An integrative framework for measuring the extent to which organizational variables influence the success of process improvement programs (original) (raw)
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Journal of Management Studies, 2005
Studies on the three types of process improvement programmes (Continuous Improvement, Reengineering and Benchmarking) have appeared many times in the literature. These studies suggest that certain organizational variables act as enablers and their presence or absence can significantly influence success rates. Such studies have tended to examine companies where a single programme has been implemented. In contrast, this paper examines a sample of companies who have experienced all three programmes. Our aim is to compare and contrast each programme's impact on firm performance and identify which organizational variables are common and which are programme-specific enablers of success. We build and test an integrative framework to support our analysis. Our study found that: (1) Reengineering delivered the greatest impact on performance; (2) executive commitment was needed to make this happen; (3) strategic alignment was the major influence on the success rate of Reengineering and Continuous Improvement programmes; and (4) employee empowerment was necessary for each programme to work effectively.
2012
This study examines issues related to process improvement initiatives implementation and effectiveness of manufacturing and service organizations in different operational settings. In the process, the consistency of the level of sophistication at the industry level relative to that of the firm level is examined. The results appear to indicate that organizations in most industries are implementing process improvement initiatives at relatively different rates. Total Quality Management (TQM) and Continuous Improvement (CI) appear to be more effective in some industries than others. Overall, the banking industry appears to be the most willing to implement process improvement initiatives relative to other industries.
Factors that Affect the Outcome of Process Improvement Programmes in South African Firms
Computers and Industrial Engineering 42, 2012
Process Improvement programmes are often embarked on in organisations to close gaps in performance. It is becoming increasingly important to understand what the drivers of success are of these improvement programmes to maximise the investment (effort and monetary) in these programmes. The study aimed to identify what factors affect the outcome of Process Improvement programmes in South African firms.
Organizational processes today are markedly different than they were 100 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 redesigned or 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 Bureau of Finance and Economic Development(BoFED).The data for this current study were obtained from primary source that was analyzed . In the study, both quantitative and qualitative data collection methods were employed. The instrument used to gather data for quantitative study was Likert scale questionnaire whereas for qualitative was used observation and interview. Major findings were customers of BoFED satisfied with speed of service delivery, quality of service, cycle time. However in the bureau still there is no strong base line performance evaluation system, employees have not given any benefits regarding salary increment, compensation, promotion and empowerment up to this moment. Based on the finding of the study the paper concludes that business process reengineering has become useful weapon for any organization that is seeking for improvement in their current organizational performance and intends to achieve organizational objective. It recommends that reengineering process remains effective tool for organizations striving to operate effectively and efficiently.
A Comprehensive Process Improvement Methodology
Cases on Information Technology and Business Process Reengineering
This case, coauthored by a process improvement manager, looks at business process reengineering (BPR) and discusses how it has received considerable attention from the management information systems (MIS) community. However, dramatic improvements touted by BPR advocates have failed to materialize in many organizations
This study, Business Process Reengineering and Organizational Performance, spawns from the need to explore the relationship between business process reengineering and organizational performance of Innoson Technical and Industrial Company, Emene, Enugu. The main objectives are: to ascertain the degree to which each of the three decomposed variables of business process reengineering of creative rethinking, radical change and fundamental thinking relate to profitability, market share and business sustainability dimensions of performance of Innoson Technical and Industrial Company, Emene, Enugu. The study was a survey type of research of which correlational research design was employed to ascertain the degree of the magnitude of the relationship between the studied variables. Structured questionnaire was administered on the sample of two hundred and sixty one (261), out of which, two hundred and fifty (250) copies of questionnaire were successfully returned, hence used for the analysis. Data collected from the respondents were analyzed with Pearson Correlation Coefficient. The study found a significant relationship between creative rethinking and profitability of Innoson Company (r=0.60), a significant relationship between radical change and market share of Innoson Company (r= 0.91), and significant relationship between fundamental thinking and business sustainability of Innoson Company of Innoson Company (r=0.62). The implication of the findings is that effective implementation of business process reengineering thrive high performing organizations in meeting the demands of changing business environment. From the findings, the study concludes that organizations could enhance their performance, if business process reengineering is conducted effectively and recommended that the management of Innoson Technical and Industrial Company should pay adequate attention to issues relating to business process reengineering, taking into cognizance its pertinent role in radical improvement on cutting down operational costs, cycle time reduction, quality enhancement and service improvement that predict organizational performance.