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Published: 4 June 2021
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1

Flarey, Dominick L. "Reengineering Management." JONA: The Journal of Nursing Administration 25, no. 9 (September 1995): 12–13. http://dx.doi.org/10.1097/00005110-199509000-00004.

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2

Tsuchiya, S. "Reengineering management: A cognitive approach to reengineering." International Transactions in Operational Research 5, no. 4 (July 1998): 273–83. http://dx.doi.org/10.1016/s0969-6016(97)00034-8.

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3

Kritzman, Mark, and Lee R. Thomas. "Reengineering Investment Management." Journal of Portfolio Management 30, no. 5 (January 31, 2004): 70–79. http://dx.doi.org/10.3905/jpm.2004.442623.

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4

Neuman, Karen, Kathy Malloch, and Vicki Ruetten. "Reengineering Outcomes Management." Quality Management in Health Care 8, no. 1 (1999): 29–46. http://dx.doi.org/10.1097/00019514-199908010-00005.

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5

Taraskina, Yulia Victorovna, Eseniya Anatolievna Azizova, and Anna Alekseevna Kushner. "Planning business process reengineering as business management tool." Vestnik of Astrakhan State Technical University. Series: Economics 2020, no. 1 (March 31, 2020): 37–47. http://dx.doi.org/10.24143/2073-5537-2020-1-37-47.

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The article presents the methodical recommendations on planning the reengineering procedure of industrial enterprises. The industrial enterprise reengineering is defined as an effective management tool to overcome the inertia that arises in the process of managing industrial enterprises, to optimize the management system and to rebuild ineffective business processes. It has been stated that reengineering makes it possible for any economic system to function successfully, to adapt to changing environmental conditions, to increase manageability and to achieve goals in the shortest possible time and with the least expenditure of resources. The planning stage is the key in the development of a reengineering project for an industrial enterprise. The tasks of planning the reengineering procedure, the stages of implementation and their content are determined. In the context of the description of the first two stages, the criteria are given for determining the stage of the crisis, at which the industrial enterprise currently is, and the typology of business process reengineering, according to three classification criteria: depending on the extent of transformations, on the size of the industrial enterprise, on the initiator. The third stage contains recommendations for choosing a reengineering technique depending on the stage of the crisis and the type of reengineering. A classification of the reengineering methods recommended for use in carrying out radical (crisis) reengineering and reengineering of development has been developed. Recommendations are given on the formation of a system of targets for an industrial enterprise reengineering project. It is advisable to use the system of balanced indicators (Balanced Scorecard) and the system of target indicators KPI as effective tools for creating a system of targets. Both of these approaches are elements of targeted management or management by goals, and make it possible to evaluate the economic, resource and functional effectiveness of a reengineering project
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6

Gary Cook, E. "Reengineering." Journal of Business Strategy 17, no. 3 (March 1996): 14–16. http://dx.doi.org/10.1108/eb039777.

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7

Popov, Alexander. "QUALITY MANAGEMENT AND BUSINESS PROCESSES IN THE CONCEPT OF TECHNOLOGICAL RE-ENGINEERING." Energy saving. Power engineering. Energy audit., no. 3-4(169-170) (September 21, 2022): 46–57. http://dx.doi.org/10.20998/2313-8890.2022.03.05.

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The article examines the theoretical aspects of technological reengineering at an industrial enterprise. The current state of Ukrainian enterprises requires a rethinking of business organization methods and the use of a fundamentally different from functional approach, which would allow to fully realize the advantages of new technologies and human resources. Focusing on individual tasks is outdated in a world of competition and change. The economy needs radical changes, which means its reengineering. Currently, such main types of reengineering are distinguished as bioreengineering, preventive, inter-branch, related reengineering, risk engineering, construction, organizational-production, social direct and reverse reengineering, innovative, complex reengineering, reengineering of financial business processes, ex- reengineering, technological reengineering... The concept of "technological reengineering" is especially highlighted. Technological reengineering is considered as a system of fundamental transformations of technological processes at industrial enterprises, which contribute to their exit from the crisis, accelerated adaptation to market conditions, systematic renewal of production systems, etc. Technological reengineering is understood as a complex procedure that involves the development or purchase and sale of new R&D and technologies, production experience, personnel knowledge, know-how for the purpose of further implementation of new production technologies and their diffusion into production for the commercialization of new goods and new services, for the expansion market presence and strengthening of competitive advantages, or redesign and modernization of existing technologies. An own version of the approach to technological reengineering is proposed, its connection with product quality and business processes is substantiated. Process Quality Management (PQM) has been proven to play an important role in any large-scale reengineering project.
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8

Nkurunziza, Gideon, Joseph M. Ntayi, John C. Munene, and Will Kaberuka. "Knowledge management, adaptability and business process reengineering performance in microfinance institutions." Knowledge and Performance Management 2, no. 1 (December 21, 2018): 59–71. http://dx.doi.org/10.21511/kpm.02(1).2018.06.

