• Korean Management Science Review
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• v.12 no.3
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• pp.17-44
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• 1995

The changing business environment requires that firms reengineer their fundamental processes in order to retain their competitive advantage. Most Business Proess Reengineering (BPR) projects, however, have failed partly because the essential enabler, ie. information technology, was unable to perpetuate the original vision. The information systems were unable to support the collaboration among the workers participating in the process. Workflow Management Systems (WfMS) have the potential to enhance not only individual performance as did traditional information systems, but also the group performance essential to the success of BPR by providing an effective means of communications through connectivity. It also enhances productivitiy through proceduralization of the fundamental processes, thus making it possible to empower the employee even while it controls the flow, and ultimately the delaly that originally made the BPR effort necessary. Therefore, though it is not a panacea, WfMS's can improve chances for the success of BPR projects. Managers who have realized this are faced with another obstacle - that of selecting the WfMS that best meets the particular organization's needs. This paper provids an evaluation structure of WfMS functions with emphasis on those functions that are essential for BPR, classifying the functions into an attribute hierarchy according to the Analytic Hierarchy Process (AHP) approach. It also suggests specific evaluation criteria for the main workflow functions provided by most vendors today, thus providing managers with a comprehensive guideline to facilitate the decision process.

• Asia pacific journal of information systems
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• v.11 no.2
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• pp.205-221
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• 2001

The previous BPR success factor research assumes that a success factor is responsible for both the success and failure of the BPR implementation. This paper proposes that a BPR success factor is not necessarily a failure factor, i.e., success and failure of BPR implementation are two distinct phenomena that possess different sets of causal factors. The paper also proposes that the factors are different in terms of the degree and type of influence they exert on the BPR implementation. An empirical research was conducted to validate the propositions. The research results indicate that the BPR success and failure have different causal factor sets, and that the factor influence manifests in different realms and domains. The implications of the research are discussed at the end.

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• autumn
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• pp.151-158
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• 2003

Recently, the off-line processes in the construction industry are being changed to the electronic processes by several information technology (IT) tools including CALS. To improve the business processes to on-line processes, the business process reengineering (BPR) is a representative methodology for reviewing unnecessary and additional processes from the established business procedure. This study suggests a new process modeling method for construction BPR (CBPR) that consists of object-related process model (ORPM). In suggested modeling method, the connection with IT tools such as Workflow, enterprise resource planning (ERP), construction CALS, and business breakdown structure (BBS) was considered. The ORPM in the study is the main model for representing the detailed construction processes. It consists of nine relationship and six diagrams to represent the relationship between construction activities and the direction within the process model. Those models suggested from this study can be a useful tool for the CBPR because the researches and the practical applications related to the BPR of construction project are insufficient in our construction industry.

• Proceedings of the Korea Association of Information Systems Conference
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• 2000.05a
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• pp.265-270
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• 2000

• Proceedings of the Korean Operations and Management Science Society Conference
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• 1995.09a
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• pp.264-279
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• 1995

오늘날 기업 경영 환경은 더욱 복잡해지고, 국가간.지역간 통합 경제 체제 형태로 변화하고 있다. 정보 기술과 텔리커뮤니케이션의 결합에 따른 급속한 발전은 국가간.지역간 경계를 넘어 다국적 기업, 더 나아가서는 범세계적 기 업으로 글로벌(global) 기업을 출현시켰다. 경영 환경의 빠른 변화의 추세 속 에서 경쟁 우위를 지키기 위해서는 이러한 변화를 적절히 수용하고 적응할 수 있는 조직이 필요하였다. 기존의 MIS 관점으로는 환경 변화에 적응 할 수 있는 혁신적인 조직으로 변화시키는 데는 한계가 있었고, 이에 따라 BPR 이 대두되었다. BPR실행에 있어 성공뿐만 아니라 많은 실패도 겪었다. BPR 실행에는 많은 자금과 인력, 시간이 투자되기 때문에 실패의 손실은 기업에 게 큰 타격을 가져다 줄 수 있다. 대부분의 BPR의 실패 원인은 사회적 측면 을 고려하지 못한 데 있다. 정보 기술을 이용하여 프로세스를 급진적으로 재 설계 하였지만, 운영 주체인 구성원의 저항감이나 조직의 문화에 대한 고려 를 하지 못하였다. 그러므로 BPR을 수행함에 있어 사회적 측면과 기술적 측 면을 동시에 고려하여 적용한다면 오류나 실패 요인을 감소시킬 수 있다. 따 라서 요즈음 새로이 부상하고 있는 사회.기술적 시스템 접근법은 성공적인 BPR 실행을 위한 대안이 될 수 있다.

