Improving PA Business Processes through Modeling, Analysis, and Reengineering

Business process re-engineering (BPR) is regarded as a revolution of enterprise management. The modelling and analysing of business process is an important part of BPR. In this paper, unified modelling language (UML) and polychromatic sets (PS) theory are introduced and their advantages and disadvantages are analysed respectively. A business process integrated modelling method based on UML and PS is advanced, which contains the visual modelling module based on UML activity diagram, the mapping module from UML activity diagram to PS contour matrix model, and the system analysing and simulating module based on PS. Based on PS contour matrix model, basic concepts, path search algorithm and evaluation criterions are presented. An example of spare parts requisition and purchase is provided for application of the proposed method and its business process is modelled, analysed and re-engineered. Using this integrated modelling method with strong mathematical foundation, the business process can be represented precisely and analysed quantitatively, and the improvement opportunities can be discovered for optimising and re-engineering the business process.

Business process design and business process reengineering (BPR) depend crucially on linking production procedures and organizational services to business goals and objectives. There is currently very little formula support for this kind of reasoning as analytical tasks are usually carried out informally and individual design decisions are hard to relate to business objectives. If BPR is carried out without understanding the way it is done, then the most likely outcome would be continuing less-than-satisfactory current practice and automating outdated processes. This kind of practice misses opportunities for innovation and rationalization. The modelling and analysis of business processes along with business strategies and organizational structures are essential to study the implications of BPR. In this paper, an attempt has been made to study the modelling, analysis and tools/techniques used for modelling of BPR with the help of a survey on the recently (1993-2000) employed methods and tools used for BPR modelling and analysis. A framework for modelling and analysis, and guidelines for the selection of tools/techniques of business process reengineering are presented.

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.

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 work is devoted to modeling and reengineering of business processes of a sushi market company. The object of the study covers business processes related to the purchase of ingredients, preparation of dishes, inventory management, customer service and delivery. The subject of the study is precisely the modeling and reengineering of processes, with a special emphasis on analyzing the current state, identifying problem aspects and implementing new solutions to increase efficiency. The purpose of this work is to develop optimized business process models based on reengineering, which will increase the efficiency of the company, reduce costs, improve product quality and service level. It was established that the business processes «Sushi market activities», namely its subprocesses «Order reception and processing», require reengineering, and the main drawback is the lack of order delivery. Measures were proposed to reengineer the business processes of a sushi market sales company aimed at implementing online order delivery services, namely, adding new business processes «Order Delivery» and establishing a connection between other business processes such as: «Dish Preparation», «Order Reception and Processing», «Financial Transactions». Measures were also proposed to implement a warehouse management system to control the quantity of products. IDEF0, IDEF3 diagrams were constructed for the «AS-IS» and «TO-BE» options, and their comparative analysis was performed. The proposed models have real practical significance, as they can be applied both in specific sushi markets and in similar food enterprises. The implementation of reengineering allows companies to increase their competitiveness, stabilize and strengthen profitability, and also meet modern consumer requirements and expectations

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.

The theoretical basis and implementation solution of business process simulation and analysis system (BPSAS) is put forward in this paper. With workflow technology, Petri net theory and simulation technology, the workflow engine independent business process analyzing system is realized to provide Petri net based business process analysis. Further more, an example is illustrated to demonstrate how to analyze business process in order to select optimized model. And at the same time, as a business process analyzing tool, it supports the specified BPM (business process management) process.

Malaysian construction sector in 2010 contributed five per cent to the Malaysia gross domestic product (GDP); the rate is very attractive to business investment. However this sector is considered to be responsible for high pollution level, climate changes and other environmental threats. All businesses seek to obtain local and global competitive advantages, corporate citizenship and public relation. These advantages can be achieved by improving business performance to be more people- or/and environment-friendly. This is one of the reasons for a construction company to improve its environmental management system (EMS) via Project Environmental Management. This includes the processes required to ensure that the impacts of the project execution to the surrounding environment will remain within the limits stated in the legal permits. The shortest way to improve business EMS is to manage and reengineer its process, thus improving its public image. The aim of this paper is to present literature review about characteristics, drivers, benefits, and barriers related to EMS, to Business Processes Management (BPM) and Business Processes Reengineering (BPR). This paper also suggests a Process Oriented Environmental Management System (PO-EMS) framework based on EMS of ISO14001, BPM and BPR.

This chapter reveals the roles of business process modeling (BPM) and business process reengineering (BPR) in eGovernment, thus describing the concepts of eGovernment and BPM; BPM methodologies; business process modeling notation (BPMN); the importance of BPR in government-to-citizen (G2C) e-commerce; the relationship between BPM and eGovernment-based citizen satisfaction; the application of BPR in eGovernment; and the implementation of eGovernment through BPM. eGovernment is a modern trend that is driven by the advances in BPM and BPR as well as the aspirations of citizens who place increasing demands on governments' service. By modeling business processes in eGovernment, public sector organizations can achieve improvements in transparency and reduction in costs and resource requirements, resulting in improved business performance and compliance. The chapter argues that applying BPM and BPR in eGovernment has the potential to enhance public sector performance and achieve organizational goals in public sector organizations.

