Статті в журналах: "Reengineering of production"

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Zavrazhnov, A. A., A. I. Zavrazhnov, and Ya P. Lobachevskiy. "Reengineering in garden machinery production." Traktory i sel hozmashiny 78, no. 9 (September 15, 2011): 5–10. http://dx.doi.org/10.17816/0321-4443-69198.

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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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JEVTIĆ, Petronije, Yousef Mohamed Ali RAMADAN, Mohamed Omar ELSAYAH, and Nada ŽIVANOVIĆ. "INCREASING EFFICIENCY IN THE PRODUCTION INDUSTRY USING THE REENGINEERING METHOD." EKONOMIKA I UPRAVLENIE: PROBLEMY, RESHENIYA 1, no. 1 (2021): 132–39. http://dx.doi.org/10.36871/ek.up.p.r.2021.01.01.020.

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Today, manufacturing companies, on a global level, are facing major changes that cause a complex form of successful business. Given the rapid growth of the IT information industry, high technology in complex industries, complex production processes, know – how and other innovations, increasing efficiency should be a strategic goal of all developed companies in the world. Basically, the business management of these industries is aimed at increasing efficiency by applying efficient methods and techniques that give good results in engineering. This primarily refers to those techniques that today in a complex time of business, can give a high quality approach to business management, highly efficient organization and high quality products and services that will conquer world markets today and in the future. The concept of TQM – total quality management throughout the company worldwide, originated from Japanese companies in the 1970's and quickly spread to all manufacturing companies in the world. On that basis, it can be said that the strategic intention, assessment and goal of the path of each management that will lead the business towards the fulfillment of market laws of business. One of the most important methods of the TQM concept is Business Process Reengineering, which brings fundamental business improvements to both the main and ancillary processes of industrial business.

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Gilaev, G. G., M. Ya Khabibullin, and R. N. Bakhtizin. "Improvement of oil and gas production infrastructure as an effective tool for maintaining basic oil and gas production." SOCAR Proceedings, SI2 (December 30, 2021): 121–30. http://dx.doi.org/10.5510/ogp2021si200581.

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The modern world is a complex mechanism in which each process, direction, sphere of activity, despite visual differences, ultimately creates a single complex element aimed at ensuring human life. One of the key processes occurring on the planet is the extraction of hydrocarbons. The article proposes to consider a solution that will contribute to ensuring the efficiency of oil and gas production processes, will extend the life cycle of mature oil and gas production assets of the Russian Federation (hereinafter referred to as the RF) and extend their economic profitability. Economic and technological efficiency from infrastructure reengineering measures is individual for each region, and directly depends on the volume of oil, water production and the state of the ground infrastructure. The described areas of infrastructure reengineering, in aggregate, represent an effective tool for optimizing operating and capital costs, increasing the reliability of technological equipment, removing infrastructure restrictions, which will contribute to the achievement of the set task - maintaining oil production at mature assets. Keywords: facilities for oil treatment; gas compression; reservoir pressure maintenance; power supply; engineering networks; operating costs; reengineering.

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Khan, Md Ashikul Alam, Javaid Butt, Habtom Mebrahtu, and Hassan Shirvani. "Analyzing the Effects of Tactical Dependence for Business Process Reengineering and Optimization." Designs 4, no. 3 (July 7, 2020): 23. http://dx.doi.org/10.3390/designs4030023.

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Implementing business and manufacturing process reengineering is challenging and poses major issues. The dependence issues between process functions during the implementation phase are the main reason for the high failure rate of process reengineering. The incompetence in identifying the dependence makes existing business process reengineering approaches static for modern business and manufacturing process structures. This paper has implemented a new process reengineering approach called the Khan–Hassan–Butt (KHB) methodology that incorporates the process interdependence algorithm to identify the dependence issues. The KHB method is a hybrid process reengineering approach to identify dependence issues before implementing changes; thus significantly reducing the failure rate of implementing business process reengineering. The KHB method has been implemented in a Bangladesh fabric manufacturing facility. The mapping and verification of the process have been completed using the WITNESS Horizon 22.5 simulation package. The case study has investigated the fabric production process and identified the dependence issues between each function and suggested changes to optimize the process. The outcome has shown significant improvement in production output and process efficiency.

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Khan, Md, Javaid Butt, Habtom Mebrahtu, Hassan Shirvani, and Mohammad Alam. "Data-Driven Process Reengineering and Optimization Using a Simulation and Verification Technique." Designs 2, no. 4 (October 27, 2018): 42. http://dx.doi.org/10.3390/designs2040042.

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Process reengineering (PR) in manufacturing organizations is a big challenge, as shown by the high rate of failure. This research investigated different approaches to process reengineering to identify limitations and propose a new strategy to increase the success rate. The proposed methodology integrates data as a procedure for process identification (PI) and mapping and incorporates process verification to analyze the changes made in a specific process. The study identifies interdependency within the manufacturing process (MP) and proposes a generic process reengineering approach that uses simulation and analysis of production line data as a method for understanding the changes required to optimize the process. The paper discusses the methodology implementation technique as well as process identification and the process mapping technique using simulation tools. It provides an improved data-driven process reengineering framework that incorporates process verification. Based on the proposed model, the study investigates a production line process using the WITNESS Horizon 21 simulation package and analyse the efficiency of data-driven process reengineering and process verification in terms of implementing changes.

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Shariful Alam, Md, Salah Uddin Rajib, and Md Shamsul Arefin. "Critical Success Factors of Re-Engineering in the Production Process: SMEs Sector of Bangladesh." Applied Mechanics and Materials 44-47 (December 2010): 804–8. http://dx.doi.org/10.4028/www.scientific.net/amm.44-47.804.

