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Journal articles on the topic 'Reengineering'

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Published: 4 June 2021
Last updated: 1 August 2024

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1

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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2

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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3

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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4

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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5

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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6

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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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 Focusing on individual tasks is outdated in a world of competition and change.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

Eissrich, Daniel. "Software-Reengineering." WiSt - Wirtschaftswissenschaftliches Studium 34, no. 7 (2005): 405–10. http://dx.doi.org/10.15358/0340-1650-2005-7-405.

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9

Young, Michele M. "Cognitive Reengineering." Inquiry: Critical Thinking Across the Disciplines 14, no. 1 (1994): 37–47. http://dx.doi.org/10.5840/inquiryctnews199414116.

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10

Perez-Castillo, R., I. G.-R. de Guzman, M. Piattini, and C. Ebert. "Reengineering Technologies." IEEE Software 28, no. 6 (November 2011): 13–17. http://dx.doi.org/10.1109/ms.2011.145.

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11

Albrecht, Stephen, and Kay E. Wellik. "Surviving Reengineering." Medical Reference Services Quarterly 16, no. 4 (October 6, 1997): 75–81. http://dx.doi.org/10.1300/j115v16n04_08.

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12

Lutz, S. "Reengineering Enzymes." Science 329, no. 5989 (July 15, 2010): 285–87. http://dx.doi.org/10.1126/science.1192224.

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13

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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Coan, Tim, and Brenita Crawford. "A24 Reengineering." Quality Management in Health Care &NA; (December 1994): 15–16. http://dx.doi.org/10.1097/00019514-199412000-00028.

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15

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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16

EMBER, LOIS R. "REENGINEERING RENSSELAER." Chemical & Engineering News 78, no. 43 (October 23, 2000): 105–22. http://dx.doi.org/10.1021/cen-v078n043.p105.

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17

King, JL. "Reconsidering reengineering." Journal of Strategic Information Systems 4, no. 1 (March 1995): 7–11. http://dx.doi.org/10.1016/0963-8687(95)80011-e.

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18

Butler, Charles W., Earl D. Hodil, and Gary L. Richardson. "Software reengineering." Data Processing 28, no. 6 (July 1986): 303–7. http://dx.doi.org/10.1016/0011-684x(86)90231-5.

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19

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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20

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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21

Wang, Xin. "Reengineering methodologies." HOLISTICA – Journal of Business and Public Administration 8, no. 3 (December 1, 2017): 97–102. http://dx.doi.org/10.1515/hjbpa-2017-0027.

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Abstract In this paper I try to make a brief presentation of the concept of reengineering expressed in the literature. In the second part of this paper I will try to list the stages of the reengineering methodology and to develop them succinctly. At the end of the paper I will attach a case study on reengineering and conclusions on this topic.
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22

BOJE, DAVID M., GRACE ANN ROSILE, ROBERT DENNEHY, and DEBRA J. SUMMERS. "Restorying Reengineering." Communication Research 24, no. 6 (December 1997): 631–68. http://dx.doi.org/10.1177/0093650297024006003.

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23

Johnson, Philip M. "Reengineering inspection." Communications of the ACM 41, no. 2 (February 1998): 49–52. http://dx.doi.org/10.1145/269012.269020.

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24

Sloan, Jerry L. "Successful reengineering." Public Relations Review 21, no. 2 (June 1995): 164–66. http://dx.doi.org/10.1016/0363-8111(95)90008-x.

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25

Fisher, Gerard H., Jack Fisher, and R. Bruce Pittman. "SYSTEMS REENGINEERING." INCOSE International Symposium 7, no. 1 (August 1997): 873–77. http://dx.doi.org/10.1002/j.2334-5837.1997.tb02260.x.

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26

Kraus, Georg. "Business Reengineering." Zeitschrift für wirtschaftlichen Fabrikbetrieb 119, no. 4 (March 30, 2024): 196–98. http://dx.doi.org/10.1515/zwf-2024-1050.

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Abstract Produktionsunternehmen versuchen Rentabilitäts- und Kostenprobleme oft durch den Einsatz neuer Technologien zu lösen. Eher selten stellen sie jedoch ihre Organisationsstrukturen in Frage. Dies ist aber auch nötig, um Quantensprünge bei solchen Kennzahlen wie Ressourcenverbrauch, Durchlauf- und Lieferzeiten zu erzielen.
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27

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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28

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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29

Grint, Keith. "Reengineering History: Social Resonances and Business Process Reengineering." Organization 1, no. 1 (July 1994): 179–201. http://dx.doi.org/10.1177/135050849400100116.