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The purpose of this paper is to provide theoretical explanation of business process reengineering performance using emerging themes of adaptability and knowledge management in the context of developing economies. The study used a narrative cross-sectional survey conducted using qualitative data collection technique, specifically the appreciative inquiry. The study used operations managers and senior executive managers to gather qualitative data from Uganda’s reengineered microfinance institutions to provide indepth explanation of business process reengineering performance. The authors find that adaptability, knowledge creation and knowledge sharing explain business process reengineering performance. The results suggest that business process reengineering be made mandatory to ensure sustainable competitiveness of the financial sector. The study provides novel insights of business process reengineering performance using a theory of change and a complexity theory. Methodological, theoretical, managerial and policy implications herein play pivotal role in bridging the knowledge gap that exists in Microfinance institutions of developing economies.
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9

MAILHOT, CLAIRE B. "Reengineering." Nursing Management (Springhouse) 27, no. 11 (November 1996): 48???49. http://dx.doi.org/10.1097/00006247-199611000-00012.

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10

STAHL, DULCELINA A. "Reengineering." Nursing Management (Springhouse) 29, no. 3 (March 1998): 14???17. http://dx.doi.org/10.1097/00006247-199803000-00004.

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11

SIMPSON, ROY L. "Reengineering." Nursing Management (Springhouse) 26, no. 1 (January 1995): 31???41. http://dx.doi.org/10.1097/00006247-199501010-00007.

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12

Prokhorova, V. V., O. V. Bozhanova, and Y. V. Yukhman. "Reengineering as an Innovative Basis to Reconstruct the Enterprise Management System." PROBLEMS OF ECONOMY 4, no. 46 (2020): 210–16. http://dx.doi.org/10.32983/2222-0712-2020-4-210-216.

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The actual value of the topic lies in the fact that nowadays the development of the world economic system is accompanied by innovative processes. Innovative development of enterprises is the only possible way to steer a country’s economy out of crisis. For most domestic industrial enterprises it is necessary to completely abandon the traditional enterprise management system or, at least, to transform it. Thus, it is becoming more and more actual to use methods and tools, which can foster innovative development in various activity areas at an enterprise, and the importance of reengineering as an innovative basis for the reconstruction of the enterprise management system is growing. The article aims at designing a conceptual foundation for reengineering as an innovative basis for the reconstruction of the enterprise management system. The authors reveal the content of reengineering and demonstrate its importance as the innovative basis for reconstructing the enterprise management system. The advantages of using reengineering are highlighted, the essence of reengineering as an economic process is identified. It is stated that reengineering allows providing a systematic and comprehensive approach to the innovative refocusing and restructuring of the enterprise management system as a whole, or of its individual functional components. The authors’ own definition of "reengineering" is offered. It is substantiated that reengineering allows reconstructing the enterprise management system in an innovative way. The need for the reengineering of the enterprise management system is shown. The conceptual basis of reengineering as an innovative basis for reconstructing the enterprise management system is proposed. The basis contains the principles, on which reengineering is grounded as an innovative basis for reconstructing the enterprise management system; and the main stages of reengineering. Reengineering as an innovative basis for reconstructing the enterprise management system involves holistic and systematic modeling and fundamentally changes the enterprise information flow; as a result, the organization structure is simplified, resources are redistributed, individual resources consumption is minimized, product life is reduced, the service quality and image are improved.
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13

Tatum, James C., Calvin Shipley, and Robert C. Fisher. "Reengineering Undergraduate Management Education." Proceedings of the International Association for Business and Society 5 (1994): 1227–37. http://dx.doi.org/10.5840/iabsproc19945111.

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14

Loch, Christoph. "Operations management and reengineering." European Management Journal 16, no. 3 (June 1998): 306–17. http://dx.doi.org/10.1016/s0263-2373(98)00007-3.

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15

Gheorghiu, Ioan Dan, and Anatol Carabulea. "Reengineering of energy management." International Journal of Nuclear Governance, Economy and Ecology 2, no. 1 (2008): 82. http://dx.doi.org/10.1504/ijngee.2008.017356.

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16

McNulty, Terry. "Reengineering as Knowledge Management." Management Learning 33, no. 4 (December 2002): 439–58. http://dx.doi.org/10.1177/1350507602334003.

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17

AĞIN, Kaya. "CHANGE ENGINEERING AND THE RELATIONSHIP OF CHANGE ENGINEERING WITH MODERN MANAGEMENT APPROACHES." JOURNAL OF INSTITUTE OF ECONOMIC DEVELOPMENT AND SOCIAL RESEARCHES 7, no. 28 (September 28, 2021): 18–31. http://dx.doi.org/10.31623/iksad072802.