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During the age of globalization, change has become a general phenomenon of business environment. Managements are compelled to adapt with the change to survive. Reengineering concept rises to adapt with the changes in terms of business process. However, critics raised questions as a number of business process reengineering initiatives failed and such failures have raised a doubt about the fad of reengineering. As a result, current researches are tempted to deal with the object orientation to find out the optimum way of successful implantation of re-engineering. This paper deals with the determination of critical success factors (CSFs) of re-engineering in the production process of the small and medium sized (SMEs) manufacturing enterprises of a developing country, Bangladesh. Determinants have been identified empirically through the survey conducted in the SMEs sector of Bangladesh.

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Shakhgiraev, Ismail, Tatyana Kondratyeva, Askerbek Uazikov, and Alexey Kuzmin. "Business processes reengineering at the enterprise in terms of its ecological responsibility." E3S Web of Conferences 91 (2019): 08053. http://dx.doi.org/10.1051/e3sconf/20199108053.

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The principles and technique of business processes reengineering at the enterprise are generalized in this article. The authors name the issues which can be solved by the means of reengineering at the modern enterprise. Having analyzed the experience of the enterprises, the authors reveal those factors that promote success of reengineering. It has been considered for years that the main scope of the new equipment and technology is the production and, first of all, processing. But according to the authors, in modern conditions, the technician and technology have to be used not only for production and commercial tasks but also for the increase in environmental friendliness of the enterprise activity, its responsibility for the influence on the environment state.

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Chernyshev, Denys, Оleh Prуkhodko, Ruslan Zhаldak, Anatoliy Vаkolyuk, Georhii Nikolaev, Oleksandr Krуchevsky, and Oleksandr Mуrutenko. "FUNCTIONAL-TECHNOLOGICAL SUBSYSTEMS OF DIGITAL TRANSFORMATIONS OF BUSINESS PROCESSES AND ORGANIZATIONAL STRUCTURES OF CONSTRUCTION ENTERPRISES." Urban development and spatial planning, no. 78 (October 29, 2021): 508–19. http://dx.doi.org/10.32347/2076-815x.2021.78.508-519.

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The article presents methodology of business processes reengineering (BPR) in the modern construction organizations adapted to dynamically changing conditions of the internal and external environment. The ontological analysis carried out in the article allowed to distinguish the dominant characteristics of business process reengineering (BPR) as a phenomenon and a target project. It was justified to consider reengineering through the following dominants: mandatory for reengineering format of a temporary specialized project of local or cardinal transformations; the main goal of BPR is to direct the transformation of business processes, operational and production and administrative systems of the enterprise - for their joint reconfiguration to ensure a sharp increase in competitiveness of the studied enterprise (among similar enterprises in actually occupied or potential markets ; increase in the functional quality of production and administration processes, which will ultimately ensure a significant increase in the quality of the operating system of the enterprise and a proper increase in its resilience to crises (destruction, loss of economic balance and financial stability, bankruptcy, etc.). Formalization of the BPR methodology ensures the combination of reverse and direct reengineering stages. The results of the study allow solving urgent problems of increasing the competitiveness of construction organizations through reengineering design. The scientific significance of the study lies in the development of a component methodology for modeling reengineering of business processes. The practical significance of the use lies in the application of the study in the real sector of the economy during the restructuring and reform of construction organizations. The scientific novelty of the study lies in the development of a methodology and conceptual provisions for systemic management of business process reengineering of building organizations based on the use of the process approach.

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Chen, Jieh-Haur, Li-Ren Yang, and Hsing-Wei Tai. "Process reengineering and improvement for building precast production." Automation in Construction 68 (August 2016): 249–58. http://dx.doi.org/10.1016/j.autcon.2016.05.015.

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11

Zijm, W. H. M., and H. J. J. Kals. "Reengineering Production Systems: the Royal Netherlands Naval Dockyard." CIRP Annals 45, no. 1 (1996): 427–32. http://dx.doi.org/10.1016/s0007-8506(07)63095-9.

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Caputo, Antonio C., and Pacifico M. Pelagagge. "Manufacturing reengineering in a tubular radiator production plant." Integrated Manufacturing Systems 14, no. 2 (March 2003): 95–102. http://dx.doi.org/10.1108/09576060310459393.

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Yekimov, Sergey, Oksana Prodius, Tetiana Chelombitko, Anastasiia Poltorak, Natalia Sirenko, Alla Dudnyk, and Vladimir Chernyak. "Reengineering of agricultural production based on digital technologies." IOP Conference Series: Earth and Environmental Science 981, no. 3 (February 1, 2022): 032005. http://dx.doi.org/10.1088/1755-1315/981/3/032005.

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Abstract Digital technologies allow automating the processing of large amounts of data and information flows. This creates conditions for making automatic management decisions and makes it possible to more effectively manage the financial and economic activities of an agricultural enterprise. The use of information technologies makes it possible to reduce the costs of producing services and goods, establishes closer relationships between consumers and producers of agricultural products. Digital technologies make it possible to train, train and retrain employees and organize their joint work activities. The reengineering of state support for the agricultural sector should primarily be aimed at the introduction of digital information technologies in agriculture. This will create conditions for improving the efficiency of the agricultural sector, increase its competitiveness and reduce the need for state support.

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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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Sborshchikov, Sergej B., and Pavel A. Zhuravlev. "The reengineering of built-up areas: structure and composition." Vestnik MGSU, no. 11 (November 2021): 1508–19. http://dx.doi.org/10.22227/1997-0935.2021.11.1508-1519.