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30

Purwanto, Hari Lugis, and Kurriawan Budi Pranata. "Payment Tutoring System Reengineering Using Business Process Reengineering." SMATIKA JURNAL 13, no. 01 (June 30, 2023): 93–105. http://dx.doi.org/10.32664/smatika.v13i01.731.

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The payment system at the Smartindo Tutoring Institute. Although it has used a web-based system that is integrated with the academic system, the existing system has not been able to run properly. So, it is forced to make adjustments in the business processes of payment section. System changes are carried out using the BPR (Business Process Reengineering) method so that the system change process can be in accordance with the needs and is able to transform conventional systems into digital systems by reducing unnecessary steps. The aim of this research is to produce a new payment system based on process optimization using the BPR method. There are 4 stages of BPR that will be carried out in this research including identify processes, review update analyze as-is, design to-be, test & implement to-be. The results of these system changes resulted in a new system that showed a better level of throughput efficiency. The old system has been identified only has a throughput efficiency value of 48.39%. After analyzing and making changes to the process, the new system produces a better level of efficiency, reaching 100%. The results of better efficiency cannot be separated from the success in reducing the stages that are considered no longer needed in the workflow of the new payment system.
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31

BERZTISS, ALFS T. "REVERSE ENGINEERING, REENGINEERING, AND CONCURRENT ENGINEERING OF SOFTWARE." International Journal of Software Engineering and Knowledge Engineering 05, no. 02 (June 1995): 299–324. http://dx.doi.org/10.1142/s0218194095000150.

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This survey reviews four classes of reengineering of software systems: code restructuring and translation of code into a new language, design recovery for corrective maintenance, design recovery for software enhancement, and software reengineering as part of radical business process reengineering. Special attention is given to the reengineering of data bases and user interfaces. We also consider concurrent software engineering, its place in the software reengineering process, and groupware in support of this process.
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32

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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33

Han, Zheng Rong, Jin Hu Jia, and Xiao Xiao Wang. "Structural Equation Analysis of Major Factors of Chinese Commercial Banks Reengineering." Advanced Materials Research 709 (June 2013): 699–702. http://dx.doi.org/10.4028/www.scientific.net/amr.709.699.

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On the basis of relative literature studies, this paper puts forward the conceptual schema of major factors of reengineering in Chinese commercial banks and research hypothesis, then proceeds empirical tests. The results show that market competition pressure affects reengineering performance indirectly by client oriented strategy, leading factors and information technology capabilities. Not only information technology capabilities have impact on reconstruction performance directly,but also client oriented strategy, organization and coordination degree influence that indirectly. Despite training and inspiration, information technology capabilities and organization and coordination degree also indirectly affect reengineering performance. Leading factors, together with training and inspiration, affect reengineering performance directly and indirectly. Organization and coordination degree affect reengineering performance directly. Finally, corrected conceptual schema of Chinese commercial banks reengineering influencing factors are got by analyzing the function from influencing factors to reengineering performance.
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34

Bondarenko, L. A. "Crisis re-engineering of business processes as a modern method of ensuring the quality of tourist services." Economic Bulletin of Dnipro University of Technology 85 (March 2024): 22–33. http://dx.doi.org/10.33271/ebdut/85.022.

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Methods. During the study of the specifics of the implementation of crisis reengineering of business processes in the field of tourism services, the following methods of scientific knowledge were applied: analysis and synthesis – when identifying actual methods, tools and measures for the implementation of crisis reengineering of business processes, in particular, taking into account the specifics of the field of tourism; structuring – when characterizing influencing factors, elements, characteristic features and problems of implementing crisis reengineering of business processes; comparison – when comparing approaches to defining the term of crisis reengineering of business processes of an enterprise. Results. The theoretical and methodological foundations of the implementation of business process reengineering were studied, scientific approaches to the definition of the term «crisis business process reengineering» were summarized. The main goals and tasks of crisis reengineering are characterized, the constituent elements of the process of its implementation at the enterprise are separated. The specifics of working with human resources in the process of crisis reengineering are highlighted. The factors affecting the success of the reengineering of business processes of the enterprise were studied, the threats and complications that arise in the process of reengineering were separated. The specific features of the functioning of business processes in the field of tourism are analyzed. Features and possible problems of crisis reengineering of business processes of enterprises in the tourism industry are characterized. Novelty. On the basis of the study of scientific and methodological approaches to the definition of the essence of the term “crisis reengineering of business processes”, a proper interpretation of this category was formed, which, unlike the existing ones, combines both domestic and foreign experience in studying the peculiarities of crisis reengineering. A single system of interrelated elements has been formed, which in the complex make up the main tasks of crisis reengineering of business processes. The basic principles and possible risks in the process of implementing crisis reengineering at enterprises in the tourism industry are separated. Practical value. The set of tools and measures proposed by the author for the successful implementation of crisis reengineering of business processes at an enterprise in the field of tourism takes into account the specific conditions of conducting economic activity in this industry and is a reliable basis for improving the quality of tourist services and strengthening the competitiveness of the enterprise.
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35

