Implementation of Business Process Reengineering To Minimize Customer Complaints (original) (raw)

Business Process Reengineering–A Case Study on Computer Center Service

MATEC Web of Conferences, 2016

This paper used Business process reengineering (BPR) for improve operation of computer service processes in the computer center. Change of service processes were conducted by implementing four-phase: 1) Finding of current process 2) Analysis current process 3) Redesign Process 4) Applying new process and realization framework to support redesign decision making. The framework based on policies and rules of organization. Finally, the new process was implemented at the computer center. The results showed that the new process was better than the current process, time of service decrease and reduce workload.

Evaluating the Impact of Business Process Reengineering on the Performance of Regional Electric Company of Mazandaran Province

2014

The purpose of this study was to assess the impact of re-engineering based on four measures of financial performance, ability to build production and innovation, customer satisfaction and employee communications, supply chain and related indicators in each dimension before and after the implementation of the Regional Electricity Company is a province. For the purposes of this study, the type of applied research, the descriptive nature of the survey. Population survey of managers, supervisors and experts are. Data analysis using a paired test to compare the situation before and after the re-engineering and implementation of the Friedman test was conducted to rank the variables. Results show the success of the performance impact of after the engineering re than before its implementation on the regional electric company crosses the province harder to arrange their impact: financial performance, customer satisfaction and employee communications, supply chain, capable of making, and innovation.

The effect of business process re-engineering (BPR) on performance of Water Works Construction Enterprise (WWCE)

2015

Organizational processes today are markedly different than they were several years ago. Processes are what organizations do. When processes become old and inefficient and can’t deliver results that they were originally designed to, they can’t cope up the business dynamics in the environment in which they operate, they must be replaced. Business Process Reengineering (BPR) is a process-based management tool that can deliver, redesign or replace inefficient processes, as required, with a breakthrough results. As such it can be applied to a single process, a group of processes, or the entire processes comprising the organization. The Purpose of this study is to assess the effect of BPR on organizational performance of Water works construction enterprise (WWCE). In the study, both quantitative and qualitative data collection methods were employed. The data for current study were obtained from primary and secondary sources. The instrument used to gather data for quantitative study was qu...

St. Mary Univeriversity School of Graduate Studies the Effect of Business Process Reenginering (BPR) on Performance of Water Works Construction Enterprise (Wwce)

2015

Organizational processes today are markedly different than they were several years ago. Processes are what organizations do. When processes become old and inefficient and can‟t deliver results that they were originally designed to, they can‟t cope up the business dynamics in the environment in which they operate, they must be replaced. Business Process Reengineering (BPR) is a process-based management tool that can deliver, redesign or replace inefficient processes, as required, with a breakthrough results. As such it can be applied to a single process, a group of processes, or the entire processes comprising the organization. The Purpose of this study is to assess the effect of BPR on organizational performance of Water works construction enterprise (WWCE). In the study, both quantitative and qualitative data collection methods were employed. The data for current study were obtained from primary and secondary sources. The instrument used to gather data for quantitative study was qu...

Analysis of Business Process Reengineering in Administrative Service in Ngebel Sub District Office of Ponorogo Regency of East Java Province, Indonesia

International Journal of Scientific Research and Management

This research aims to analyze problem and to design procedure in administrative service in Ngebel Sub District Office of Ponorogo Regency. This research was conducted through interview, observation, and documentation. Informant as the data source of research is internal informant (service provider) and external informant (service user). The method used in deciding the data source was purposive sampling method. The result of research showed that based on the result of fishbone/cause-effect and value added analyses on administrative service held, some classical problems were still found. The administrative service procedure analyzed had Value Added Ratio of 86.36% and thereby needed improvement. The problems existing need business process reengineering on administrative service in order to support the achievement of objective, an effective and efficient administrative service. The analysis of the business process reengineering result using Business Impact Analysis showed 21 positive a...

BUSINESS PROCESS REENGINEERING IN COMPANIES AS A DIRECTION OF BUSINESS OPTIMIZATION

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.