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Introduction. Engineering solutions of construction facilities are becoming obsolete due to the impact of scientific and technological progress, changes in consumer needs and production capabilities of the construction industry. A gap between consumer needs and characteristics of construction products is bridged by updating, modernizing, retrofitting and transforming design solutions. Materials and methods. The subject of the study is capital construction facilities that have various functional purposes: they structure built-up urban areas (space planning), whose urban planning solutions need reengineering in the course of operation. The article considers the list of capital construction entities that include industrial facilities (manufacturing, agricultural, and communication facilities), non-industrial facilities (public buildings, residential housing) and linear objects (overpasses, pipelines, power grids). Functional, planning, structural, organizational and technological features of capital construction facilities, features of vital processes, production and technological procedures, that are underway inside them, determine the characteristic differences in the composition and structure of construction reengineering. Structural and functional analysis is the research method of the study. Results. The composition of actions and methods used to reengineer residential and industrial buildings, areas occupied by the engineering and transport infrastructure is described. The article presents changes introduced by reengineering actions with regard for the features of facilities that structure urban development. The co-authors acknowledge that the structure and composition of construction reengineering are highly variable, and their variability is determined by the types of built-up areas and their transformation methods. This dependence impacts a combination of reengineering actions, including those that determine the nature of transformation and supplement the principal change. The research results allow to develop reengineering process organization charts and outline the resource provision process.

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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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Houghton, Erne, and Victor Portougal. "Reengineering the production planning process in the food industry." International Journal of Production Economics 50, no. 2-3 (June 1997): 105–16. http://dx.doi.org/10.1016/s0925-5273(97)00036-4.

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Kulakov, S. M., A. I. Musatova, V. N. Kadykov, and P. P. Baranov. "Timing models in the reengineering of metallurgical production systems." Steel in Translation 45, no. 5 (May 2015): 338–46. http://dx.doi.org/10.3103/s0967091215050058.

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Petrillo, Antonella, Gianpaolo Di Bona, Antonio Forcina, and Alessandro Silvestri. "Building excellence through the Agile Reengineering Performance Model (ARPM)." Business Process Management Journal 24, no. 1 (February 2, 2018): 128–57. http://dx.doi.org/10.1108/bpmj-03-2016-0071.

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Purpose The purpose of this paper is to build a theoretic and practical framework, based on agile project management, to support the decision-making process in order to help companies in optimizing the reengineering production processes and improve management costs. Design/methodology/approach This paper seeks to propose an agile Reengineering Performance Model (ARPM) for managing projects of reengineering of processes and applies it in a real case study concerning a water bottling plant. Findings The proposed model should serve as a valuable tool to facilitate a successful business process reengineering design in the project management and intends to assist companies as they operate projects of transferring and optimizing production lines. Thanks to the use of ARPM tools, it is easy to modify the evolution of the project, with the possibility of extending or enhancing the application if necessary. Research limitations/implications The main limits of the ARPM model are: it requires close collaboration among team; it is rather intense for developers; and it is necessary flexibility to change course as needed and to ensure delivery of the right product. Practical implications The main implications of the authors’ work for research and business are to propose a structured methodological approach, rigorous but simple, suitable to implement in any companies. Originality/value The novelty of the approach is to apply the agile approach not for software development but in a manufacturing company.

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Mandych, Oleksandra, Natalia Babko, and Sofia Spivak. "REENGINEERING OF BUSINESS PROCESSES IN THE FORMATION OF MARKETING AND LOGISTICS ACTIVITY OF INTEGRATED ENTERPRISES." Ukrainian Journal of Applied Economics 4, no. 4 (October 30, 2019): 402–10. http://dx.doi.org/10.36887/2415-8453-2019-4-45.

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The article investigates the issues of business process reengineering of integrated enterprises. It is determined that the impact on the efficiency of market activities is associated with the use of marketing and logistics tools. The newest management systems will allow to combine functions (production and commercial) in the strategies for achievement of the maximum effect at positioning of the integrated enterprises in various markets. It is proved that the formation of the management system of an integrated enterprise should take place on the basis of system, complexity, integrity and unity. It has been identified that the issues of partnership marketing become especially important in the application of the marketing and logistics system and in the entry of the integrated enterprise into the target market. The main factors of influence and factors of customer-oriented management formation at the enterprises are presented. It is determined that business process reengineering requires the development of a combined internal marketing and logistics system in accordance with changes in the market environment. It is outlined that marketing logistics should be formed in order to get the best results in the management system of integrated enterprises. The necessity of using marketing through two-vector understanding, and logistics – in a broader management area is proved. Marketing logistics takes into account all the features of production and commercial activities of integrated enterprises. It is presented that the concept of marketing and logistics management in the process of reengineering the business processes of integrated enterprises will have its own functionality. The defined set of functions is a combination of marketing and logistics. The need to involve the tools of partnership marketing has been identified in the reengineering of integrated enterprises due to the peculiarities of production and commercial components of their activities. It is proved that the combination of the main activity can have target markets in different areas, so the combination of internal marketing and logistics strategies into one is a crucial stage of their effective development. Keywords: marketing, logistics, business process reengineering, integrated enterprise, marketing relations, strategies, efficiency.

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Zhou, Qing, and Li Yang Wang. "Simulation Analysis of the Oil Gathering and Transportation Process on Activity-Based Costing." Advanced Materials Research 268-270 (July 2011): 395–400. http://dx.doi.org/10.4028/www.scientific.net/amr.268-270.395.

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The oil gathering and transportation process is a key link in the oil industry. In this paper, to reengineer the ground works process of an oil production plant as an example of business process reengineering, the simulations of the oil and gas gathering and transportation process before and after the business process reengineering are conducted by using of SIMPROCESS software. While the utilization rate of various devices is compared with process simulation results to find the bottlenecks in processes, and a brief analysis of activities costs is presented.

