Dissertations / Theses: 'Reengineering (management)'

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Běhounová, Veronika. "Reengineering skladových procesů." Master's thesis, Vysoká škola ekonomická v Praze, 2007. http://www.nusl.cz/ntk/nusl-1785.

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Cílem této diplomové práce je představit teoretická východiska procesního managementu a měření klíčových ukazatelů výkonnosti, která budou aplikována na postup vypracování konkrétního projektu z logistické praxe. Práce se zabývá skladovými procesy, metodami jejich mapování a měření pomocí klíčových ukazatelů. Čtenář se zde tedy seznámí jak s teoretickou stránkou řízení procesů, tak praktickým příkladem operačních procesů ve skladech dílů pro automobilový průmysl.

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Bitzer, Sharon Marie. "Workflow reengineering : a methodology for business process reengineering with workflow management technology /." Thesis, Monterey, Calif. : Springfield, Va. : Naval Postgraduate School ; Available from National Technical Information Service, 1995. http://handle.dtic.mil/100.2/ADA304322.

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Thesis (M.S. in Information Technology Management) Naval Postgraduate School, September 1995.
Thesis advisor(s): Magdi Kamel, James C. Emery. "September 1995." Bibliography: p. 187-191. Also available online.

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文國鴻 and K. H. Man. "Business process reengineering and workflow management system." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1996. http://hub.hku.hk/bib/B31267622.

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Man, K. H. "Business process reengineering and workflow management system /." Hong Kong : University of Hong Kong, 1996. http://sunzi.lib.hku.hk/hkuto/record.jsp?B21510878.

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Walsh, Kenneth Ronald 1966. "Generating insight for reengineering." Diss., The University of Arizona, 1996. http://hdl.handle.net/10150/290606.

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As organizations face stiff competition and changing environments their structure and systems can become less effective to a point at which they require radical change. It is becoming clear that change is often inevitable. However, radical change is difficult. The popular term "reengineering" is used to describe a process by which organizations undergo the challenging radical process change that is critical to remaining competitive. Although the processes of reengineering appears to have more potential than other change methods that merely tweak a poor system or apply outdated principles, it can often fail. A critical step in the reengineering process is the design of the "to-be" model, however no research has been done on how this should be achieved. It appears that improving this step can have a dramatic impact on the success of the reengineering effort as a whole. This study developed a method for creating "to-be" models and tested it with an organization undergoing reengineering. The method used the latest computer support including both group support systems and animated simulation. The design of the "to-be" models was framed as a group problem solving process and therefore the focus theory of group productivity was used to guide the design of the process, including selection of computer support tools. Because so little is known about the process of creating "to-be" models, this study used an exploratory action science approach. What is known about organizational change is that it takes place in a politically charged arena where individuals have strong vested interests in its outcomes. This environment is difficult to create in the laboratory and therefore the research was conducted using a real organization undergoing reengineering. Results suggest that the combined use of collaborative technology and process animation gives organization members a better understanding of current processes and problems associated with them and helps to generate significant ideas for process improvement. Because groups viewing a process animation have sometimes been observed to focus on incremental improvement at the expense of radical change, special attention must be given to facilitation methods and idea generation techniques that are designed to elicit radical change ideas.

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Jackson, Bradley Grant. "Management gurus and management fashions : a dramatistic inquiry." Thesis, Lancaster University, 1999. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.310456.

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Prokop, Jan. "Business Process Management - Methodologies." Master's thesis, Vysoká škola ekonomická v Praze, 2008. http://www.nusl.cz/ntk/nusl-6276.

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The main objective of this thesis is to map some of the business process management, business process reengineering methodologies and compare it according to several criteria. Part of this thesis is survey of the state of business process management in Czech Republic and Hungary.

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Choi, Chung For. "Enhancing business process reengineering success." HKBU Institutional Repository, 1996. https://repository.hkbu.edu.hk/etd_ra/59.

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Lyon, William K. (William Kenneth). "The process handbook : supply chain reengineering." Thesis, Massachusetts Institute of Technology, 1995. http://hdl.handle.net/1721.1/11524.

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Schumacher, Wolf [Verfasser]. "Barriers to Business Reengineering Success / Wolf Schumacher." München : GRIN Verlag, 2018. http://d-nb.info/1160189706/34.

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Fantini, Enrico. "Business Process Reengineering per una PMI." Master's thesis, Alma Mater Studiorum - Università di Bologna, 2018. http://amslaurea.unibo.it/15727/.