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Global growth and change strategies force organizations to change their management systems. Organizations that want to survive and be successful today apre trying to implementmodern management systems under their own management. Thus, they want to continue their existence in a competitive environment by adapting to changing and developing conditions. Organizations that realize the fact that change is a necessity, we see that they renew their organizational structure, systems and processes in order to compete in global markets. Reengineering is one of these methods. The pressure of competition has made system change. compulsory in organizations Reengineering, like other modern management techniques, aims to radically change the organizational management system, processes and policies in order to increase organizational performance. Reengineering is considered to be closely related to total quality management practice. Total quality management aims at customer satisfaction. Reengineering focuses on how to implement it. Organizations, reengineering management system applications will increase organizational performance. In this study, the theoretical framework of reengineering will be conceptually examined and its relations with total quality management will be revealed. Keywords: Change management, Reengineering, Globalization
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18

Walston, Stephen Lee, Linda D. Urden, and Patricia Sullivan. "Hospital Reengineering: An Evolving Management Innovation - History, Current Status and Future Direction." Journal of Health and Human Services Administration 23, no. 4 (December 2001): 286–311. http://dx.doi.org/10.1177/107937390102300402.

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This paper summarizes six years of research on reengineering in hospitals. It is the result of two national surveys and eighteen site visits to hospitals that engaged in reengineering in the 1990's. The research shows that actual hospital reengineering differs substantially from that which was initially proposed by early promoters of reengineering. However, this evolved reengineering continues to be implemented by the majority of hospitals in the U.S. We illustrate how extensive reductions of managers and changes of nursing care models have been in the past six years. Data comparing financial and cost competitiveness changes is also shared. We then explore the continued experience of two early proponents of reengineering and find that their competitive outcomes to be in contrast with their early statements. Last, we suggest a number of reasons that may impact on the success or failure of reengineering.
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19

Tonges, Mary Crabtree, and Eunice Laivrenz. "Reengineering." JONA: The Journal of Nursing Administration 23, no. 10 (October 1993): 15–22. http://dx.doi.org/10.1097/00005110-199310000-00006.

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20

MANDYCH, Oleksandra, Artem NAUMENKO, Tetyana USTIK, and Nataliya KOLODNENKO. "Reengineering business projects: organizational, management and financial aspects." Ukrainian Journal of Applied Economics 7, no. 2 (May 12, 2022): 53–59. http://dx.doi.org/10.36887/2415-8453-2022-2-6.

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The article considers the development of integration mechanisms as a direction of strategic management in the implementation of procedures for reengineering business projects. The basis for reengineering is certain production and commercial processes - business projects, which are separated from the general business structure of the company to ensure partial involvement of innovative tools to generate and implement appropriate algorithms for reengineering and strengthen action on specific market activities. Theoretical developments on outlining the possibilities of ensuring the competitive development of business projects through the involvement of tools in the field of management, the formation of various models of organizational structures and areas of attracting financial resources are presented. It is proposed to build a reengineering model for projects through the basis of technological development, organizational development and market development. Prospects for the integration of organizational and management system through a set of tools and taking into account the results of their interaction are outlined. The directions of attraction of financial resources to business projects are presented, possibilities and prospects of project financing are defined, formation of a portfolio for increase of investment attractiveness, attraction of crediting mechanisms are considered. Recommendations for involving the integration mechanism of business project reengineering are developed and algorithms of procedural implementation are presented with definition of features of introduction of risk management models. The article provides a theoretical basis and formulates practical proposals for effective development of business projects on the basis of reengineering and activation of market behavior. Market activity of business entities in the implementation of individual projects is based on the prerequisites for the creation of internal key competencies and external market success factors by strengthening the innovative orientation of business in the current uncertainty of economic systems. Keywords: business project, business process reengineering, organizational mechanism, management mechanism, financial mechanism, integration mechanisms, risk management, effectiveness.
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21

Bray, O., and M. M. Hess. "Reengineering a configuration-management system." IEEE Software 12, no. 1 (1995): 55–63. http://dx.doi.org/10.1109/52.363165.

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22

Cheng, Min-Yuan, and Min-Hsiu Tsai. "Reengineering of Construction Management Process." Journal of Construction Engineering and Management 129, no. 1 (February 2003): 105–14. http://dx.doi.org/10.1061/(asce)0733-9364(2003)129:1(105).

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23

Werblun, Merrill N. "Reengineering the Quality Management Process." Journal For Healthcare Quality 17, no. 5 (September 1995): 28–30. http://dx.doi.org/10.1111/j.1945-1474.1995.tb00801.x.

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24

Заїка, Світлана, Лілія Харчевнікова, and Олена Заїка. "REENGINEERING OF BUSINESS PROCESSES AS A TOOL OF EFFECTIVE ENTERPRISE MANAGEMENT." Підприємництво та інновації, no. 21 (December 30, 2021): 49–54. http://dx.doi.org/10.37320/2415-3583/21.8.