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De Felice, Fabio, and Antonella Petrillo. "Optimization of Automotive Glass Production through Business Process Reengineering Approach." Procedia - Social and Behavioral Sciences 75 (April 2013): 272–81. http://dx.doi.org/10.1016/j.sbspro.2013.04.031.

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Zülch, Gert, and Bernd Brinkmeier. "Simulation of activity costs for the reengineering of production systems." International Journal of Production Economics 56-57 (September 1998): 711–22. http://dx.doi.org/10.1016/s0925-5273(96)00112-0.

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Kukartsev, A. V., V. V. Kukartsev, V. S. Tynchenko, V. E. Petrenko, and A. V. Milov. "Modeling as a tool for reengineering the enterprise production processes." Journal of Physics: Conference Series 1661 (November 2020): 012176. http://dx.doi.org/10.1088/1742-6596/1661/1/012176.

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Sato, Shuichi, Yutaka Inamori, Masaru Nakano, Toshiyuki Suzuki, and Nobuaki Miyajima. "6105 Development of Software System for Reengineering Production Preparation Process." Proceedings of Manufacturing Systems Division Conference 2005 (2005): 77–78. http://dx.doi.org/10.1299/jsmemsd.2005.77.

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Zhang, X., K. Jantama, K. T. Shanmugam, and L. O. Ingram. "Reengineering Escherichia coli for Succinate Production in Mineral Salts Medium." Applied and Environmental Microbiology 75, no. 24 (October 16, 2009): 7807–13. http://dx.doi.org/10.1128/aem.01758-09.

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ABSTRACT The fermentative metabolism of glucose was redirected to succinate as the primary product without mutating any genes encoding the native mixed-acid fermentation pathway or redox reactions. Two changes in peripheral pathways were together found to increase succinate yield fivefold: (i) increased expression of phosphoenolpyruvate carboxykinase and (ii) inactivation of the glucose phosphoenolpyruvate-dependent phosphotransferase system. These two changes increased net ATP production, increased the pool of phosphoenolpyruvate available for carboxylation, and increased succinate production. Modest further improvements in succinate yield were made by inactivating the pflB gene, encoding pyruvate formate lyase, resulting in an E scherichia coli pathway that is functionally similar to the native pathway in Actinobacillus succinogenes and other succinate-producing rumen bacteria.

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Gilaev, G. G., M. Ya Khabibullin, and D. G. Antoniadi. "Infrastructure reengineering as an effective tool for maintaining base production." Neftyanoe khozyaystvo - Oil Industry, no. 1 (2022): 77–81. http://dx.doi.org/10.24887/0028-2448-2022-1-77-81.

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LOJANIČIĆ, D., N. VELJOVIĆ, G. BABIĆ, and N. ŽIVANOVIĆ. "MODERN MANAGEMENT CREATIVE FOR THE APPLICATION OF REENGINEERING METHOD IN INDUSTRIAL PROCESSES." EKONOMIKA I UPRAVLENIE: PROBLEMY, RESHENIYA 1, no. 8 (2021): 140–46. http://dx.doi.org/10.36871/ek.up.p.r.2021.08.01.020.

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Bearing in mind the world research study whose results show that today the industrial concept of corporations is exposed to constant processes of change, and accordingly, production processes and at the same time improvement processes should begin at the very beginning in everyday work, both in the organization of production and production. and in strategic business planning and management decision-making in the entire business system. Practice shows, that if the implementation of a change is not perceived as primary by all employees, however, the accepted change determined by the implementation of this method of improvement only in their minds, is not enough. If everything goes according to plan for all activities of employees and the team, then these changes lead to acceptable and stable improvements. It is the starting point for ensuring the long-term success of industrial production and is an important generator or engine for motivating employees. The implemented RE changes are the driving force that certainly leads to the achievement of new goals and the success of the strategic business of companies. The advantages of applying reengineering techniques in business systems in the world are reflected in the improvement of quality and sophistication of management and all employees to successfully eliminate harmful production and business processes related to the overall organization, and thus greater product placement on the world market. High managerial creativity is important for the industrial business sustainability of high market success, today and in the future. That is why efficient methods of redesigning and reorganizing certain industrial processes are being implemented in developed companies around the world. One of the key methods of achieving high quality products and services and achieving the concept of TQM – total quality management is Reengineering method – Business processes reeingeenering – RE process. Managerial creativity today has a significantly affects efficiency, so this method is effectively applied continuously in the elimination of problematic production processes in industrial business and manufacturing companies around the world.

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Epure, Dănuţ-Tiberius, Adrian Micu, Irina Susanu, and Angela-Eliza Micu. "Model for implementing a reengineering solution of the production process in a printing house." Analele Universitatii "Ovidius" Constanta - Seria Matematica 21, no. 1 (March 1, 2013): 83–99. http://dx.doi.org/10.2478/auom-2013-0005.

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Abstract The main objective of the present paper is to highlight the importance and impact of the concept of reengineering, both by identifying certain opportunities to improve the performance of Romanian printing companies and some strategies of total redesign of the production process based on highlighting some of their effective combinations as well as the integration of some proper mathematical models. First of all, this study will focus on achieving results that are based on identifying some specific problems that companies have faced at a certain point and on concrete problem solving solutions. Second, there should be emphasized that reengineering works in almost any situation related to a big or small company or the production area or NGOs. Specific objectives: designing and testing a mathematical model that can be adapted to the specific activities of the printing organization, providing the best solution of variable allocation to increase performance.

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Calderón-Andrade, Rubén, Eva Selene Hernández-Gress, and Marco Antonio Montufar Benítez. "Productivity Improvement through Reengineering and Simulation: A Case Study in a Footwear-Industry." Applied Sciences 10, no. 16 (August 12, 2020): 5590. http://dx.doi.org/10.3390/app10165590.