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La tesi si occupa del Business Process Reengineering per una piccola media impresa. Il lavoro parte analizzando la situazione dei processi di business e dei sistemi informativi e informatici dell’impresa. Per giungere ad una soluzione è gestito con particolare attenzione il procurement in ogni sua fase, le analisi di mercato, le valutazioni delle offerte pervenute ed infine la collaborazione con il fornitore scelto per svolgere il trasferimento dei dati dal vecchio al nuovo sistema informativo. Inoltre è stato sviluppato un prototipo di applicativo per il soddisfacimento di uno dei requisiti del progetto riguardante la fornitura di un calendario per la pianificazione degli interventi.

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Moreton, Paul H. "Business process reengineering : separating fact from myth." Thesis, Queensland University of Technology, 1997. https://eprints.qut.edu.au/36299/1/36299_Moreton_1997.pdf.

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Business Process Reengineering (BPR) has only recently been added to the management theory vocabulary. It was first introduced in the late 1980s with the release of works by Michael Hammer and Thomas Davenport. The term was received enthusiastically by a receptive and eager management consultancy movement and packaged as a new "breakthrough" concept enabling dramatic improvements in business performance. Since its first introduction, there have been many reported failures of BPR projects, with many commentators reporting failures as high as seventy five per cent. The dynamic systems that shape and influence markets are complex and include, "inter alia" government policy, technology, world economies and their changing interrelationships. It is this richness and complexity that shapes the rules of competition. Set against a back cloth of increased competition emanating in part from emerging economies of South East Asia, Australian secondary manufacturers, (as distinct from primary industries) are faced with the need to maintain or improve their competitive positioning. As a consequence, many will be faced with a requirement to realign their internal organisational structure and strategies, with the demands of their markets, Business Process Reengineering has been offered as a complete and cogent theory that if implemented correctly will deliver stepped improvements in business performance. This thesis explores the historical context within which BPR is seen as a natural and unavoidable consequence of world events. The paper goes on to describe and define BPR, and examines the nature of "strategy" and how BPR and strategy fit together. To complete the description of BPR, the paper explores the literature on "process" . Having described the historical context and defined the meaning of BPR, the paper goes on to offer reasons, based on research, why there is such a high rate of BPR failure as reported. The research design involves the use of a self administered questionnaire, employing Likert scaling and designed to test for the level of understanding that exists within the sample, of Business Process Reengineering concepts. The questionnaire also probes for the existence of common success factors and relationships between changing competitive environments and the choice of BPR as a competitive repositioning process. The sample has been restricted to manufacturing companies who are members of the Queensland branch of the Metal Trades Industry Association, and who are located in South East Queensland. This decision is defended on the following grounds: 1. The sample is rich in information 2. It is accessible 3. The sample represents a segment important to the economy As the purpose of the research is primarily to gain a deeper understanding of BPR and faced with the limitations of finance and time, the sample was purposive. The primary hypothesis is: BPR has been unsuccessful because it is poorly understood and has been confused with other techniques, such as TQM, which delivers incremental improvements, or simple down sizing. The secondary hypothesis is: BPR is most likely to succeed in a stable and mature competitive environment, where, whilst competition may be intense, the competitive rules are well established and understood by the players. In general, the first hypothesis was supported by the research findings, the second hypothisis could not be substantiated and requires further research using a much wider sample frame and modified instrument. Preliminary findings, and anecdotal evidence suggest that the second hypothisis will be supported. The paper not only offers reasons why BPR is loosing credibility, but also indicates the necessary prerequisites for successful implementation.

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Figg, Malcolm John. "Reengineering the business processes in small, medium and micro enterprises (SMME'S) in order to improve profitability." Thesis, Port Elizabeth Technikon, 2002. http://hdl.handle.net/10948/112.

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The research problem addressed in this study was to identify guidelines to improve business processes that will enhance the ability of Small, Medium, and Micro Enterprises (SMME’s) to be able to operate competitively in local and global markets. Reengineering of business processes (BPR) is necessary because of internal factors such as increasing global competition, increasing domestic competition, new technologies, industry overcapacity, shrinking markets and increasing pressure from suppliers. There are also various external factors that influence the necessity to reengineer business processes. These factors include increasing cost structure, declining profitability, declining sales, low productivity, inadequate employee skills and less efficiency in operations. In order to identify guidelines that will enhance SMME’s performance, questionnaires with relevant questions were used . The findings of the literature survey clearly highlights the specific areas where attention is required for improvements.

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Amath, Tuan Buharie. "Process mapping software vendor business benefit claims : a dissertation submitted to the graduate Faculty of Business, AUT University in partial fulfilment of the requirements for the degree of Master of Business, 2008 /." Click here to access this resource online, 2008. http://hdl.handle.net/10292/504.