Purpose. Research and analyze the significance of marketing internet communications in reengineering business processes within the tourism activities sector. Design/methodology/approach. The following methods were used in research: theoretical generalization (to determine the essence of business processes reengineering of tourism activity subjects), grouping (to identify and generalize the factors that influence business processes reengineering), analysis and synthesis (to determine the features of business processes reengineering in tourism business), system approach (to substant the elements and means of digital communications development of tourism activity subjects). The visibility of the presented results is ensured by the data graphical presentation, the methods of logical generalization and systematic approach were used to form the conclusions. Findings. Reengineering has become a high-quality tool for finding and implementing ways to improve the efficiency of the enterprises and organizations functioning, as it involves the identification of problem areas and the justification of prospective solutions with the highest level of detail. The application of marketing aspects and the development of internet communications system can be particularly promising vector for the business processes reengineering of tourist enterprises. It is important during reengineering, enterprises should make changes not only in problem areas, but also in other areas (marketing, information, etc.), because reengineering covers all spheres of the organization's activity. Nowadays traditional marketing tools are being replaced by digital that use the capabilities of Internet technologies. In recent decades, information technologies have been actively integrated into all spheres of enterprise activity, marketing was no exception. Business processes reengineering should be supported by marketing, information and strategic measures that will enhance the effect of its implementation. Practical implications. The practical significance of the obtained research results lies in the business processes digitalization of tourist enterprises, which will contribute to the growth of their economic and managerial efficiency. Originality/value. The scientific novelty of the research results lies in the study of factors that affect the result of business process reengineering and added to them two new factors (marketing and informational). An analysis of the social media usage by Ukrainian tourism enterprises in their activities was also carried out. Potential mechanisms for using price policy as a lever for targeted demand management in the Internet environment were proposed.

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.

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.

Reengineering organizational processes is an imperative in today's business climate, and technology can play an important role in understanding, managing and reengineering business processes. In particular, what we call ‘knowledge management tools’ can be used to streamline process descriptions and deliver organizational knowledge in a timely and appropriate manner. These tools can also facilitate process reengineering by structuring previously informal work artifacts, enabling artifact reuse and promoting more effective organizational collaboration. This paper discusses two research and development collaborations that resulted in deployed knowledge management tools for a large business unit of AT&T, and discusses the importance of managing expectations, the need for existing process maturity, and the issue of knowledge maintenance in technology-driven business process reengineering. © 1996 Wiley Periodicals, Inc.

The chapter defines business Process Re-Engineering (BPR) from a few perspectives to make clear what it is, what it is not, and what it should be. Essentially, the classic definitions provided by Hammer and Champy, as well as Davenport, are used. The common themes encountered in re-engineered business processes are also mentioned, including the kinds of changes that occur when a company re-engineers its business processes. In order to better explain the concepts of BPR, a business process is defined in fundamental terms and distinguished from a function or department (i.e. work unit). The basic types of business processes are described, and those that are mainly focused on by companies in implementing BPR are highlighted. In addition, a general description of the entire spectrum of business processes typical to organizations, comprising both core and support activities, is provided as an overview. Specifically, the core and support processes that apply to the construction industry are defined. In the next part, the enabling role of IT in BPR is explained in relation to how it is crucial to process innovation for e-business, as well as process integration for supply chain management in the new information (or knowledge) economy. In essence, it stresses that new information and communications technologies enable instant communication and networking, and facilitate timely data-sharing and exchange, leading to the transformation of traditional organizations into those that are highly information-based. Examples of e-business and supply chain management are provided, as well as two case studies of Internet-based construction process innovation. In particular, the design and construction process is examined to identify areas for developing process models. Focusing on achieving design and construction process integration over the life cycle of a project, the requirements for change in the construction industry are highlighted. The applications of 3D/4D models are cited as examples, showing the different areas where they can be applied to derive benefits. Building Information Models (BIM) are introduced in the later part of the chapter as an approach that enables dramatic process improvement and innovation. The key concepts of BIM are covered, including research insights into the scope of BIM use, barriers to BIM use, and effects from BIM use. Process improvements as a result of adopting BIM for the purpose of data integration, systems integration, or collaborative working are discussed in both contexts of intra- and inter-organizational use. Illustrations are provided for the three different purposes. Recent developments in BIM are reviewed to present the current state of BIM implementation in the construction industry. The chapter concludes with a summary of the main points covered on BPR.

Since 1994, the government of Ethiopia has embarked on reforming its civil service organizations with the objective of improving the public sector service delivery system. The government sponsored a lot of management training programs to enhance the capacities of civil service employees and to implement Result Based Performance Management System in all of its civil service organizations. Though this brought some improvements in the performance of some civil service organizations, the effort required was too much as compared to the benefits obtained. Since 2004, the government has also endorsed Business Process Reengineering (BPR) as a foundation for strengthening Result Based Performance Management System in the Civil Service. Scientific Management, Systems Theory and Operations Management are the theoretical and methodological foundations of BPR. For this reason, most corporations used BPR as transformation tool during the 1980s and 1990s. However, the characteristics of government organizations are different from corporate organizations. These distinguishing features constrain government organizations from emulating the BPR experiences of corporate ones. Hence, it is important to introduce a conceptual framework and a working model that facilitate the implementation of BPR in a particular civil service organization. Venktramen has developed the five stages of organizational transformation model. These stages are automation, horizontal integration, BPR, network redesign and organizational scope redefinition. The model helps to determine from which perspective to reengineer the processes of an organization - either to seek efficiency or to enhance capacity. Matching the statuses of civil service organizations in Ethiopia to this model indicates that BPR should be considered to seek evolutionary changes. In conclusion, considering the human resource and the technological capacities of Ethiopian civil service organizations, BPR can bring incremental benefit and evolutionary transformation instead of dramatic and radical change for foreseeable future to come. Key words: BPR, Efficiency, Effectiveness, Organization Redesign, Management Information System (MIS), Information Technology (IT) , MCB, Civil Service Organizations