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Process reengineering is a very useful tool, specifically in industrial engineering where technological advances, information systems, customer requirements, and more have led to the need for radical change in some or all areas of an organization. The objective of this work is to show the usefulness of applying reengineering in the case of the footwear industry to make a proposal to change the problem area and the production decoration line as well as compare it with the current process using models of simulation performed in the Arena™ software. The proposal consisted of merging two production lines and comparing the current design with the proposal as well as comparing different parameters such as the use of resources and the production rate. The results indicated that the production rate increases by approximately 29% with the new design, using the same resources. In addition, using the OptQuest tool of the Arena™ software, it was found that with the new process, the production rate could be increased by up to 41% compared to the current process.

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Wimpertiwi, Dotty, Agung Hari Sasongko, and Antonius Kurniawan. "Konsep Business Process ReenginEering untuk Memperbaiki Kinerja Bisnis Menjadi Lebih Baik: Studi Kasus Perusahaan Susu Kedelai “XYZ”." Binus Business Review 5, no. 2 (November 28, 2014): 658. http://dx.doi.org/10.21512/bbr.v5i2.1189.

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Business Process Reengineering is a phase of redesigning business process to improve performance. Business Process Reengineering can be applied to improve micro or medium businesses. One example from them comes from a soymilk company. XYZ Soymilk Company is one of the examples of Small and Medium enterprises with home-industry system. Its organizational structure consists of the director and some divisions. Those divisions, which are run by employees, are: production division, procurement division, finance division, and marketing division. The produced soymilk is packed in plastic bags with Susu Kedelai “XYZ” label on it. This product later is marketed in the canteens of universities, some stores around neighborhoods, and supermarkets. The main market target of this product is university students and people around the location. The promotion is done by attaching promotion flyers on some strategic places. The problem that occurs is a shortage in operational management, the number of command and control in the operating system, as well as recording done still manually. The purpose of using Business Process Reengineering concept processing system is to be more computerized for a better, faster, more accurate, effective and efficient, and improvement in operation management system as an attempt to survive among other competitors. The results of the business process reengineering are some business process ideas.

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Ikeda, Masato, Satoshi Mitsuhashi, Kenji Tanaka, and Mikiro Hayashi. "Reengineering of a Corynebacterium glutamicuml-Arginine and l-Citrulline Producer." Applied and Environmental Microbiology 75, no. 6 (January 9, 2009): 1635–41. http://dx.doi.org/10.1128/aem.02027-08.

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ABSTRACT Toward the creation of a robust and efficient producer of l-arginine and l-citrulline (arginine/citrulline), we have performed reengineering of a Corynebacterium glutamicum strain by using genetic information of three classical producers. Sequence analysis of their arg operons identified three point mutations (argR123, argG92 up, and argG45) in one producer and one point mutation (argB26 or argB31) in each of the other two producers. Reconstitution of the former three mutations or of each argB mutation on a wild-type genome led to no production. Combined introduction of argB26 or argB31 with argR123 into a wild type gave rise to arginine/citrulline production. When argR123 was replaced by an argR-deleted mutation (ΔargR), the production was further increased. The best mutation set, ΔargR and argB26, was used to screen for the highest productivity in the backgrounds of different wild-type strains of C. glutamicum. This yielded a robust producer, RB, but the production was still one-third of that of the best classical producer. Transcriptome analysis revealed that the arg operon of the classical producer was much more highly upregulated than that of strain RB. Introduction of leuC456, a mutation derived from a classical l-lysine producer and provoking global induction of the amino acid biosynthesis genes, including the arg operon, into strain RB led to increased production but incurred retarded fermentation. On the other hand, replacement of the chromosomal argB by heterologous Escherichia coli argB, natively insensitive to arginine, caused a threefold-increased production without retardation, revealing that the limitation in strain RB was the activity of the argB product. To overcome this, in addition to argB26, the argB31 mutation was introduced into strain RB, which caused higher deregulation of the enzyme and resulted in dramatically increased production, like the strain with E. coli argB. This reconstructed strain displayed an enhanced performance, thus allowing significantly higher productivity of arginine/citrulline even at the suboptimal 38°C.

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Vakulenko, Darya Vitalievna, and Alla Grigorievna Kravets. "REENGINEERING OF BUSINESS PROCESSES OF AGROINDUSTRIAL ENTERPRISES IN CONDITIONS OF THROUGH DIGITAL TRANSFORMATION." Vestnik of Astrakhan State Technical University. Series: Management, computer science and informatics 2021, no. 3 (July 30, 2021): 115–25. http://dx.doi.org/10.24143/2072-9502-2021-3-115-125.

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The article describes the high dynamism and uncertainty of the external and internal envi-ronment, which actualize the implementation of innovative technologies in the management of business processes in the agro-industrial complex (AIC). Attention is focused on the strategic nature of the transformation of agricultural production within the digital ecosystem. The perspective technologies of collection and processing of remote sensing data obtained from various satellite sensors, unmanned vehicles, weather stations; geographic information systems; global positioning systems are considered. The fundamental elements of reengineering of business processes in the context of digital transformation, the creation of control systems to control the development of agricultural crops using streaming processing of remote sensing data are considered. The factors of restraining and catalyzing production processes in AIC are substantiated, the features of the elements of the organization of the digital spatial environment are revealed, which largely determine the transition to a unified information support system for an agro-industrial enterprise. A structural and functional model of reengineering of business processes is proposed, aimed at ensuring sustainability in making managerial decisions. As part of the reengineering process, it is planned to create an information environment for an agricultural enterprise, consisting of interconnected procedures for merging information of its component functional systems: an automated monitoring system, a system for automated recognition of the specifics of the state of plant surface elements and an automated analytical decision support system for selecting agrotechnological techniques. Reengineering of business processes according to the proposed model will reduce risks in terms of compliance with time factors, increase production volumes and profitability of an agricultural enterprise due to the transition to digital technologies for automated collection and processing of big data, the ability to make decisions based on automated analytical systems and the ability to store in the knowledge base the generated chains of agro-technological operations for the needs of future periods

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Chang, Hsien Ming, Chi Kong Huang, and Chau Chen Torng. "The Reengineering of Business and Production Processes for Aerospace Manufacturing Suppliers." Key Engineering Materials 450 (November 2010): 401–4. http://dx.doi.org/10.4028/www.scientific.net/kem.450.401.