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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36

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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37

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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38

Sujová, Andrea, Ľubica Simanová, and Katarína Marcineková. "Reengineering of production processes and its impact on the financial situation and business performance of the company." Engineering Management in Production and Services 11, no. 3 (November 19, 2019): 106–16. http://dx.doi.org/10.2478/emj-2019-0025.

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Abstract The current competitive environment is only favourable to those companies that can cope with changes and use them to their advantage. The innovation of business processes is required to improve financial performance. Scientific works have not yet offered an effective solution to the monitoring of the impact made by process reengineering on corporate financial results. This work presents the case of a business process reengineering in a particular company to improve its performance. The results of implemented reengineering are analysed from the point of view of the impact made on the financial situation of the company. The paper aims to demonstrate the implementation of reengineering and evaluate its impact on the financial standing of a company and its performance. The practical application of reengineering was made according to Hammer and Champy methodology, which is based on the analysis of production processes in the company, the implementation of selected reengineered production processes and the evaluation of the reengineering impact on the corporate financial situation and performance. During the evaluation, the selected indicators of financial performance, activity indicators, the indebtedness indicator, business performance indicators as a cash flow to measure financial flows and the economic value-added (indicator EVA) were calculated and analysed. Subsequent to financial analyses and based on the selected indicators, the authors concluded that the implemented reengineering of the production process increased the performance and value of the company, which had a positive impact on the company’s financial situation. The funds spent on the proper implementation of the reengineering steps were effectively used, and the reengineering process was also timed. This contribution to the body of theoretic knowledge links the implementation of reengineering and the part of the financial analysis, which is related to the preparation, implementation and reengineering results.
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39

Maslova, Lyubov, Sergey Sborshchikov, and Elizaveta Kochenkova. "Methodological principles of the organization of reengineering in construction (capital construction facility reengineering and technological process reengineering)." E3S Web of Conferences 97 (2019): 06028. http://dx.doi.org/10.1051/e3sconf/20199706028.

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As practice shows, in conditions of crisis organizational problems and development issues, when accumulated contradictions lead to the competitiveness decline and loss of consumers, it is proposed an application of methods of reengineering, implementing turning around enterprises, organizations, companies through moving to a new quality level and modernization of the previously implemented engineering solutions of the functioning facility. The goal of the work is to find organizational forms of quality transformation of the solutions, having an anthropotechnical genesis (technical, technological, organizational, managerial etc.) through capital construction facility reengineering and technological process reengineering solutions. Literature sources and current construction standards analysis is carried out to implement the goal. Methods of the system analysis and management, comparison, expert evaluation are used. General definitions of the reengineering from Russian and foreign sources are given in the article. Criteria and factors of the reengineering events classification at the «construction facility – construction site» level are justified, the project of capital construction facility and technological process reengineering is set out, the capital construction facility reengineering structure is described, pattern solutions of the capital construction facility reengineering are formed, distribution of the reengineering types according to the stages of the life circle of the capital construction facility is presented. The structure of the capital construction facility reengineering standards is given and perspective directions of the information and analytical support development are indicated in the article. In the conclusion the fact, that reengineering is an effective mechanism of forming a comfort living environment, is justified based on the science and technology achievements, customer inquiry and most complete satisfaction, as well as the creation of the competitive edge of not only separate domestic construction organizations, but also the whole national construction field.
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40

Mackey, Stephen R., and Lynn M. Meredith. "Software migration and reengineering: A pilot project in reengineering." Journal of Systems and Software 30, no. 1-2 (July 1995): 137–50. http://dx.doi.org/10.1016/0164-1212(94)00122-4.

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41

M. Taraniuk, Leonid, Denys S. Kobyzskyi, Karina Taraniuk, and Violeta Dimitrova. "Personnel aspects of marketing activity reengineering at the industrial enterprises." Innovative Marketing 14, no. 2 (August 10, 2018): 26–34. http://dx.doi.org/10.21511/im.14(2).2018.03.