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In management, there are many management approaches that can improve the efficiency of the enterprise. At the same time, the priority of enterprise development is the implementation of innovative activities. To succeed in this area, companies are changing management approaches, organizational structures and business models. However, in the conditions of constant aggravation of competition, achievement of high indicators of activity of the enterprise is best provided at the expense of reengineering of business processes. The innovation of reengineering is that it combines the use of the prerogatives of computer technology, human resource management technology and business process change. In the current economic conditions, the speed of reaction of all subsystems of the enterprise and the efficiency of operations are of particular importance and are a necessary condition for its effective operation in conditions of constant competition. In this situation, reengineering is the most effective, because it helps to increase the efficiency of the enterprise by changing the business model it uses. Thus, the study of reengineering procedures, its principles and objectives is relevant today. The purpose of the study was to generalize theoretical approaches to the basic principles, types and objectives of business process reengineering as a tool for effective enterprise management. The methodological basis of the study was the work of domestic and foreign scientists on the problems of reengineering and change management. Business process reengineering is a thorough rethinking and radical redesign of business processes of companies that want to significantly improve their performance. It is used in cases when it is necessary to make an informed decision on the reorganization of activities: radical transformations, business restructuring, replacement of existing management structures with new ones, etc. Through the effective use of business process reengineering tools can make the company more flexible to changes in the environment and more resilient in a competitive environment. Thus, business process reengineering involves a decisive, radical restructuring of business processes and the foundations of management to significantly increase the competitiveness of the enterprise in the market and significantly increase the efficiency of the enterprise as a whole system.
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25

Kuhn, Timothy, and Natalie Nelson. "Reengineering Identity." Management Communication Quarterly 16, no. 1 (August 2002): 5–38. http://dx.doi.org/10.1177/0893318902161001.

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26

Kuleshova, Ekaterina, Anastasia Levina, and Rustam Esedulaev. "Reengineering of supply chain management integrated scheduling processes." MATEC Web of Conferences 193 (2018): 05064. http://dx.doi.org/10.1051/matecconf/201819305064.

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The paper describes the principle of the reengineering of supply chain management integrated scheduling processes in order to increase in efficiency of business process and decrease the decision-making time at collision of plan-fact deviations. The basic concept of business-processes reengineering is analyzed. The experience of reengineering of supply chain integrated scheduling business processes for the oil and gas branch is presented. The bottlenecks of the current practice were revealed. The purpose of this paper is to carry out recommendations for improving business processes based on an analysis of the current realization of the process, his provision with information systems and data flows.
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27

AVANESOVA, N. E., G. І. VALKOVSKA, and R. M. BEKETSKY. "MANAGEMENT OF A MODERN INDUSTRIAL ENTERPRISE: INITIATION OF BUSINESS PROCESSES REENGINEERING." Economic innovations 20, no. 4(69) (December 20, 2018): 23–31. http://dx.doi.org/10.31520/ei.2018.20.4(69).23-31.

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Topicality. Today, in order to overcome financial problems, business entities are forced to mobilize the entire economic potential. But it is precisely in the manufacturing sector that business processes are often unable to resolve the crisis effectively, so the management department should find an alternative way to overcome it. Before modern domestic enterprises, the increasing problem of increasing the efficiency of management is becoming more and more actual. One of the key issues is the dominance of functional management in organizations, which causes a lot of complexity. The process of reengineering business processes at the enterprise comes at the aid, which today needs additional study and coverage. Applying the principles of reengineering, an enterprise can prevent bankruptcy or decline in production and continue development in the chosen direction, or take on the basis of analysis of the results of the decision on the change of products, technological or market orientation.Purpose and tasks. Consider the methods of building a business on the principles of reengineering business processes at the enterprise. Analyze the major mistakes during reengineering, and specify the main advantages. Research results In the article during the study of the topic found methods of building a business on the principles of reengineering business processes in the enterprise, the main advantages of reengineering. It also found that due to the reengineering of business processes at the enterprise it is possible to accelerate the growth of investment attractiveness, the introduction of new information technologies, that is, the enterprise is moving to a new stage in its development, and accordingly, there is growth, because without it it is difficult to imagine a modern enterprise, which seeks to match the international quality standards to maximize the needs of the population, support the national economy and domestic production.Conclusions Thanks to the reengineering of business processes at the enterprise it is possible to accelerate the growth of investment attractiveness, the introduction of new information technologies, that is, the company is moving to a new stage in its development. Business process reengineering can provide a radical transformation of the management and production system of enterprises and allows to significantly improve the competitiveness and efficiency of their activities, help them to win new markets, move to a qualitatively new level in a competitive market environment.
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28

Sborshchikov, Sergej B., and Pavel A. Zhuravlev. "Reengineering of territories: structure and composition, organizational patterns and resource provision." Stroitel'stvo: nauka i obrazovanie [Construction: Science and Education] 11, no. 4 (December 30, 2021): 15–26. http://dx.doi.org/10.22227/2305-5502.2021.4.2.