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Geer, Ryan M. "Applying business process reengineering to the Marine Corps information assurance certification and accreditation process." Thesis, Monterey, California : Naval Postgraduate School, 2009. http://edocs.nps.edu/npspubs/scholarly/theses/2009/Sep/09Sep%5FGeer.pdf.

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Thesis (M.S. in Information Technology Management)--Naval Postgraduate School, September 2009.
Thesis Advisor(s): Cook, Glenn ; Barreto, Albert. "September 2009." Description based on title screen as viewed on November 6, 2009. Author(s) subject terms: Business Process Reengineering, Information System, Department of Defense Information Assurance Certification and accreditation Process, Services Organization, BPR, DIACAP, TSO-KC. Includes bibliographical references (p. 101). Also available in print.

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Haid, Josef. "Change Management zwischen Business Process Reengineering und organisationalem Lernen /." [Zürich] : [s.n.], 2004. http://aleph.unisg.ch/hsgscan/hm00151051.pdf.

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Jahnke, Jens H. "Management of uncertainty and inconsistency in database reengineering processes." [S.l. : s.n.], 1999. http://deposit.ddb.de/cgi-bin/dokserv?idn=961979909.

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Chaney, Scott H., and Roy J. Geberth. "The sociotechnical dynamics of a travel management reengineering project." Thesis, Monterey, California. Naval Postgraduate School, 1996. http://hdl.handle.net/10945/32223.

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This thesis examines the travel management reengineering project of one DoD command. It analyzes the process selection, redesign, and implementation of the travel project and discusses the managerial implications of the project's dynamics. A review of process innovation, reengineering, and planned-change literature provides a framework for exploring the activities of the reengineering team, but semi-structured interviews and personal observations of project participants are the major sources of data for the analysis. The analysis is completed with a comprehensive look at lessons learned from the project. The research concludes that the travel management project required senior management participation and guidance, the active involvement of all project team members, and an appreciation for the natural reactions of the intended users of the new process.

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Tsang, Chi-fai Ringo. "Operation reengineering in a medium-sized plant /." Hong Kong : University of Hong Kong, 1995. http://sunzi.lib.hku.hk/hkuto/record.jsp?B14708863.

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Tsang, Chi-fai Ringo, and 曾志輝. "Operation reengineering in a medium-sized plant." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1995. http://hub.hku.hk/bib/B31266848.

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Fiske, John F. 1971. "The reengineering of a computer assembly plant." Thesis, Massachusetts Institute of Technology, 1998. http://hdl.handle.net/1721.1/50396.

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Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management; and, Thesis (M.S.)--Massachusetts Institute of Technology, Dept. of Mechanical Engineering, 1998.
Includes bibliographical references (p. 88).
by John F. Fiske.
M.S.
M.B.A.

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Šafránek, Jakub. "Zamezení ztráty znalostí v organizaci pomocí reengineeringu procesu." Master's thesis, Vysoká škola ekonomická v Praze, 2014. http://www.nusl.cz/ntk/nusl-193293.

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The goal of thesis is to find a solution of a problem in organization Colour Group s. r. o. This problém consists in repeated loss of knowledge and apply the solution to specific business venture. The solution is in clearly defined procedures of implemented processes and installation an elements of a knowledge management. The main tool of this solution will leveraging existing ICT options. Outputs of this thesis mainly consist mapping and graphical representation of the processes involved and the design of a new proces The methodology used in this thesis is mainly based on the methodology of reengineering by T. Davenport and is complemented by additional indicators like: calculation of declarative knowledge, which used the workers, and that the organization will lose if the process of reengineering not happen.

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Chaney, Scott H. Geberth Roy J. "The sociotechnical dynamiacs [sic] of a travel management reengineering project /." Monterey, Calif. : Springfield, Va. : Naval Postgraduate School ; Available from National Technical Information Service, 1996. http://handle.dtic.mil/100.2/ADA319366.

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Thesis (M.S. in Information Technology Management) Naval Postgraduate School, September 1996.
Thesis advisor(s): Frank J. Barrett, James C. Emery. "September 1996." Includes bibliographical references (p. 127). Also available online.

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Ott, Michael F. "Reengineering the Department of Defense : the Corporate Information Management initiative /." Thesis, Monterey, Calif. : Springfield, Va. : Naval Postgraduate School ; Available from National Technical Information Service, 1994. http://handle.dtic.mil/100.2/ADA289636.

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Thesis (M.S. in Information Technology Management) Naval Postgraduate School, September 1994.
Thesis advisor(s): James C. Emery, Frank J. Barrett. "September 1994." Includes bibliographical references. Also available online.