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Business processes and production processes are complex inside the aerospace manufacturing industry. Quality, cost, delivery and flexibility are the fundamental requirements of aerospace manufacturing suppliers. The aerospace manufacturing suppliers have to coordinate those fundamental requirements and integrate the business and production processes in the competitive market. This study applies the concepts of reengineering, and allies the functional groups and system resources inside the aerospace manufacturing suppliers. The effective business and production processes are then developed so that the business and production activities can benefit the enterprise. Thereby, the aerospace manufacturing suppliers can strengthen their competitiveness in a dynamic aerospace market.

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Damyanova-Bakardzhieva, Magdalena. "Opportunities for process reengineering in Bulgarian bread production (a case study)." IOP Conference Series: Materials Science and Engineering 878 (July 22, 2020): 012081. http://dx.doi.org/10.1088/1757-899x/878/1/012081.

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Migulina, Darya S., and Tatyana V. Zaitseva. "Reengineering of business processes Teta Food LLC." Research Result Information Technologies 6, no. 3 (October 4, 2021): 58–64. http://dx.doi.org/10.18413/2518-1092-2021-6-3-0-8.

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This article discusses the improvement of the work of an enterprise in the production sphere of LLC "TETA FOOD", which consists in increasing the efficiency of employees of the enterprise by reducing the time for the formation of a full package of documents (UPD) for submission to the tax office for the purpose of refunding VAT to the exporting enterprise. In the analytical part, the features of the VAT refund to the exporting company are analyzed in detail. To formalize and describe business processes, the notation IDEF0 and IDEF3 was chosen. In the design part, the ―AS IS‖ model was analyzed and the main problems of the model were identified. A strategy for the future strategy based on the IDEF0 methodology was developed.

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Migulina, Darya S., and Tatyana V. Zaitseva. "Reengineering of business processes Teta Food LLC." Research Result Information Technologies 6, no. 3 (October 4, 2021): 58–64. http://dx.doi.org/10.18413/2518-1092-2021-6-3-0-8.

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Анотація:

This article discusses the improvement of the work of an enterprise in the production sphere of LLC "TETA FOOD", which consists in increasing the efficiency of employees of the enterprise by reducing the time for the formation of a full package of documents (UPD) for submission to the tax office for the purpose of refunding VAT to the exporting enterprise. In the analytical part, the features of the VAT refund to the exporting company are analyzed in detail. To formalize and describe business processes, the notation IDEF0 and IDEF3 was chosen. In the design part, the ―AS IS‖ model was analyzed and the main problems of the model were identified. A strategy for the future strategy based on the IDEF0 methodology was developed.

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Vojcic, Ljubica, Dragana Despotovic, Karl-Heinz Maurer, Martin Zacharias, Marco Bocola, Ronny Martinez, and Ulrich Schwaneberg. "Reengineering of subtilisin Carlsberg for oxidative resistance." Biological Chemistry 394, no. 1 (January 1, 2013): 79–87. http://dx.doi.org/10.1515/hsz-2012-0210.

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Abstract Mild bleaching conditions by in situ production of hydrogen peroxide or peroxycarboxylic acid is attractive for pulp, textile, and cosmetics industries. The enzymatic generation of chemical oxidants is often limited by enzyme stability. The subtilisin Carlsberg variant T58A/L216W/M221 is a promiscuous protease that was improved in producing peroxycarboxylic acids. In the current article, we identified two amino acid positions (Trp216 and Met221) that are important for the oxidative resistance of subtilisin Carlsberg T58A/L216W/M221. Site-saturation mutagenesis at positions Trp216 and Met221, which are located close to the active site, resulted in variants M4 (T58/W216M/M221) and M6 (T58A/W216L/M221C). Variants M4 (T58/W216M/M221) and M6 (T58A/W216L/M221C) have a 2.6-fold (M4) and 1.5-fold (M6) increased oxidative resistance and 1.4-fold increased kcat values for peroxycarboxylic acid formation, compared with wild-type subtilisin Carlsberg.

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Javadi, Mohammad Hossain Moshref, Maedeh Rabbanimehr, and Majid Foruzan. "Designing a Model for Processes Reengineering through Applying Agility Enterprise Architecture Framework and Priority of its Implementation Phases." International Journal of Human Resource Studies 2, no. 4 (December 23, 2012): 238. http://dx.doi.org/10.5296/ijhrs.v2i4.2934.