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Introduction. Scientific and technological progress, changes in consumer demand and production capabilities of the construction industry, nature and climate change, sanitary, environmental and geological changes make implemented area development (planning) solutions obsolete. Renewal, qualitative reconstruction and transformation of territories resolve contradictions between consumer needs and characteristics of urban planning solutions. The reengineering of areas (sites) is an effective response to the community demand for a comfortable and safe environment (territory) for living activities. Processes of transformation and reorganization of territories encompass various reengineering methods. Materials and methods. The subject of this research is the reengineering of areas. The authors present its organizational pattern, encompassing renovation and reclamation. They have identified and described the reengineering events, that may result in a number of land site transformations. The criteria that characterize the organization of actions towards the reengineering of areas are described. Research methods include structural and functional analysis. Results. The authors have found that the reengineering of areas deals with the choice of a management pattern (for exa­mple, a general contractor agreement, an engineering services provision agreement, or a consolidated solution). It is observed that the action/workflow management methods and patterns determine the breakdown of participants by the stages and types of reengineering works. An assessment of business and production processes is provided subject to the management patterns applied to the reengineering of areas. Conclusions. A limited choice of organizational patterns is applicable to the reengineering of areas due to the limited choice of activities. It is emphasized that the number of organizational patterns designated for the reengineering of built-up areas will be larger due to their modifications associated with a particular set of participants acting within the framework of event/workflow management methods (a general contractor or an engineering services provider). The conclusion is that in the future organizational patterns, applicable to reengineering, will determine the distribution of functions and provision of resources.
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29

Flarey, Dominick L. "Beyond Reengineering." Journal of Nursing Administration 27, no. 3 (March 1997): 12–14. http://dx.doi.org/10.1097/00005110-199703000-00004.

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30

Taraniuk, L., R. Korsakienė, K. Taraniuk, S. Shakhova, S. Kashpur, and O. Kasian. "BUSINESS PROCESS REENGINEERING IN COMPANIES AS A DIRECTION OF BUSINESS OPTIMIZATION." Vìsnik Sumsʹkogo deržavnogo unìversitetu 2022, no. 1 (2022): 107–16. http://dx.doi.org/10.21272/1817-9215.2022.1-12.

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Reengineering is an important anti-crisis management tool because it is aimed at restructuring (redesigning, updating) business processes in order to achieve a radical, leaps and bounds improvement of the enterprise’s activities. In light of the current unstable economic situation in the world, management cannot have any other basis than the search for and active use of new forms, methods, techniques, business areas, since the previous approaches no longer justify themselves. Therefore, reengineering has become one of the most effective innovations in management consulting in recent years. The statement of the problem is carried out, the main purpose and tasks of the research are determined. This study analyzes the scientific work of various economists and scientific schools on the approach to radical redesign of business processes (business reengineering). The concept of business process and features of its identification are formed. The stages of reengineering business processes of companies are studied. Focus zones have been formed in the work of enterprises that can be positively affected by business process reengineering. The main conditions for reengineering the company's business processes are determined. The main procedural aspects of business process reengineering and the main work within each procedure with its subsequent visualization are noted. The main structural elements of changes in business processes during their reengineering of the company are determined. The main conclusions of the research are formed. The main scientific approaches to the process of change in the work of companies are noted, focusing on customer-oriented management of business processes in their reengineering in the work of enterprises. The analysis of the implemented solutions of business process reengineering and possibilities of its further realization in the companies at the international level is carried out. Theoretical provisions of business process reengineering through the basic principles of its implementation are studied. The main focus areas of changes in the work of companies, which introduced the reengineering of business processes with a description of the peculiarities of the process of change in these focus areas of companies. The general conclusion on the given scientific research is formed.
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31

Naugolnova, Irina A. "The Process Approach to Cost Management and Its Role in the Evolutionary Reengineering of Business Processes." Теория и практика общественного развития, no. 8 (August 30, 2023): 154–58. http://dx.doi.org/10.24158/tipor.2023.8.18.

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The aim of the paper is to investigate the role of the process approach to cost management in the evolutionary reengineering of business processes and to develop tools for its implementation. To achieve the specified goal, the following tasks were set in this work: analyze the essence of the process-oriented cost management approach and its connection to business process reengineering; present an algorithm for implementing the process-oriented cost management approach with the aim of subsequent business process reengineering; develop a mathematical toolkit that describes the essence of the approach and allows evaluating the effective-ness of the process-oriented cost management from the perspective of optimizing business processes. As a result of the study, the key aspects of the identified approach and its applicability for the implementation of evo-lutionary reengineering of business processes were highlighted, the main advantages and limitations of this type of activity were characterized. The algorithm is presented and a mathematical model of implementation and performance evaluation of the process approach to cost management with subsequent reengineering of business processes is developed.
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32

Hnylianska, O. "Rethinking the business process through reengineering." Bulletin of V. N. Karazin Kharkiv National University Economic Series, no. 103 (December 30, 2022): 84–90. http://dx.doi.org/10.26565/2311-2379-2022-103-10.