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Jabour, Abdulrahman M. "Cancer reporting| Timeliness analysis and process reengineering." Thesis, Indiana University - Purdue University Indianapolis, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10133763.

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Introduction: Cancer registries collect tumor-related data to monitor incident rates and support population-based research. A common concern with using population-based registry data for research is reporting timeliness. Data timeliness have been recognized as an important data characteristic by both the Centers for Disease Control and Prevention (CDC) and the Institute of Medicine (IOM). Yet, few recent studies in the United States (U.S.) have systemically measured timeliness.

The goal of this research is to evaluate the quality of cancer data and examine methods by which the reporting process can be improved. The study aims are: 1- evaluate the timeliness of cancer cases at the Indiana State Department of Health (ISDH) Cancer Registry, 2- identify the perceived barriers and facilitators to timely reporting, and 3-reengineer the current reporting process to improve turnaround time.

Method: For Aim 1: Using the ISDH dataset from 2000 to 2009, we evaluated the reporting timeliness and subtask within the process cycle. For Aim 2: Certified cancer registrars reporting for ISDH were invited to a semi-structured interview. The interviews were recorded and qualitatively analyzed. For Aim 3: We designed a reengineered workflow to minimize the reporting timeliness and tested it using simulation.

Result: The results show variation in the mean reporting time, which ranged from 426 days in 2003 to 252 days in 2009. The barriers identified were categorized into six themes and the most common barrier was accessing medical records at external facilities.

We also found that cases reside for a few months in the local hospital database while waiting for treatment data to become available. The recommended workflow focused on leveraging a health information exchange for data access and adding a notification system to inform registrars when new treatments are available.

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Chan, Yuk-man Brian. "Strategy for information management in re-engineering the logistics business /." [Hong Kong] : University of Hong Kong, 1995. http://sunzi.lib.hku.hk/hkuto/record.jsp?B14804086.

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Rattanaphunsri, Nopparat. "Reengineering the purchasing process at Loxley Public Company Limited." Online version, 1998. http://www.uwstout.edu/lib/thesis/1998/1998rattanaphunsrin.pdf.

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Welch, David T. "Communicating reengineering at Naval Facilities Engineering Command, Southwest Division." Thesis, Monterey, Calif. : Springfield, Va. : Naval Postgraduate School ; Available from National Technical Information Service, 2002. http://library.nps.navy.mil/uhtbin/hyperion-image/02sep%5FWelch.pdf.

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Koller, Michael. "Procesní řízení - reengineering a jeho implementace." Master's thesis, Vysoká škola ekonomická v Praze, 2015. http://www.nusl.cz/ntk/nusl-206258.

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This thesis deals with business process management phenomena and its concept of business process reengineering in particular. Furthemore, the principles, chosen methods and critical success factors of business process reengineering implementation are discussed. This thesis also concerns itself with holistic conception of business process management which incorporates both hard factors (e.g. process modeling) and soft factors dealing with rather social aspects of any organizational change. All theoretical findings are applied in specific organization where the business processes are rethought.

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Dur, Remko Cornelis Johannes. "Business reengineering in information intensive organizations /." [S.l. : s.n.], 1992. http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&doc_number=003902369&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA.

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Susanto, Martinus Bram. "Business process reengineering in the inventory management to improve aircraft maintenance operations in the Indonesian Air Force." Thesis, Monterey, Calif. : Springfield, Va. : Naval Postgraduate School ; Available from National Technical Information Service, 2006. http://library.nps.navy.mil/uhtbin/hyperion/06Jun%5FSusanto.pdf.

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Papenfus, Carl. "A model for the enforcement of history-based separation of duty in heterogeneous workflow environments." Thesis, Port Elizabeth Technikon, 2001. http://hdl.handle.net/10948/69.