• Korean Management Science Review
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• v.14 no.2
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• pp.185-198
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• 1997

Business process reengineering(BPR) aims at a radical redesign of our business processes in order to achieve dramatic improvements in their performance. However, the fact that many BPR projects have failed hesitates the companies who have started to use BPR or who are planning to do so. Implementing a radical plan from a cross-functional perspective needs a more careful consideration of process vision, preventive measures and contigency plan. Our research suggests to use a visual decision making process (VDMP) in the development of a process vision and implementation plan. A BPR project of Carlaon School of Mnagement (CSOM) at the University of Minnesota is illustrated to show our suggested methodology.

• IE interfaces
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• v.24 no.3
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• pp.231-240
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• 2011

Manufacturing enterprises have been doing their best endeavors to obtain competitiveness using various methodologies, such as information technology. In order to achieve competitiveness, they are adopting manufacturing execution system (MES). MES is a total management system that manages from the beginning of the production by product order until the quality inspection of the finished product. And MES is an inter-mediator for supplementation of information gap between ERP and inspection machine and equipment. This paper describes on establishment of effective strategy based on BPR methodology and implementation of MES small and medium PCB manufacturing company with multiple-types of products and mixed process flows. And then we proposed evaluation model based on balanced score card (BSC) for considering non-finance elements as well as finance elements. With evaluation model, we analyzed benefits and effects of MES.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 1996.10a
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• pp.113-116
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• 1996

Firms spend enormous efforts identifying current processes and understanding the related details before establishing new business processes in their business process redesign (BPR) projects. Considering excessive efforts required during the analysis phase and limited support to BPR projects, need for a better method is evident This article describes a method of modeling enterprise business processes bayed on common business forms. By identifying form operations and form field types, the proposed method provides redesign view on the information handling as well as the current process flows in the form of an Event-Process Chain (EPC) diagram.

• Journal of the Korean Operations Research and Management Science Society
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• v.14 no.2
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• pp.185-185
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• 1989

Business process reengineering(BPR) aims at a radical redesign of our business processes in order to achieve dramatic improvements in their performance. However, the fact that many BPR projects have failed hesitates the companies who have started to use BPR or who are planning to do so. Implementing a radical plan from a cross-functional perspective needs a more careful consideration of process vision, preventive measures and contingency plan. Our research suggests to use a visual decision making process (VDMP) in the development of a process vision and implementation plan. A BPR project of Carlson School of Management (CSOM) at the University of Minnesota is illustrated to show our suggested methodology.

• Journal of the Korean Operations Research and Management Science Society
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• v.22 no.3
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• pp.175-190
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• 1997

Organizational change projects such as Business Process Redisign (BPR) have been perceived to incur high risk due to their high management complexity, enterprise-wide impace, and steep project cost. This research intends to reduce such risk by developing a systematic process redesign methods, called Dynamic Process Modeling (DPM) method. DPM integrates the customer-oriented business process modeling technique with computerized visual simulation technique to promote better understanding of the target process and enable performance simulation of the proposed redesign alternatives prior to actual BPR implementations. For the cusstomer-oriented process modeling, we propose Dynamic-Event Process Chain (Dynamic-EPC) extending from the conceptual customer process model, Event-Process Chain (EPC). We compare DPM with four other implementation-level process modeling methods over eight criteria and demonstrate its effectiveness by applying it to the real-world hospital BPR case.