Developing a Process Oriented Environmental Management System (PO-EMS) based on business processes management and reengineering

Background: Financial institutions in South Africa are implementing business process re-engineering (BPR) on a regular basis because of the fast-changing industry. However, the success of these projects is low because of the lack of clearly defined roles, an unclear definition of what BPR is, the inability to link BPR projects to organisation strategies and the lack of documentation to guide BPR activities. Accordingly, there is a need to define a framework to guide the implementation of BPR projects. Objectives: The researchers embarked on this study in order to define a framework to ensure improvement of BPR in financial institutions. The framework should assist in providing guidelines when conducting BPR activities and will enable plans for BPR projects in terms of knowing which skills and roles to source for these projects. Method: A conceptual BPR framework was developed and BPR experts from financial institutions were then engaged to determine whether the framework would work. The engagements included understanding the challenges faced and how they could be combated, understanding the roles involved and determining if organisations had BPR frameworks in place. This subsequently led to a final framework being consolidated. Results: This study presents the recommended BPR framework that can be used by financial institutions to achieve success in their projects. The framework incorporates project management and change management processes and ensures alignment of BPR activities with the project phases. It also ensures that the activities are clearly stipulated and the roles performing the activities are clearly defined. It considers time management, planning aspects and effective communication within BPR projects. Conclusion: The proposed framework can be used by financial institutions to manage their re-engineering projects. This framework overcomes most of the known challenges and combines two disciplines, that is, project management and business process re-engineering.

Companies often use business process management as a discipline to improve process stages and achieve company goals and objectives.One widely recognized technique for improving processes is business process reengineering, which is sometimes known as BPR.Despite the inherent risks, companies often use business process reengineering (BPR) to improve processes and achieve desired goals and objectives within a certain timeframe.This study aims to examine business process reengineering to improve local government performance.We conducted this research by evaluating the literature using bibliometric analysis from Scopus and Program R Studio.The findings suggest that business process reengineering can improve local government performance.These findings are expected to provide valuable insights for stakeholders seeking to improve local government performance.

Purpose - The researcher investigates the extent to which knowledge sharing moderates the relationship between knowledge creation and business process re-engineering (BPR) outcomes of financial services offered by financial institutions in Uganda. Design/Methodology - The study adopted cross-sectional survey design to collect data at one point in time using self-administered questionnaire to examine the relationship between knowledge creation and business processes. The study at first used statistical package for social scientists to establish clusters among the surveyed financial services and later a model was derived using R programming software to test for knowledge creation and business process re-engineering performance outcomes. Findings - The study found a significant conditional effect of knowledge sharing on knowledge creation and business process re-engineering outcomes. Implying that investment in knowledge sharing creates awareness about the financial services outcomes of financial institutions using business process re-engineering to provide financial services. Originality - This study contributes to business process re-engineering literature by advancing the idea that BPR is an important economic resource that enhanced through instituting knowledge creation and sharing practices in a complex environment. Ideally, creating and sharing knowledge is one of the drivers of customer value, efficiency, and effectiveness of financial services in financial institutions. Practical Implications - Managers of financial institutions need to pay keen interest in managing business processes using relevant knowledge and transforming in new products, new processes, and new markets to boost business process re-engineering outcomes by building a strong knowledge creation system through training and development programs for senior managers.

Since the early 1990s, business process reengineering (BPR) has become a buzzword around the world. Of the BPR methods and models suggested, the majority have put much attention on redesigning processes to improve the defined process performance. Those that stress the importance of strategic process reengineering focus more on the idea that redesigning should be embarked upon and implemented on a broader scope (cross- functional) in order to obtain greater pay offs, whereas the impact of BPR on strategies is paid less attention. In this paper, we propose a broader application of BPR to the enterprise and, consequently, stress the importance of BPR with respect to strategies and the role of strategic directions in light of BPR. Thus, we develop a conceptual BPR model that links a firm's long-term strategy, with a real-world example.