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The current business world is becoming more and more dependent on electronic business. Many paper documents have been made obsolete by electronic documents, as they are easier to automate and track than paper documents. The increased use of computers within organizations has therefore, lead to an increase in use of workflow software products. The increased use of computer-based workflow has allowed organizations to conduct more types of electronic business. This has lead to electronic business crossing organizational boundaries and subsequently a need for heterogeneous workflow systems. For organizations to use heterogeneous workflow systems they must perform their duties in a seamless and secure manner. It is the author’s belief that History-based Separation of Duty principles can be used to formulate access control strategies that reflect the dynamic nature of heterogeneous workflow systems. History-based Separation of Duties relies on the workflow history of a workflow object to determine the access permissions of a particular user to that workflow object. The required workflow history data must be stored in an easily accessible manner. Although this can be achieved through a centralized approach, it is difficult to achieve in a heterogeneous workflow environment where many unrelated workflow systems are interacting across various computer platforms. The model proposed by this dissertation suggests that the workflow history data of a workflow object travels with it in the form of an electronic document, from one heterogeneous workflow environment to another, as a type of “workflow baggage”. In order for this workflow baggage to be easily accessible to all workflow systems in the heterogeneous workflow environment, it must be stored in a universal format, which is structured to allow it to be easily queried. The Extensible Markup Language (XML) is adopted as an appropriate format for representing workflow baggage. The proposed model hinges on the expression of Separation of Duty requirements in a way that is removed from the application programs. A policy-driven approach is thus adopted. The implementation of the model involves the utilization of four steps: policy expression, baggage evaluation, document processing and baggage collection. The policy expression step is responsible for developing the Separation of Duty constraints to be enforced within the workflow system. During the baggage evaluation step the baggage of the workflow object is evaluated according to the constraints of the Separation of Duty policy. Only users who do not violate any of the Separation of Duty constraints are allowed to process the workflow object. After the workflow object has been processed the information regarding the processing is recorded in the baggage collection step. The proposed model enables heterogeneous workflow systems to share access control information in a flexible and portable way.

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Simcik, Thomas A. "Reengineering the Navy Program Objectives Memorandum (POM) process." Thesis, Monterey, Calif. : Springfield, Va. : Naval Postgraduate School ; Available from National Technical Information Service, 1996. http://handle.dtic.mil/100.2/ADA326955.

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Thesis (M.S. in Management) Naval Postgraduate School, December 1996.
Thesis advisor(s): Larry R. Jones, Jerry L. McCaffery. "December 1996." Includes bibliographical references (p. 103-106). Also available online.

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余惠儀 and Wai-yee Yee. "Development of a systematic framework for engineering change management." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1999. http://hub.hku.hk/bib/B31223783.

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Yee, Wai-yee. "Development of a systematic framework for engineering change management /." Hong Kong : University of Hong Kong, 1999. http://sunzi.lib.hku.hk/hkuto/record.jsp?B21415158.

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Avela, Arno H. (Arno Henrik), and Aloisio F. Nobrega. "The Alcoa Technical Center reengineering project : background and change frameworks." Thesis, Massachusetts Institute of Technology, 1995. http://hdl.handle.net/1721.1/11337.

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Hatch, Guy T. (Guy Thomas). "Reengineering--an analysis of factors that influence success or failure." Thesis, Massachusetts Institute of Technology, 1994. http://hdl.handle.net/1721.1/12083.

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Snyman, Irene. "A framework for co-located collaborative business process modelling using touch technologies." Thesis, Nelson Mandela Metropolitan University, 2013. http://hdl.handle.net/10948/d1021015.

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In recent years the field of Business Process Modelling (BPM) has gained increasing attention from both the business and research communities. One of the primary drivers for BPM is the improved understanding of Business Processes (BPs) and the competitive advantage gained over competitors. In addition, BPM can improve communication in an organisation and facilitate increased support for change management. BPM is a collaborative activity that needs to be carried out in a team environment, and Collaborative Business Process Modelling (CBPM) promotes improved readability, accuracy and quality of process models as well as a reduced workload for modellers. In spite of the increased popularity of CBPM, there is limited research related to the collaborative nature of the modelling tasks performed by modellers and specifically to the synchronisation of shared process models. In addition, tools and techniques to support CBPM do not support this synchronisation effectively or efficiently. This study proposes a conceptual framework for CBPM using touch technologies in a colocated collaborative environment. The main research problem addressed by this study is that modellers experience difficulties conducting BPM activities in a co-located collaborative environment. In order to address the research problem and clarify and elaborate on the problems of CBPM, a two-fold approach was undertaken. Firstly, after an in-depth literature review, a BPM survey was designed and then sent to modellers in South African Information Technology (IT) consulting companies in order to provide a more in-depth understanding of the status and challenges of CBPM in IT consulting organisations. The results revealed that available BPM software do not adequately cater for CBPM and software tools do not enforce versioning and synchronisation. In addition, hardware constraints were reported as well as problems with integrating different parts of the process model that the modellers were working on. The results of the survey also showed that the positive aspects of CBPM are that ideas could be shared and overall there is a better understanding of the BPs being modelled. The second part of the problem elaboration consisted of usability field studies with participants from both education and industry using a traditional popular BPM software tool, Enterprise Architect (EA). Whilst several benefits of CBPM were confirmed, several challenges were encountered, particularly with regard to the integration and synchronisation of models. To overcome the problems of CBPM, a framework was developed that allows for co-located CBPM using tablet PCs. The framework includes a developed prototype of the BPMTouch software which runs on tablet PCs, as well as some theoretical aspects of CBPM. The BPMTouch software supports effective and efficient CBPM and the synchronisation of process models since it allows multiple modellers to work together on one BP model, with each modeller using his/her own tablet. If one modeller makes changes to the model, the changes are immediately reflected on the tablets of the other modellers since the changes to the model are updated in real time. Modellers cannot draw on the same model simultaneously, however, everyone can see what the active modeller (active participant with the green flag) is doing. Other participants can then become the active modeller and make changes to the model once the flag has been released and re-allocated. The results from the field studies, industry surveys and usability evaluations were all incorporated into the BPMTouch software tool design and into the aspects of CBPM in order to assist with the process of co-located CBPM using touch technologies. Usability evaluations were carried out in which industry and student participants used BPMTouch to create an integrated model and simultaneously and synchronously create a process model. The evaluations of the BPMTouch prototype revealed that participants prefer this system over traditional BPM software since the BPMTouch removes the need for post modelling integration. The theoretical contribution of the framework consists of aspects proposing that organisations should take the potential benefits and challenges of CBPM into consideration and address the Critical Success Factors (CSFs) before embarking on a CBPM project. These aspects can help with decisions relating to CBPM. The use of this framework can improve the quality of process models, reduce the workload of modellers and in this way increase the success rate of CBPM projects.