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In the current condition of the world and with regards to the world competition, organizational existence has become the most important problem of the managers. The success secret of current organizations depends on setting their ultimate goals and objectives outside of the organization. In another word, in a safe organization, goal is to serve its customers. In this regard, the meaning of agility is to reach customer’s wants and desires by wastages elimination in all sections of the organization. Therefore, sometimes an organizations in order to reach such objectives need to implement fundamental changes.Agility enterprise architecture is an architectural framework for organizational reengineering in designing, developing, integrating and performing a agility organization in applying systems engineering methods. With regards to the discussion of information technology and systems engineering in today’s organizations which is considered important. In this article, it is tried to study processes reengineering with the use of agility enterprise architectural reengineering framework with focusing on competitive intelligence and its practical phases. Eventually, reasons for importance of agility enterprise architecture, summary and results along with propositions will be explained. The research results indicated that the proposed framework has some benefits which among the most important ones are: Improvement quality in organization, delivering just in time of goods, enhancing customer satisfaction, wastages elimination and as a results decreasing costs. Overall, the benefits gained from this model can create stability in the world competition.Key words: Processes reengineering, enterprise architecture, agility production, competitive intelligence, AHP

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Palasri, Yanin, and Somjai Boonsiri. "Production Line Process Improvement with Process Reengineering – A Case Study In Garment Factory." ASEAN Journal of Scientific and Technological Reports 25, no. 1 (March 3, 2022): 24–35. http://dx.doi.org/10.55164/ajstr.v25i1.244708.

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ABC is struggling to reach daily production objectives and has low productivity, which is one of the productline line process problem. Business Process Reengineering (BPR) employs process redesign heuristics to enhance an existing production line process using an assessment technique and fit-gap analysis. The simulation tool is used to model the production line process redesign. After adopting the provided approach and conducting the simulation, the company's production productivity and service level increased by about 45%. The required simulation resulted in critical measurements such as manufacturing capacity and lead-time. This research demonstrates the redesign production line process that must be followed to archive this artefact.

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Kester, J. M. "Business reengineering impact on the production efficiency increase in Karelian forest complex." Resources and Technology, no. 7 (2008): 32–33. http://dx.doi.org/10.15393/j2.art.2008.1824.

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Kukartsev, A. V., S. V. Tynchenko, K. Yu Lobkov, N. V. Fedorova, A. A. Stupina, and Ya I. Shamlitskiy. "Modeling an automated production control system as part of a reengineering project." Journal of Physics: Conference Series 1582 (July 2020): 012050. http://dx.doi.org/10.1088/1742-6596/1582/1/012050.

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Sommer, Dayn Joseph, Michael David Vaughn, Brett Colby Clark, John Tomlin, Anindya Roy, and Giovanna Ghirlanda. "Reengineering cyt b562 for hydrogen production: A facile route to artificial hydrogenases." Biochimica et Biophysica Acta (BBA) - Bioenergetics 1857, no. 5 (May 2016): 598–603. http://dx.doi.org/10.1016/j.bbabio.2015.09.001.

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Malyukov, Yu A., and N. S. Klimova. "DEVELOPMENT OF A PRODUCTION ORGANIZATION REENGINEERING SCHEME UNDER PUBLIC PROCUREMENT WORKING CONDITIONS." Вестник Санкт-Петербургского государственного университета технологии и дизайна. Серия 4: Промышленные технологии, no. 4 (2020): 5–11. http://dx.doi.org/10.46418/2619-0729_2020_4_1.

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Коровин, Евгений Николаевич, Марина Викторовна Кривоносова, Маргарита Анатольевна Сергеева, and Светлана Александровна Слинчук. "REENGINEERING OF BUSINESS PROCESSES OF A HEALTH RESORT ORGANIZATION." СИСТЕМНЫЙ АНАЛИЗ И УПРАВЛЕНИЕ В БИОМЕДИЦИНСКИХ СИСТЕМАХ, no. 3() (September 30, 2020): 219–24. http://dx.doi.org/10.36622/vstu.2020.19.3.027.

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Процессный подход рассматривает медицинскую деятельность как заданную цепочку действий (или процессов). Итогом такой деятельности должно стать достижение определенного клинико-экономического результата. Принятие процессного подхода подразумевает внедрение новых подходов в системе менеджмента, когда в основу заложен процесс предоставления услуги потребителю. Чтобы оптимизировать налаженные бизнес-процессы в медучреждении, необходимо решить сразу несколько задач: спроектировать модель будущего процесса, алгоритмизировать действия всех участников процесса, разработать требования и стандарты для нового процесса, внедрить инновации по двум основным направлениям: социальному и медико-технологическому. Реализация всех перечисленных выше действий позволит впоследствии произвести грамотный реинжиниринг и адаптировать текущие процессы к новым условиям. После этого можно переходить к внедрению в обновленную структуру информационных систем. Реинжиниринг, как метод управления инновациями, относится к инновационному процессу, направленному как на создание новых продуктов и новых операций, так и на их применение, продвижение и распределение. Учитывая, что конечной целью реинжиниринга является инновации, то реинжиниринг в лучшем понимании - это реинжиниринг инноваций. Реинжиниринг представляет собой инженерно-консультационные услуги по реструктуризации предпринимательской деятельности на основе производства и реализации инноваций. По определению основоположников реинжиниринга М. Хаммера и Д. Чампи реинжиниринг бизнес-процессов (BPR - Business Process Reengineering) - это "фундаментальное переосмысление и радикальное перепроектирование бизнес-процессов для достижения конкретных улучшений в основных показателях деятельности предприятия". Целью BPR является системная реорганизация материальных, финансовых и информационных потоков, направленная на упрощение организационной структуры, перераспределение и минимизацию использования различных ресурсов, сокращение сроков реализации потребностей клиентов, повышение качества их обслуживания. Таким образом, речь идет о формировании совершенно новых деловых целей с использованием последних достижений информационных технологий The process approach considers medical activity as a set chain of actions (or processes). The result of such activities should be the achievement of a certain clinical and economic result. The adoption of a process approach implies the introduction of new approaches in the management system, when the process of providing services to the consumer is based on. To optimize the established business processes in a medical institution, it is necessary to solve several tasks at once: design a model for the future process, algorithmize the actions of all participants in the process, develop requirements and standards for the new process, and introduce innovations in two main areas: social and medical-technological. The implementation of all the above actions will allow you to subsequently perform competent reengineering and adapt current processes to new conditions. After that, you can proceed to implementation in the updated structure of information systems. Reengineering, as a method of innovation management, refers to the innovation process aimed at creating new products and new operations, as well as their application, promotion and distribution. Given that the ultimate goal of reengineering is innovation, reengineering in the best sense is the reengineering of innovation. Reengineering is an engineering and consulting service for the restructuring of business activities based on the production and implementation of innovations. According to the definition of the founders of reengineering M. hammer and D. Champi business process reengineering (BPR - Business Process Reengineering) is "a fundamental rethinking and radical redesign of business processes to achieve concrete improvements in the company's core performance indicators." The goal of BPR is a systematic reorganization of material, financial and information flows aimed at simplifying the organizational structure, reallocating and minimizing the use of various resources, reducing the time required to meet customer needs, and improving the quality of their service. Thus, we are talking about creating completely new business goals using the latest advances in information technology