Total quality management and business process re-engineering: A study of incremental and radical approaches to change management at BTNI

PurposeThis paper aims to examine the possible underlying factors that influence managers' intentions towards adopting business process reengineering (BPR) in a less‐developed country (LDC) context, namely Bahrain.Design/methodology/approachThe study used a survey method to elicit opinions from 104 managers from 14 different big Bahraini businesses.FindingsThe results showed that the existence of some organizational capabilities such as “effective project management experiences” and “the ability to build an organizational‐wide need for change” are important requisites to gain positive salient beliefs toward accepting BPR. Moreover, it showed that “managers' cognitive style” and “level of education” had significant influences on their “intentions to adopt BPR approach.” The findings also suggest that other external factors such as “competitive pressures” and “managers' beliefs about BPR” are significant antecedents to BPR perceived ease of use.Research limitations/implicationsConclusions are drawn about BPR experiences in countries such as Bahrain. Those experiences are compared and contrasted with the related prior studies, which are mainly from western countries' practices. Possible future research issues are raised to extend the author understanding of how BPR initiatives are promoted in organizations. However, the sample was limited to one LDC, which limits the possibility of generalizing its findings to all less‐developed countries.Originality/valueThe study provides insights into the required organizational capabilities, circumstances, and/or beliefs that ease promoting BPR initiatives in businesses. Accordingly, possible‐related strategies can be devised to enhance BPR practices in organizations.

Chapter 4 - Basic Principles of Business Process Management

The article describes technological reengineering and defines its place in the methodology of describing innovations - technical, technological, organizational, logistical, etc. In the domestic practice of innovative transformations, such tools as rehabilitation, reorganization and restructuring are known. The effectiveness of their application largely depends on the level of integration, perfection and application methodology. Technological reengineering is a derivative tool of innovative transformations, therefore its fundamental aspects are considered together with the concepts of "technological innovations", "management" and "engineering". These tools are characterized. Based on the analysis of the existing interpretations of the concepts of "innovation", "technology", "reengineering" and "reengineering of business processes", the author's definition of the concept of "technological reengineering" is given, which by its nature embodies the elements of all these definitions. The concept of "technological reengineering" specifies the elements of the organizational and economic mechanism of the enterprise, within which fundamental transformations are carried out. The structural and logical essence of the concept of "technological reengineering" is considered as a systemic transformation on a fundamentally new technological basis of the production and technical base and the corresponding organizational and production relations. In contrast to the approaches presented in the scientific literature, the latter represents formalized procedures for radical, complex and systematic transformation of the production base in order to ensure the competitiveness of enterprises and regions and contains production and technical measures that are primarily related to the fundamental renewal of production assets, improvement product quality and cost reduction, improvement of the range of manufactured products. This allows us to detail the essence of this concept and to separate intellectual and technical tools for its implementation, such as remediation, restructuring, reengineering of business processes. It is justified that this definition more comprehensively covers the areas of reengineering and involves the redesign of business processes together with all components of the enterprise's activities. The given definition also allows for the formation of theoretical and methodological provisions regarding the definition of "technological reengineering".

Purpose – In today's height of competition, business process management (BPM) is regarded as best practice management principle that can assist companies in sustaining competitive advantage. The purpose of this paper is to strengthen theory building of BPM in fostering sustainable competitive advantage based on dynamic capability theory. Design/methodology/approach – BPM owes its existence to total quality management (TQM) and business process reengineering and has gained importance as an enabler to coordinate the intricacies of the organisations. Past researches on BPM have been largely conceptual using case studies with scarce evidence for theory building. Findings – Based on the review of literature, the study of BPM can be studied based on dynamic capability theory. Originality/value – The outcome of this paper would add value to theory building for BPM.

Aspects of the reengineering of business processes of HoReCa enterprises are being studied. Aspects of the benefits of business process reengineering as a means of significantly improving the operations of hospitality enterprises are revealed. The aim of the work is to generalize the existing methodological approaches to the processes of business process reengineering and to justify the content, stages and format of the business process reengineering organization for HoReCa enterprises. The authors emphasize that hospitality and catering services have always been characterized by high profitability. Unfortunately, the consequences of the corona crisis, global crisis phenomena and the deployment of hostilities in our country have become a difficult test for the entire HoReCa industry. The emphasis of the work is on the fact that the reengineering of business processes is an effective measure to ensure the further effective development of HoReCa enterprises. Reengineering is the basis of a radical change in the functioning of enterprises, ensuring significant competitive advantages and achieving an improvement in the financial condition. The author's definition of the concept of «reengineering business processes of HoReCa enterprises» is proposed. It is understood as a mechanism of fundamental improvement and optimization of the activities of enterprises, the action of which is aimed at qualitative restructuring of business processes, achieving significant changes and improving indicators of quality, level of costs, speed of service, and, therefore, increasing the competitiveness of enterprises of the hospitality industry. The article emphasizes that the reengineering of business processes is the embodiment of a complex program of transformations and fundamental restructuring of the functioning of enterprises. Its important components are: replacement of the existing management system with new effective concepts; development and implementation of improved business processes and their management methods; preliminary assessment of the acceptability of the riskiness of radical change projects. The article offers the main characteristics of the reengineering of business processes of HoReCa enterprises, namely its goals, tasks, and positive consequences The authors emphasize that the reengineering of business processes of HoReCa enterprises is a rather complex transformation mechanism. But it is precisely thanks to him that every enterprise in the field of hospitality is able to carry out qualitative improvement of its business processes.