Cost-Benefit Analysis of Business Process Reengineering

2015

This paper objective sought to ascertain the worthiness of Business Process Reengineering (BPR) in the Port Harcourt hospitality industry. Drawing a sample of 156 registered 5-1star hotels in Port Harcourt Nigeria, it was hypothesis that there is no significant difference between the costs and benefits of BPR. The result showed that there is a significant difference between the costs and benefits of BPR; and that the benefits outweighed the costs. It was concluded that though BPR is a worthwhile exercise, care must be taken never to carry it out for the mere sake of it. Based on this, it was recommended that BPR should be preceded by strategic planning. Such an exercise should place the customer at the center of the reengineering effort. For a successful BPR, there must be recourse to corporate culture; while constant communication and feedback should not be ignored. To achieve maximum result from a BPR effort, it must be owned throughout the organization, and there should be specif...

CONCEPTUAL MODEL OF BUSINESS PROCESS RE-ENGINEERING: A CASE STUDY OF A CARGO COMPANY IN MALAYSIA

Faced with the growth of business enterprises as well as consideration of the increasing competition in freight business to Indonesia, MS Company realizes that the company's business process needs changes to effectively and efficiently support the decision making process as well as to increase the competitiveness of the business and the company. Business process re-engineering (BPR) is not just the program of business process improvement, but more than that, it can improve the operations of the business process as a whole. Improvement priorities of the company are on the improvement in the operation division which includes the administration, customer service and operations. Improvement of the system is done by changing the system from being manually run into a computerized system that runs with an emphasis on the achievement of improvements in the effectiveness of the speed of processing time, cost efficiency and human resources as well as an increase in level of customer service. Change of the system and program on MS Company were conducted by implementing four main phases: 1) Building vision and objective, 2) Identification of existing process, 3) Identifying process improvements, and 4) Building of a prototype. This paper explains the phases in more detail and presents the conceptual model for MS Company's BPR model.

Business Process Re-Engineering in Manufacturing and Service Industries - Some Perspectives

ABSTRACT In today‘s ever changing world, the only thing that doesn‘t change is ―change‖ itself. In a world of competition driven by the three C‘s: Customer, Competition and Change, companies are looking out for new solutions for their business problems. Recently, some of more successful business corporations in the world seem to have hit upon incredible solution: Business Process Reengineering (BPR). The reason behind so many success stories of Organizations like WalMart and Taco Bell‘s sales is the same concept of BPR. Reengineering is the fundamental rethinking and radical redesign of process of business for remarkable improvements in critical, contemporary measures of performance such as Cost, Quality, Service and Speed to meet Customer‘s requirement. The purpose of this paper is to clear out the confusion on BPR by reviewing various literatures of different authors. It also discusses co-existence of BPR with TQM, Organizational Process Understanding, Reengineering challenge and redesign of Organization. KEY WORDS: Business Process Reengineering, TQM, Redesign

IMPLEMENTING BUSINESS PROCESS REENGINEERING (BPR) IN GOVERNMENT ORGANIZATION

International Journal of Advanced Research (IJAR), 2019

Government organizations can use Business Process Reengineering (BPR) to enhance their performances in terms of reducing processes’ cost and cycle time, increasing service quality, and increasing customers and employees satisfaction. However, the implementation phase of BPR pointed as the most challenging. Thus this study tried to study the factors that leads to delay BPR implementation in government organization case of Afar region sector bureaus, Ethiopia. In this research, concurrent triangulation strategy of mixed method research design adopted. Survey, interviews and document review strategy of inquiry have been used. Totally 160 respondents taken as respondents for the survey. The interviews have been made with individuals who have served as design team members of the region. The document review is made by acquiring BPR project reports from the region. Results of the study showed that the region used BPR to reduce the processes cycle time and cost, to increase service quality, customers’ satisfaction, and employees’ satisfaction. However, the region faced challenges to implement the redesigned processes. The factors impended to successfully implement BPR in the region categorized as top management support factors, change management factors, organizational factors, BPR project management factors, information technology factors (IT) and country related factors. In general, this study suggests to take corrective measures before the project entirely fail.