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Peterein, Scott (Scott Thomas). "U.S. Coast Guard financial management : a systems approach to business process reengineering." Thesis, Massachusetts Institute of Technology, 2014. http://hdl.handle.net/1721.1/107349.

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Thesis: S.M. in Engineering and Management, Massachusetts Institute of Technology, School of Engineering, Institute for Data, Systems, and Society, System Design and Management Program, 2014.
Cataloged from PDF version of thesis.
Includes bibliographical references (pages 110-112).
The United States Coast Guard (USCG) is undertaking an enterprise-wide Financial Management Business Process Re-Engineering (FM BPR) effort that will transform its delivery of financial management services which support worldwide operations and mission support activities. The planned changes will include deployment of new commercial-off-the-shelf financial management software, and simultaneous changes to USCG organizational structures and FM processes. Proposed changes to the USCG FM system are intended to bring the Service into compliance with Federal standards for financial operations, while simultaneously improving delivery of financial business support to end users. This thesis applies Dr. Nancy Leveson's System Theoretic Process Analysis (STPA) safety methodology to perform a hazard analysis on aspects of the re-engineered (future state) business processes to help ensure the system can deliver its intended performance. Application of STPA on the USCG FM system was conducted with the aid of the Safety Hazard Analysis Tool (SafetyHAT) software released in March 2014 by the Volpe National Transportation Systems Center. SafetyHAT is intended to aid users in performing hazard analysis using STPA. The use of SafetyHAT for this thesis research is its first application outside of the Volpe Center and transportation domain. Recommendations for tailoring the tool to the financial management and other domains are proposed. The application of STPA on targeted aspects of the USCG FM system identified 205 causal factors for potential system hazards. Recommendations to appropriately remediate the causal factors are proposed based on systems theory principles and tools. Recommended improvements include robust feedback and communication channels illustrated using the system control diagram used to perform STPA. System dynamics modeling is also used to quantitatively illustrate the non-linear interactions that exist in the USCG FM system, and how the system design will affect its performance over time. The simulations show that if the causal factors identified using STPA are not addressed, the FM system may fail to achieve its intended performance. Other recommendations include the expanded use of system dynamic modeling to inform future design decisions for the USCG FM system, including trade-offs driven by resource limitations, as the re-engineering effort progresses.
by Scott Peterein.
S.M. in Engineering and Management

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Mahdalová, Eva. "Studie koncepce řízení oběhu obalů ve společnosti Bosch Diesel s. r. o." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2013. http://www.nusl.cz/ntk/nusl-224019.

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This diploma thesis deals with the issue of packaging management. Using methods employed in logistics and modeling tool ARIS, the analysis will examine the current situation and its related problem areas. Subsequently, there will be designed such a management concept that would eliminate these areas in order to make the management process streamline, automate and to lead to overall reduction in logistics costs.

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陳煜民 and Yuk-man Brian Chan. "Strategy for information management in re-engineering the logistics business." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1995. http://hub.hku.hk/bib/B3126637X.

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Yau, Yuet-wah Sindy, and 丘月華. "Enhancing customer value through process reengineering: a case study of Hongkong Telecom." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1995. http://hub.hku.hk/bib/B31266897.