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While implementing the radical transformations, such as the business processes reengineering in the work of industrial enterprises, there is a need to increase the personnel operating efficiency in the business processes redesign. The urgent increase of control by the top management of companies is demanded for observing the procedure and standards of business processes reengineering at the enterprises in order to increase its cost effectiveness. Therefore, the relevance of the scientific research subject is indisputable. The research works of academic economists concerning the features of staffing for the business processes reengineering of companies are analyzed. The ways to overcome the resistance to organizational changes of industrial enterprises by the staff are developed. The description of the effective members of the reengineering team in the work of the company has been improved by forming special features of each member of the reengineering team. The personal and professional competencies of the personnel are shaped and offered as the most effective ones for successful realization of marketing activity reengineering at the industrial enterprises. A questionnaire was developed as part of the analysis and selection of personnel during the marketing activities reengineering at the industrial enterprises. The resulting component of the questionnaire was developed for making managerial decision on personnel selection in reengineering teams.
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42

Popov, Alexander, Valeriy Fadeev, and Serhiі Mekhovych. "TECHNOLOGICAL REENGINEERING OF PRODUCTION INFRASTRUCTURE OF INDUSTRIAL ENTERPRISES AND MODERN INVESTMENT POLICY IN UKRAINE." Energy saving. Power engineering. Energy audit., no. 1-2(167-168) (July 18, 2022): 20–26. http://dx.doi.org/10.20998/2313-8890.2022.01.03.

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The article outlines the conceptual issues of technological reengineering of problematic machine-building enterprises. Special attention is paid to production reengineering as the most attractive mechanism of innovative transformations. The essence and types of reengineering components are considered. Technological reengineering is offered as the basic tool of restoration of the domestic machine-building enterprises which have suffered during a pandemic and the military conflict in Ukraine. Investment policy is seen as the basis for transformation. It is noted that the main problems in the economy of Ukraine and, in particular, in machine-building enterprises are not limited to business processes, but rather lie in the plane of the principles of formation and functioning of modern technological processes. The solution to the problem of accelerating the development of new industries should be sought in the integrated use of innovation methodology. Accordingly, technological reengineering is considered as an effective mechanism for rehabilitation of problem enterprises based on a radical change in the technologies used. It should be carried out in combination with innovative engineering, organizational redesign of production relations and management system, social reengineering, business process reengineering and logistics reengineering. In fact, we are talking about purposeful innovative transformations in the production and technological sphere of competitively problematic enterprises.
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43

Sborshikov, Sergey B., and Lubov A. Maslova. "Reengineering of capital construction objects and reengineering of technological processes." Vestnik MGSU, no. 10 (October 2019): 1321–30. http://dx.doi.org/10.22227/1997-0935.2019.10.1321-1330.

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Introduction. The article discusses two types of corporate-level reengineering of investment and construction activities: the qualitative transformation of capital construction projects (CCP) and technological processes. The implementation of the reengineering measures in respect of the CCP is studied as a dominant. All the mutual relations and interactions of anthropotechnical system elements and external environment are assembled around the CCP. The CCP is considered as the expression of the achieved result. Materials and methods. The study used legislative and normative documents regulating investment and construction activities in the Russian Federation as well as papers of domestic and foreign scientists. The examined normative and methodological materials allowed identifying criteria and factors of classification of reengineering measures at the level of “building project – building site” and on this basis establishing the composition of the reengineering of a CCP and reengineering of technological processes. Results. The article examines the normative component of the practical activity of the reengineering. It provides the following terms regulated by the current legislative base of construction: reconstruction, major repair, technical re-equipment, restoration. Separately, the definition of CCP reprofiling is suggested. Structural and functional relations within CCP and technological processes reengineering are studied. Conclusions. The research has demonstrated that the reengineering is an efficient mechanism of formation of a comfortable living environment based on achievements of science and technology, record and complete satisfaction of consumers’ demands, as well as the creation of competitive advantages for not only domestic construction establishments but also the whole national construction industry. All this made it possible to determine the genesis of the corporate level reengineering of investment and construction activities and to establish a structure of the CCP reengineering. In conclusion, the article presented the main directions for improving the efficiency of the reengineering mechanism. The role of information and analytical activity organization quality in this system of the measures is specially marked.
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44

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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45

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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46

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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Sborshikov, Sergey B., and Lyubov A. Maslova. "Elements of information and analytical support for the reengineering of capital construction objects." Vestnik MGSU, no. 7 (July 2019): 912–21. http://dx.doi.org/10.22227/1997-0935.2019.7.912-921.

