporation (PCFC) - Distribution revolution --- p.17 / Tradelink in Hong Kong --- p.29 / Analysis --- p.36 / EDI as Enabler for BPR --- p.36 / EDI lead to BPR --- p.38 / EDI and Re- engineering --- p.41 / Conclusion --- p.43 / REFERENCES : --- p.45

Knowledge transfer is a complex exercise in the business process reengineering (BPR) context. To explore what affects the effectiveness of knowledge transfer, the A-company was chosen for this study which had undergone the BPR implementation with the help of two well-known consultant firms. We adopted five-phase knowledge transfer method and 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 in order to transferring knowledge, and what knowledge was transferred during each BPR step. Finally we induct three factors that may affect the effectiveness of knowledge transfer among the stakeholders, i.e., knowledge representation, interaction, and consulting service. We also identify two types of knowledge may be transferred during each BPR step. These findings provide insight for organizations when they implement BPR.

The most challenge encountered by organization is efficient management reengineering, to avoid the crisis due to less of initiative, the ability to change the company. The management on organization reengineering includes organization adjust to the demand from variable environment and practical actions to reengineer the people is the organization. In other words, introduce the new concepts, new technology into the organization resulting in new structure and new behaviors. The conclusions from my research on organization reengineering are summarized as the following: 1. To continuously reengineer the organization, not only the operation on process need to be changed but also the working attitude of employees need to be changed, that is, before change the process, people need to be changed, that is before change the process, people need to be reengineered first. 2. The single plan on process reengineering, absolutely can¡¦t charge people performance and behaviors, but only with multiple plans to introduce to every level of process, the result can be obtained. 3. The strategy to success on business on business process reengineering a. The determination and strong leadership to build on excellent management team. b. Clearly recognize the change of business, create the vision, and reengineer the business process. c. Emphasize the reengineering on the interfere between business and environment, to build a working environment which empowers to the employees to take full responsibility. d. Restructure Company culture, strengthen new management and build strong competitive ability. 4. There is no single answer on whether business process reengineering should be from top to down with strong activity or should be gradually step by step. It depends on the pressure of company restructure, the expectation from top management, and consideration of the reality. Keyword: Business Process Reengineering, Organizational Change

Under the premise of organization development, the conceiving organization should be adjusted along with space-time transition. It should also be established in coordination with administrative regionalism, reviewed with the difficulties and challenges of small institution development, and observed with structural weakness and population structure distribution that are so closely linked up. These aim for renewing and finding an answer for the organization, and looking for a method for the merging of Kaohsiung county/city government. The organization reengineering project is targeted toward economizing cost budget and downsizing manpower. The main meanings are to enhance administrative potency and administrative efficiency thereby settling the government toward ¡§Catch-22 Situation¡¨ effectively. With helps from administrative innovation, the government should consider molding up an enterprise-type government as the conceptive management goal. It should advocate a perfect organization institution, and that the institution designs should have a fair and reasonable manpower and the deployment of financial, physical and other resources. These will only be good enough to construct a well-suited and applicably organization institute, and only then to achieve unity strength, executive strength, competitive power and development strength. Under a large-scale organization institution¡¦s framework, the government should reduce the establishment of branch-off institutions and promote the organization functionality under a perfect command structure. In proposition for the merging of Kaohsiung county/city government, the Kaohsiung regional Household Registration Offices and Health Centers should merge in advance and move toward regionalization; and the village/town/municipal government offices should coordinate regionalism and move toward municipally district officilization. Meanwhile, the village/town/municipal majors should be changed into bureaucratic members, and the organization functionality of village/town/municipal representative councils should be abolished in order to reengineer the organization¡¦s pondering direction. After Kaohsiung county/city have been merged, the government should quote the SWOT principle to analyze problems -- using five viewpoints from organization machine and three management strategies, and taking aids from the new management awareness pattern to remold an idealistic organization pattern and a modernized organization team. From individual¡¦s understandings of this research, I have discovered the truth problems and so would like to make a statement on real organization pattern. My only wish is that the organization would prosper, and that it would draw attention and be focused upon by social strength. Here I provide my findings for leaders and strategy makers to use them as a public policy reference.