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In management, there are many management approaches that make it possible to increase the performance indicators of the enterprise. At the same time, the priority direction of the development of enterprises is the implementation of innovative activities. To achieve success in this area, companies are changing management approaches, organizational structures and business models. However, in the conditions of constant aggravation of the competitive struggle, the achievement of high indicators of the enterprise's activity is best ensured by the reengineering of business processes. The innovativeness of reengineering lies in the fact that it combines the use of the prerogatives of computer technologies, human resource management technologies and changes in business processes. In the current economic conditions, the speed of reaction of all subsystems of the enterprise and the efficiency of operations are of particular importance and are a necessary condition for its effective functioning in the conditions of constantly intensifying competition. In this situation, reengineering is the most effective, because it contributes to increasing the efficiency of the enterprise by changing the business model it uses. Therefore, the study of reengineering procedures, its principles and tasks is relevant in today's conditions. The purpose of the study is to generalize theoretical approaches to the main principles, types and tasks of business process reengineering as a tool for effective enterprise management. The methodological basis of the study was the work of domestic and foreign scientists on the problems of reengineering and change management of enterprises. Business process reengineering is a thorough rethinking and radical redesign of business processes of enterprises that want to significantly improve their performance. . It is used when it is necessary to make a reasoned decision about the reorganization of activities: radical transformations, business restructuring, replacement of existing management structures with new ones, etc. Thanks to the effective use of business process reengineering tools, it is possible to make the enterprise more flexible to changes in the external environment and more stable in competitive conditions. Thus, the reengineering of business processes involves a decisive, fundamental restructuring of business processes and the foundations of the management organization in order to significantly increase the competitiveness of the enterprise on the market and significantly increase the efficiency of the enterprise as a whole system.
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33

SHALVA KERESELIDZE, SHALVA KERESELIDZE, and LEVANI KERESELIDZE LEVANI KERESELIDZE. "REENGINEERING AS AN EFFECTIVE METHOD OF IMPROVING BUSINESS PROCESS MANAGEMENT." Economics 106, no. 3-5 (April 30, 2024): 76–80. http://dx.doi.org/10.36962/ecs106/3-5/2024-76.

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In the article - "Reengineering as an effective method of improving business process management”- the need to move from functional management to process management is discussed, and the reasons for this are the aging of the existing functional form of business processes, being ahead of competitors in perfecting management, and the expectations of customers to receive increasingly better quality products. The article compares functional and process management and makes a conclusion supporting process management, in particular process reengineering. In addition, the article characterizes several reengineering methodologies (Hammer's, Champ's and Davenport's) and on the basis of their mutual comparison and reconciliation, its conceptual methodology is established. Keywords: business processes; management; Rangering; functional management; process management.
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34

Калиматова and L. Kalimatova. "Reengineering As a Tool of Crisis Management." Economics of the Firm 4, no. 3 (September 17, 2015): 21–25. http://dx.doi.org/10.12737/17590.

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This article discusses reengineering as a tool of crisis management. Reengineering is analyzed as a fundamental rethinking and radical redesign of business processes to achieve the key breakthrough in the current performance of the company, such as costs, product quality, service levels, etc. This approach creates the preconditions for long-term stable operation of enterprises, greatly reduces the appearance and development of crisis situations.
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35

Carmichael, B. Donald. "Business Process Reengineering: A Remedy for Health Care." Healthcare Management Forum 7, no. 4 (December 1994): 44–50. http://dx.doi.org/10.1016/s0840-4704(10)61077-0.

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Health care organizations are facing significant economic constraints that threaten to dismantle core services. The perceived need for reform is great. Business process reengineering may be the strong medicine required to achieve dramatic productivity improvement without jeopardizing the quality and scope of core health care services. Reengineering challenges health care organizations to eliminate functions that do not contribute to a flattened organization structure in which fewer care providers deliver a wider range of health care services. Information technology is used to displace manual checks and controls. Reengineering may facilitate the implementation of contemporary management models, such as patient-focused care, case management and product or program management. The product of reengineering can be enhanced over time by Continuous Quality Improvement.
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36

Putra Permana, Daffa, Herdi Ashaury, and Puspita Nurul Sabrina. "REENGINEERING ARSITEKTUR MONOLITHIC KE MICROSERVICES PADA WEBSITE MANAGEMENT CONTENT MQTV." Jurnal Locus Penelitian dan Pengabdian 2, no. 9 (October 2, 2023): 924–31. http://dx.doi.org/10.58344/locus.v2i9.1723.