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Rahimi, Abdolreza. "Development of a methodology for the effective implementation of business process reengineering in manufacturing companies." Thesis, Loughborough University, 1996. https://dspace.lboro.ac.uk/2134/7428.

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Increasingly, companies around the world are reengineering their business process to be more profitable and to improve their customer satisfaction. The technique used is often known as Business Process Reengineering (BPR) which requires radical change in the structure of the company and offers high achievement on some performance dimensions. Statistics show that as many as 70% of large companies are involved in BPR projects and many others plan to begin projects soon. It also shows that up to 70-75% of these BPR projects fail. There are a few reasons for this high rate of failure. Lack of proper and well documented methodology is one main reason. It could also be due to unrealistic scope and expectation of the project, underestimating the time and cost involved, and the effect of company type on BPR projects. In this study a well structured methodology for BPR is proposed. The methodology includes several new concepts and tools orderly organised to ease the hardship of reengineering. Information Technology (IT) has been used as a tool to redesign the company in the form of a simulation tool. It has also been used as a tool within the company to automate the activities involved in the business process. The methodology was tested in industrial case studies and the results were quite satisfactory. The effect of company type on BPR was also tested. For Make-to-stock and Make/Assemble-to-order types of company, reengineering can have great impact. The effect of IT on BPR has been tested. IT if implemented by itself can improve the performance in the magnitude of 10-15%, and if implemented within the framework of BPR can have impact of 40-50% on the business. The simulation package of TOPIX was used for the first time in a manufacturing environment and it proved to be satisfactory software for BPR.

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Lau, Mung-tin Godfrey. "Business process reengineering : an analysis of theory and practice in the Hong Kong Special Administrative Region Government /." Hong Kong : University of Hong Kong, 2002. http://sunzi.lib.hku.hk/hkuto/record.jsp?B25139927.

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Whiteman, Keith T. Henry John. "Implementing E-government : a case study of improving the process for transferring conventional ammunition among the military services /." Monterey, Calif. : Springfield, Va. : Naval Postgraduate School ; Available from National Technical Information Service, 2003. http://library.nps.navy.mil/uhtbin/hyperion-image/03Mar%5FWhiteman.pdf.

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Thesis (M.S. in Information Technology Management)--Naval Postgraduate School, March 2003.
Thesis advisor(s): Thomas Housel, Glenn Cook. Includes bibliographical references (p. 87-90). Also available online.

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Weerakkody, Vishanth. "Identifying potential barriers to business process and information systems reengineering in Sri Lanka." Thesis, University of Hertfordshire, 2001. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.391364.

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Sutan, Wiraputra, and 陳世瑋. "Benchmarking Based Process Reengineering for Construction Management." Thesis, 2007. http://ndltd.ncl.edu.tw/handle/w6un28.

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碩士
國立臺灣科技大學
營建工程系
95
Business Process Reengineering (BPR) is considered to be the fastest methodology to be used in order to improve business process in a current fast-changing environment. BPR attempts to achieve dramatic improvements in critical measures of performance by using the power of modern information technology (IT) fundamentally to rethink and radically to redesign the business process. However, many construction industries proposed BPR to evaluate the business process, not to redesign the business process. This study focuses on the idea of “Business Process Reengineering (BPR)” in applying benchmarking philosophy to redesign the business process. The construction industry has been slow to adopt competitive benchmarking as a tool for continuous improvement. Identifying, and adapting the best-practice process are the important factors of benchmarking. In order to determine the most suitable process from best practice companies’ to be adapted in the benchmarking company, an accurate analysis of the gaps between best-practice processes and benchmarking company’s process is essential for the redesign of business processes. This research integrates BPR philosophy, semantic similarities concept and trend model concept to develop a benchmarking-oriented process reengineering (BOPR) that enables a project team to determine the most suitable process from the best practice company. A four-phased process analysis including business process modeling, process similarities analysis, process communication index analysis and process adaptability calculation was developed. An approach of applying the concepts of semantic similarities analysis to find the semantic-related objects between best-practice processes and benchmarking process was also proposed. In addition, trend model concept was applied to evaluate the degree of communication ease of best-practice processes when it is adapted in a benchmarking company. Summarily, by referring the proposed BOPR method, project team will have better understanding in determining the most suitable process from best-practice companies to be adapted in benchmarking company.

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"Reengineering of the banking industry." 1998. http://library.cuhk.edu.hk/record=b5889412.