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Gotlib, B. M., A. A. Vakalyuk, and A. V. Golovenkin. "Reengineering of production process of pressing long-length products from high-strength aluminium alloys." Herald of the Ural State University of Railway Transport, no. 1 (2020): 30–42. http://dx.doi.org/10.20291/2079-0392-2020-1-30-42.

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A hybrid technology of reengineering of the existing hot-pressing production process of long-length products from high-strength aluminium alloys is suggested. At the first stage of design functional and structural models of the existing process are constructed, through the analysis of which functional and structural models of the designed production process are formed. The construction of models involves IDEF-design methods which are a further development of SADT methodology of structured analysis and design of complex systems. The structural model of the designed process is presented in graphical language IDEF3. Further, by means of methods of functional and structural, functional and constructive, structural and constructive integration search and optimization of the technological devices realizing the required production functions is carried out. Such technologies have been used in the development of complex aerospace systems. In the process of reengineering the existing production process of pressing products from high-strength aluminium alloys, a design of an energy and material-saving automated production process has been developed, in which, unlike the existing process on one unit in a continuous process flow, the main technological operations of plastic deformation, additional heating, heat hardening and straightening of the pressed products are carried out directly on the output bed of the press. A part of the technical solutions of the project passed industrial testing on a the press complex with a force of 50 MN. The suggested production process is universal and can be applied both in production of long-length products from high-strength and low easily deformable aluminium alloys.

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Lee, Hyoung-Gon, Edmund W. Schuster, Stuart J. Allen, and Pinaki Kar. "The Open System for Master Production Scheduling." International Journal of Operations Research and Information Systems 1, no. 1 (January 2010): 1–15. http://dx.doi.org/10.4018/joris.2010101301.

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Commonly provided by ERP vendors, master production scheduling (MPS) systems often strive to meet the needs of a large user base while limiting software functionality. Subsequently, business process reengineering becomes the means for firms to adapt to MPS software packages. This article develops a flexible approach for MPS delivery as an alternative to packaged software. The article examines the general case of open system architecture to deliver a specific master scheduling model to end-users. The open system approach fulfills a goal to standardize and speed the process of modeling in practice by creating a supply network for mathematical models that is searchable across the Internet with precision. The value lies on quickly putting state-of-the-art modeling in the hands of many users with no local computer implementation other than downloading an Excel spreadsheet.

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Shchepkina, Natalia, and Maiya Kramchaninova. "Business process reengineering for the increase in the environmental friendliness of construction." E3S Web of Conferences 91 (2019): 08048. http://dx.doi.org/10.1051/e3sconf/20199108048.

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Some current trends and prospects of the world construction industry development from environmental economics position are presented in article. The increased role of innovations and their influence on the competitiveness of construction company in the context of economic, social and ecological components is analyzed. Reduction of some negative impact of all the types of technological processes of construction on the environment is connected with the growth of innovative opportunities. This research proves the need of overcoming technical and technological lag for the development of the construction industry by the means of introduction of business processes management instruments. Justification of reengineering as an effective way of transformation of the technology of construction production is made. The algorithm of stage-by-stage reengineering of business processes, offered in the article is the instrument of effective introduction of technological innovations in the construction companies according to current ecological requirements.

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Sungau, Joseph, and Simon Samwel Msanjila. "On IT Enabling of Business Process Reengineering in Organizations." Advanced Materials Research 403-408 (November 2011): 5177–81. http://dx.doi.org/10.4028/www.scientific.net/amr.403-408.5177.

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Business Process Reengineering (BPR) is a management approach used to improve organizational performance through restructuring production activities of the core services for the purpose of enhancing their efficiency and effectiveness. Although BPR improves the efficiency of processes, it can hardly be applied in its own and thus it needs to be complemented with other concepts from other disciplines. Information technology (IT) tools are seen as accuracy and effective enabler of BPR approach in restructuring activities. This paper focuses on analyzing on how IT can be an enabler of BPR approach to restructuring processes in an organization for the purpose of enhancing the effectiveness and efficiency of processes. It presents the roles of IT in BPR for organizations. It also presents challenges on organizations when implementing the BPR.

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Kulakov, S. M., A. I. Musatova, V. N. Kadykov, and P. P. Baranov. "APPLICATION OF THE TIMING MODEL IN REENGINEERING OF THE PRODUCTION SYSTEMS IN METALLURGY." Izvestiya Visshikh Uchebnykh Zavedenii. Chernaya Metallurgiya = Izvestiya. Ferrous Metallurgy 58, no. 5 (June 10, 2015): 367. http://dx.doi.org/10.17073/0368-0797-2015-5-367-375.

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