The purpose of the study is to analyze the transformation of business processes through the prism of the implementation of the concept of supply chain management. The enterprise management theories are considered, focusing on the process approach based on the methodological basis of managing the organization as a set of business processes. The latter was studied from the point of view of critical characteristics that concentratedly reflect the purpose of business processes, their systemic connection, target orientation, measurability, the interdependence of "inputs" and "outputs," and managerial aspects of coordination. The advantages of the process approach to the organization and management of business processes have been identified. Based on the analysis of foreign and domestic scientific literature, a conclusion was made about the shift in the long-term orientation of business entities towards the formation of common advantages through the implementation of methodological concepts of management of logistics supply chains, which are implemented in three levels - as a management philosophy, as a set of measures at the tactical level, as a set of operational layer tools. The elements of the relationship between business process management and logistics supply chain management are revealed, including strategic coordination, information technologies involving external IT interfaces, process orientation reflecting the flow of value creation, and employee empowerment. The supply chain is presented in terms of a business process that connects different enterprises. The algorithm for ensuring emergencyness based on implementing a process-oriented management system with a reflection of the flow of value creation has been studied. The reengineering of business processes, which is a response to the challenges of the external environment, is disclosed in the context of considering the key characteristics of the essence of the business process and the need for integration within the framework of logistics supply chains, including integrity, communicability, autonomy, orderliness, stability, manageability. Keywords: analysis, management, logistics supply chain, strategic development, business processes.

Objective. This article relates to the field which studies the impact of business process reengineering on technical efficiency. The reengineering method demonstrates its impact on the selected business process, the process of knee arthroscopy surgery. The impact of business process reengineering is studied on the example of a typical Slovenian general hospital. Methods. In the first step, we demonstrate the selected business process in the existing situation, while the second step demonstrates the business process which could be reached in a potential situation. The demonstrated process is a basis for measuring the impact of business process reengineering on technical efficiency of a hospital. Results. The results obtained show that the business process reengineering increases the technical efficiency of the selected general hospital. The volume of labour input in the existing situation was higher by 67.88 %, and the value fixed assets after business process reengineering decreased by 36.25 %, while the value of material costs before business process reengineering increased by 50.9 %. Conclusion. This means that business process reengineering affects the hospital s technical efficiency, since the latter increases significantly if all the conditions of reengineering are met.

Purpose of the study. The aim of the study is to analyze the effectiveness of the joint use of the competence-activity approach and interdisciplinary connections in the formation of model-ing skills in the field of enterprise engineering and reengineering of business processes in the edu-cational process of the university. The relevance of the problems outlined in this article is determined by the need to develop human resources in the IT industry and to continuously improve the quality of training specialists in this area.The object of the research is the preparation of full-time students of educational institu-tions of higher education in terms of the formation of skills in systemic and business analysis of a digital enterprise as an object of economics and management.Materials and research methods. The article analyzes the possibility of effective use of the competence-activity approach and interdisciplinary connections in the educational process when developing modeling skills as part of the research work of bachelors in the direction of “Business Informatics”.Results. Taking into account the analysis of the experience of using the competence-activity approach and interdisciplinary relations, there are shown the prospects of their joint use in the educational process in the formation of modeling skills in the field of enterprise engineering and reengineering of business processes. The structure of the research work of students and the sequence of stages of modeling are proposed, which have proven themselves well at the Business Informatics Chair and Production Management Systems.Conclusion. In the transition to the digital economy, the key difficulty in our country is the lack of qualified and competent personnel. It is necessary to correctly form the approaches to the training of IT industry specialists. The joint use of the competenceactivity approach at the Na-tional University of Science andTechnology “MISIS”, which implies the formation of knowledge among students in the process of developing a process information system project and interdisci-plinary relations, has confirmed its effectiveness. The experience of using business process mod-eling in the preparation of bachelors, training with specialty “Business Informatics” is generalized and a sequence of modeling steps is proposed, which allows to consider and comprehensively de-scribe a digital enterprise as an object of economics and management in the form of architectural models, as well as an approach to the formation of skills in modeling and business management processes of the enterprise for students.This approach made it possible to involve students in the process of active learning, im-prove the process of forming key competencies, significantly improve the quality of theses and their practical significance, as well as increase the level of teaching compliance with world trends in the era of digital transformation.