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by Chak Siu Choi.
Thesis (M.B.A.)--Chinese University of Hong Kong, 1998.
Includes bibliographical references.
ABSTRACT
TABLE OF CONTENTS
Chapter I. --- INTRODUCTION --- p.1
Hong Kong as a Financial Hub --- p.1
Reengineering Defined --- p.2
Bank Reengineering at a First Glance --- p.3
Objectives --- p.4
Methodology --- p.4
Secondary Data --- p.4
Questionnaires --- p.5
Chapter II. --- THE DEVELOPMENT OF REENGINEERING IN THE BANKING INDUSTRY --- p.6
The Rule of Regulated Oligopolies (1960-1981) --- p.6
The Rise of Disintermediation and Excess Credit Risk (1981-1991) --- p.8
The Reengineering Imperative (1990s) --- p.10
Chapter III. --- THE TIMING CONCERN OF THE REENGINEERING BANK --- p.12
Languishing Stock Price --- p.13
Strategic Directions Conflict with Market Valuation --- p.13
Sub-Par Efficiency Ratios --- p.13
Perceived Process Redundancy --- p.14
Senior Management's Will and Skill --- p.14
Chapter IV. --- THE STRATEGIES OF THE REENGINEERING BANK --- p.15
Preparing for Change --- p.17
Understanding Current Costs --- p.17
Understanding Current Pricing --- p.17
Generating Reengineering Options --- p.18
Refining Options --- p.18
Creating the New Bank --- p.18
Chapter V. --- BANK REENGINEERING OVERSEAS --- p.20
"NationsBank, Charlotte" --- p.20
"Norwest Corp., Minneapolis" --- p.21
"First Commerce Corp., New Orleans" --- p.21
"Premier Bank, Louisiana" --- p.21
"Merchants Bank, Vermont" --- p.22
"Texas Commerce Bank, Texas" --- p.22
Chapter VI. --- BANK REENGINEERING IN HONG KONG --- p.24
Shifting Demographics --- p.24
Increasing Customer Sophistication --- p.24
Intensifying Competition --- p.25
Growing Use of Technology --- p.25
Standard Chartered Bank --- p.26
Dah Sing Bank --- p.27
Citibank --- p.28
Bank of East Asia --- p.28
Chapter VII. --- THE DIFFICULTIES AND PROBLEMS FACED BY THE REENGINEERING BANK --- p.33
Chapter VIII. --- IMPLICATIONS TO THE BANKING INDUSTRY --- p.36
APPENDICES
BIBLIOGRAPHY

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Madushela, Nkosinathi. "An integrated approach to business process reengineering management." Thesis, 2015. http://hdl.handle.net/10210/14711.

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M.Ing. (Engineering Management)
Business Process Reengineering (BPR) is intended to be a management initiative that fundamentally redesigns business processes, through radical rethinking of core business processes. Thus ultimately yield dramatic improvements in contemporary performance measures such as quality, service, speed etc. Business processes are driven by people, technology, and workflow, however very little has been mentioned about the “people element” in reengineered processes literature. Hence the estimated failure rate of 70% in reengineering initiatives partly results from neglecting the human element in redesigned processes. The report is aimed at dealing with the “human element” in BPR through the introduction of the concept referred to as Business Process Reengineering Management (BPRM). A number of BPR case studies were used to develop the concept of BPRM. Case study findings in both successful as well as unsuccessful BPR initiatives were analysed, and the concept of BPRM was then deduced from both the case studies as well as the literature review.

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Lin, Chien-Chun, and 林堅俊. "A Case Study of Construction Management Process Reengineering." Thesis, 2001. http://ndltd.ncl.edu.tw/handle/00450560334940872626.

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碩士
國立臺灣科技大學
營建工程系
89
Business Process Reengineering (BPR) is a relatively recent concept that has emerged form management and computer science roots. A definition of BPR offered by Hammer and Champy is “the fundamental rethinking and radial redesign of business processes to achieve dramatic improvement on critical, contemporary measures of performance, such as cost, quality, service, and speed.” Applying the BPR philosophy, a case study of construction management process reengineering (CMPR) is investigated to establish a benchmarking of BPR applied in construction industry. The CMPR method includes four phases, namely consensus development, process representation, evaluation and redesign, and new process test and execution. Using CMPR, inefficient operations within a construction company working process can not only be identified, but also a new rational operation process is developed to improve the management efficiency. Nevertheless, the competitive ability of a construction company is also increased. The argument in this study has been the need for a new research agenda in construction management in general. This is illustrated for information technology within construction in particular by examining the potential application of the reengineering philosophy. The research possibilities are identified and tested based on the implementation of the CMPR method on a construction company. To some extent, this study sets up a benchmarking of process reengineering in construction industry.

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