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Perkembangan teknologi memberikan banyak manfaat. Salah satu teknologi yang sudah banyak digunakan dan membantu pekerjaan masyarakat adalah internet. MQTV adalah perusahaan stasiun TV yang menyediakan konten mereka dalam bentuk digital. MQTV memiliki website CMS dalam pengelolaan konten. Namun, seiring berjalannya waktu, website MQTV dapat mengalami masalah seperti batasan skalabilitas terbatas. Penggunaan arsitektur microservices dalam pengembangan aplikasi dapat memecahkan masalah arsitektur monolithic. Tujuan penelitian melakukan reengineering arsitektur website menjadi microservice, melakukan tahapan atau fase reengineering dan membandingkan hasil load testing dari website monolith dan microservice. Metode penelitian yang dilakukan yaitu project feasibility analisis, analisi and planning, reengineering implementation dan testing and transition. Analisis kelayakan dilakukan pada website MQTV dengan hasil yaitu akan dilakukan reengineering arsitektur menjadi microservice. Analisi dan perancangan dilakukan untuk memahami struktur microservice yang akan dibuat. Reengineering implementasi dilakukan dengan membuat service-service dengan menggunakan REST api dan mencantumkan dokumentasi-dokumentasi dari hasil implementasi. Hasil dari implementasi website microservice dilakukan pegujian dengan menggunakan metode load testing dengan hasil menunjukan laju kinerja website arsitektur microservice lebih unggul dari arsitektur monolithic. metode penelitian yang di gunakan adalah Project Feasibility Analysis Mengevaluasi kebutuhan dan tujuan organisasi yang dicapai oleh sistem yang ada, produk perangkat lunak yang digunakan saat ini harus dianalisis dalam hal spesifikasi masalah termasuk tujuan, motivasi, batasan, dan aturan bisnis. hasil dari penelitian ini agar mengetahuai hasil percobaan pengujian yang dapat disimpulkan pada website CMS MQTV dengan arsitektur microservice lebih unggul dibandingkan dengan monolithic.
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37

Zhezhukha, V. Y. "The Essence and Role of Reengineering at Enterprises." PROBLEMS OF ECONOMY 4, no. 46 (2020): 155–63. http://dx.doi.org/10.32983/2222-0712-2020-4-155-163.

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The article aims at developing the essence of the concept of reengineering and highlighting its characteristics. Various approaches to the interpretation of this concept have been considered from a historical viewpoint. It has been found out that modern scientists consider this concept from different positions, e.g. as a conceptual and methodological approach, as philosophy of activity, as skills, as a method of business management, as a concept of change, as a method of restructuring, as a tool for business efficiency, as a process, as a type and sphere of professional activity, etc. At the same time, taking into account the instruments of morphological analysis; identifying the advantages and disadvantages of each of the approaches to understand the meaning of "reengineering"; as well as studying practical experience; and finally, drawing general conclusions from scientific research on this issue have allowed the author to substantiate the expediency of interpreting reengineering as a direction of management activities aimed at restructuring business processes at an enterprise radically to achieve the established efficiency criteria. The main business components have been identified and characterized, in relation to and in the context of which the need to use reengineering instruments can be considered. The prevailing components of reengineering in the activity of enterprises have been analyzed. To specify the essence of the "reengineering" concept, its characteristic features are highlighted, namely: the individual nature of work and services performed (provided) within it; dependence of the content and nature of reengineering on the features of business entity; significant influence of the competence of business entities responsible for reengineering on its effectiveness; coverage by reengineering of both traditional and innovative business processes; an opportunity for business entities to solve a wide range of problems through using reengineering; the difficulty of establishing clear and unambiguous criteria for evaluating the effectiveness of reengineering in the initial stages of its implementation; the temporary nature of the relationship between the parties involved in the reengineering project implementation; relative separation of reengineering from the current production and economic activities of a company; the possibility of applying reengineering to various business processes at an enterprise; the necessity to make initial investments in the performance of work (services) within an reengineering project.
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38

Green, Roger. "Markets, Management, and “Reengineering” Higher Education." ANNALS of the American Academy of Political and Social Science 585, no. 1 (January 2003): 196–210. http://dx.doi.org/10.1177/0002716202238575.

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39

Wilson, Karen. "World Class Supplier Management Reengineering Competition." Journal of Parametrics 14, no. 1 (May 1994): 17–50. http://dx.doi.org/10.1080/10157891.1994.10462530.

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40

Cheng, Min-Yuan, Hsing-Chih Tsai, and Yun-Yan Lai. "Construction management process reengineering performance measurements." Automation in Construction 18, no. 2 (March 2009): 183–93. http://dx.doi.org/10.1016/j.autcon.2008.07.005.

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41

Vochozka, Marek, Anna Maroušková, Jan Váchal, and Jarmila Straková. "Reengineering the paper mill waste management." Clean Technologies and Environmental Policy 18, no. 1 (July 15, 2015): 323–29. http://dx.doi.org/10.1007/s10098-015-1012-z.

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42

Gates, Lynn E. "Book Review: Reengineering the Library: Issues in Electronic Resources Management." Library Resources & Technical Services 63, no. 1 (January 11, 2019): 75. http://dx.doi.org/10.5860/lrts.63n1.75.