Issues of relevance and necessity of reengineering business processes of HoReCa enterprises are investigated. Significant advantages of business process reengineering are emphasized. After all, this method of redesigning activities is an effective means of significantly improving the activities of hospitality enterprises. The purpose of the work is to substantiate the content, stages and format of the organization of business process reengineering for HoReCa enterprises. The work substantiates the thesis that hospitality and catering services have always been characterized by high profitability. However, the global crisis has become a difficult test for the entire HoReCa industry. The emphasis of the work is on the fact that the reengineering of business processes is an effective measure to ensure the further effective development of HoReCa enterprises. Reengineering is the basis of a radical change in the development of enterprises, ensuring significant competitive advantages and achieving an improvement in the financial condition. The work presents the author's interpretation of the concept of «organizational support for the reengineering of business processes of a HoReCa enterprise» - this is a complex system of processes and procedures for carrying out reengineering in accordance with the set goal of radical transformations of the enterprise, which, based on the interaction of this enterprise with other business entities, as well as with the structures and divisions of the enterprise itself, contributes to the introduction of significant changes in the enterprise's management system. The article emphasizes that the reengineering of business processes is the embodiment of a complex program of transformations and fundamental restructuring of the functioning of enterprises. Its important components are: replacement of the existing management system with new effective concepts; development and implementation of improved business processes and their management methods; preliminary assessment of the acceptability of the riskiness of radical change projects. The authors emphasize that the reengineering of business processes of HoReCa enterprises is a rather complex transformation mechanism. But it is thanks to him that every enterprise in the field of hospitality is able to carry out qualitative improvement of its business processes. Keywords: HoReCa, hospitality industry, reengineering, business processes, organizational support, strategy, information technologies, organizational structure.

The article explores the relevance of changes in the modern business environment and the role of Business Process Reengineering (BPR) in achieving competitiveness and digital transformation in enterprises. In the context of increasing competition and market instability, the article presents arguments that changes have become a necessity for organizations, and BPR is a crucial tool for adaptation and achieving strategic goals. The article's objective is to assess the impact of BPR on efficiency improvement and successful implementation of digital transformation in contemporary organizations. The authors employed interdisciplinary research methods, including the comparative method to evaluate modern approaches to BPR in the context of digital transformation. The analysis method was used to determine the influence of BPR on the effectiveness of digital transformations. Systemic and structural analysis methods were utilized to provide an in-depth examination of the structure and components of BPR and to evaluate its impact on complex enterprise systems in the context of digital transformation. The authors emphasize the importance of integrating digital technologies into the BPR process as a means of optimizing business processes and increasing profitability. The benefits of digital transformation are highlighted, but the article also underscores that successful implementation requires careful preparation and the study of innovative approaches. Various types of enterprises that may undertake BPR, including those facing financial challenges, anticipating potential issues, and aiming to stay industry leaders, are discussed. The article explores the relationship between Business Process Reengineering and digital transformation in contemporary organizations, shedding light on BPR's role in data collection and analysis to transform outdated business processes and prepare the organization for digital transformations. The article provides insights into how both approaches can interact to help organizations prepare for successful digital transformation. Common characteristics between BPR and digital transformation are discussed, including their orientation towards innovation and the use of advanced technologies to optimize business processes. The authors emphasize the need for careful preparation and the management of the digital transformation process as a critical strategic initiative for organizations striving for innovation and competitive advantage.