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Introduction: the article considers problems related to the development of information and analytical support for the reengineer-ing of capital construction projects and identifies its components: information, analytical, technical and personnel. The article presents the main provisions of the technical and personnel support of the given subsystem of reengineering. Special attention is paid to the formation of a parametric model of reengineering of capital construction projects, which is the basis for the formation of typical organizational solutions. The variability of these decisions is related to the qualification of organizational charts and resource support for reengineering activities. Materials and methods: it emerged that the information component has its aggregation: information model, software, regulation of functioning of the information model and software. The analytical component includes a parametric model, generic solutions and guidelines on the development and application of reengineering. Results: as a basis of the parametric model, aggregative parameter groups of reengineering measures at the capital construction facility and their decomposition are established. The article gives an order of formation of standard solutions for the reengineering of capital construction projects, which includes organizsational charts for its implementation and the resource support of the reengineering components. Separately the article considers a structure of regulatory documents for the reengineering of capital construction projects. Regulatory documents can be categorized into general, development and application ones as well as industrial and enterprise regulations for the reengineering of a capital construction facility. Conclusions: the formed system of the information and analytical support for the reengineering can give a serious impetus to the development and qualitative transformation of the capital construction facility. The effective functioning of the system of infor-mation and analytical support for reengineering is possible if there is an efficient regulatory and methodological base of these measures and an adequate information model of the capital construction facility at the stage of its maintenance.
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48

Popov, Alexander, Valery Fadeev, and Elena Naboka. "CONCEPTUAL ASPECT OF TECHNOLOGICAL REENGINEERING OF INDUSTRIAL ENTERPRISES." Energy saving. Power engineering. Energy audit., no. 7-8(161-162) (July 29, 2022): 25–38. http://dx.doi.org/10.20998/2313-8890.2021.07.04.

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The article considers the conceptual aspects of the organization of technological reengineering in industrial enterprises. It is noted that technological reengineering is a solution to a number of problems related to achieving the goals of innovative transformations of the production base of the enterprise, which depend on many factors. The content of components of technological reengineering in their interrelation is determined. It is substantiated that, at the preliminary stage of technical preparation for technological reengineering of the enterprise it is expedient to build an approximate mathematical model of the main technological process in order to identify possible options for its improvement and justify the need for technological reengineering of the entire technological system. The usefulness of the reengineering transformation model is substantiated. It is substantiated that most decisions on innovative technological re-equipment of production on a reengineering basis cannot be made out of connection with other aspects of the enterprise, including the logistics aspect. The role of logistics reengineering in these processes is shown. It is substantiated that at domestic enterprises these issues are not always considered as part of a single production process. As a result, the successful implementation of the goals of one of the types of work on the innovative transformation of production can often be to the detriment of others, which requires additional tasks. The general technological audit is aimed at solving this problem.
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Kaur, Harmeet, Shahanawaj Ahamad, and Govinder Verma. "Research Summary of A Study for the Estimation of Legacy Programs for Effective Re engineering." Oriental journal of computer science and technology 10, no. 2 (May 30, 2017): 480–90. http://dx.doi.org/10.13005/ojcst/10.02.32.

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The present research estimates the efficacy of a legacy program and the areas of its development. The research also intends to put forward as to what extent reengineering of a legacy program has to be done on the basis of the estimation approach. The study has tried to outline the current issues and trends in reengineering of a legacy program from various perspectives. An all-inclusive literature review reveals that a lot of work has already been piled up with legacy system estimation and the reengineering domain, yet the basic assumptions of Complexity, Quality and Effort have not been worked out collectively. Hence the present research underlines this very maxim and studies the reengineering of a legacy program on the paradigms of Quality, Complexity, and Effort Estimation collectively. The findings put forward an equation and reengineering scale which would be highly compatible with present technology for the feasibility of an effective reengineering.
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КАЛИНИНА, А. А., Г. В. ПАТШИНА, М. В. ЕПИФАНОВ, and Д. А. ПОТАПОВ. "SPECIFIC CONDITIONS FOR THE SUCCESSFUL IMPLEMENTATION OF BUSINESS PROCESS REENGINEERING." Экономика и предпринимательство, no. 11(160) (December 21, 2023): 1124–28. http://dx.doi.org/10.34925/eip.2023.160.11.213.

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В статье рассмотрены понятие «реинжиниринг», принципы, способы реинжиниринга, а также, факторы, которые влияют на возможность успешной реализации реинжиниринга бизнес-процессов (РБП). Выявлены причины неуспешной реализации реинжиниринга БП. Обозначены необходимые условия для положительного результата РБП. The article discusses the concept of “reengineering”, principles, methods of reengineering, as well as factors that influence the possibility of successful implementation of business process reengineering (BPR). The reasons for the unsuccessful implementation of power supply reengineering have been identified. The necessary conditions for a positive result of RBP are identified.
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