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Over the last ten years electronic resources (e-resources) have exploded, becoming a larger and more substantial part of library collections. As Stachokas writes in the introduction, “Libraries are reengineering in terms of their professional skills, organizational structures, collections, systems, tools and assessment in order to provide users with a greater number and more types of electronic resources” (xi). This reengineering is vital as processes used for purchasing and preparing print and other physical materials for use are no longer adequate to handle the increased volume of e-resources acquired by libraries. Reengineering the Library is written for academic library practitioners, and there are several chapters that will be of particular interest to those new to the field of electronic resource management.
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43

Khzir, Karzan Adnan, and Rafiq Faraj Mahmood. "The role of process re-engineering as a management accounting method in developing financial performance." Journal of University of Human Development 3, no. 2 (June 30, 2017): 555. http://dx.doi.org/10.21928/juhd.v3n2y2017.pp555-579.

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This research aims to indicate the impact of reengineering process on the development of financial performance of the Human Development University. In order to do so, the research relies on qualitative approach and collects data based questionnaire distributed among faculty members and staff of the university. In addition, the research applies reengineering process and investigates the possibility of improving and developing it aiming to improve the efficiency and increase the effectiveness of the financial departments’ operations of the University of Human Development. The findings of this study claim that reengineering process application has led to the creation of substantial amendments to the university systems. Furthermore, there is a strong correlation between the reengineering process and the development of financial performance. In conclusion, study suggests that the Human Development University need to improve its financial performance.
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44

Hungenberg, Harald, and Torsten Wulf. "Business Process Reengineering." Zeitschrift für wirtschaftlichen Fabrikbetrieb 93, no. 7-8 (July 1, 1998): 304. http://dx.doi.org/10.1515/zwf-1998-937-807.

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45

Burgess, Thomas F. "Systems and reengineering: Relating the reengineering paradigm to systems methodologies." Systems Practice 8, no. 6 (December 1995): 591–603. http://dx.doi.org/10.1007/bf02253736.

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46

Kazmina, Irina, Ilona Popova, Irina Smolyaninova, Sergey Igolkin, and Ivan Igolkin. "The essence of digital reengineering in enterprises." E3S Web of Conferences 431 (2023): 07010. http://dx.doi.org/10.1051/e3sconf/202343107010.

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One of the ways to improve the efficiency of enterprises is the reengineering of processes. Reengineering is based on management theory and is actively used by foreign enterprises. Reengineering involves the adoption of process thinking and the use of advanced information technologies in combination with an attempt to carry out organizational transformations. Reengineering allows you to change the key elements of the company's activities, such as: the speed of customer service, the cost of production, the quality of finished products. Therefore, it is relevant for many large and medium-sized enterprises in various industries. The article discusses one of the approaches to optimizing enterprise processes – digital reengineering. It is proved that the reengineering strategy can be very effective for enterprises that face difficulties in managing processes and achieving goals. Digital reengineering can lead to a significant improvement in business processes, increase productivity and increase the competitiveness of the enterprise. The practice of reengineering at enterprises can be different and depends on the specific conditions and goals of the company. It is revealed that the organization of reengineering at the enterprise requires significant resources and efforts. However, with the right approach, reengineering can lead to a significant improvement in the productivity of the company.
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47

Motwani, Jaideep, Ashok Kumar, James Jiang, and Mohamed Youssef. "Business process reengineering." International Journal of Operations & Production Management 18, no. 9/10 (September 1998): 964–77. http://dx.doi.org/10.1108/eum0000000004536.

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48

Somberg, Benjamin L., and Mary Carol Day. "Human-Centered Reengineering: The Integration of Human Factors into Business Reengineering." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 39, no. 12 (October 1995): 854–58. http://dx.doi.org/10.1177/154193129503901222.

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Business reengineering is currently being employed by many companies to maintain and improve their effectiveness. However, 50% to 70% of all reengineering efforts fail to accomplish their objectives. Although business reengineering and human factors approaches to work process reengineering share many goals, their approaches differ in four significant ways: (1) a top-down vs. a bottom-up approach; (2) starting from scratch vs. learning from an analysis of strengths and weaknesses of the existing work environment, (3) relying mainly on data from management vs. data from workers at all levels, and (4) treating processes and systems independently without a view of the worker at the center vs. a worker-centered integrated approach to process and system design. An integration of human factors approaches into business reengineering can increase the success of reengineering efforts. Data from projects where human factors specialists worked on reengineering efforts illustrate the mutual benefit to both types of work that can be gained through collaboration.
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49

Mullin, Rick. "Reengineering Q & A." Journal of Business Strategy 17, no. 6 (June 1996): 11–13. http://dx.doi.org/10.1108/eb039812.

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50

Coan, Tim, and Brenita Crawford. "A24 Reengineering." Quality Management in Health Care 2, Supplement (1994): 15–16. http://dx.doi.org/10.1097/00019514-199400001-00028.

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