• Journal of the Korean Society for information Management
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• v.39 no.4
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• pp.269-306
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• 2022

This study aimed to develop indicators that can measure the digital transformation performance of science and technology information construction and sharing systems by utilizing the Digital Curation Maturity Models. For digital transformation, it is necessary to consider not only simple service improvement but also organizational and business changes. In this study, we aimed to develop a model for measuring the digital transformation of KISTI, Korea's representative science and technology information service organization. KISTI has already carried out BPR work for digital transformation and borrowed the concept of a maturity model. However, in BPR, there is no method to measure the result. Therefore, in this paper, we developed an index to measure digital transformation based on the maturity model. Indicator development was carried out in two ways: model development and evaluation. Cases for model construction were made through a comprehensive review of existing KISTI and various domestic and foreign cases. The models before verification were technology (37), data (45), strategy (18), organization (36), and (social)influence (14) based on the major categories. After verification using confirmatory factor analysis, the model is classified as technology (20 / 17 indicators dropped), data (36 / 9 indicators dropped), strategy (18 / maintenance), organization(30 / 6 indicators dropped), and (social) influence (13 indicators / 1 indicator dropped).

• Journal of Digital Contents Society
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• v.6 no.4
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• pp.195-200
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• 2005

Process-based knowledge management is `have knowledge operation system based in the task process and provide the accumulated knowledge of an organization for its members performing their task through a system in an appropriate format.' If it is embodied in the organization it is expected to significantly enhance the task process and knowledge. Meanwhile, Maier and Remus realized that if the organization`s strategy is added to the existing objective of knowledge management promotion strategy, it is in accord with major objectives of the process management such as BPR or BPM. Based on this, Maier and Remus devised a framework for promotion strategy of process-based knowledge management. As a result of analyzing their framework by applying it to examples of knowledge management promotion of the Ministry of Labor, it was found that process-based knowledge management should be applied in order to solve the problems and reflect improvement suggestions which had been constantly pointed out. Furthermore, the direction to be applied in connection with the improvement suggestions was presented in this study.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 1997.10a
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• pp.90-93
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• 1997

This paper presents a new methodology for business process simulation modeling and analysis based on role-oriented modeling concept. The proposed methodology allows for tracking people and their roles affected by reengineering the business process. It enables one to analyze and evaluate not only work flow, but roles that are part of the flow. A simulator based on this methodology is developed to systematically construct simulation models and conduct simulations easily and efficiently.

• Journal of Convergence Society for SMB
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• v.6 no.2
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• pp.1-9
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• 2016

In the modern business environment, ERP System is a tool for efficient use of the resources of the company. Implementation of the ERP System is not a simple introduction of the unit system. The changes and innovation of the company will be made through the BPR. And then, the BPR is made based on the system design and implementation. Cultural difference creates a difference in the attitudes and relationships of members of company. and, Cultural difference produce differences in organizational culture and operating principles. Cultural differences can mention the differences in the cultures of East and West, and can mention the difference between each country within the same culture. In the paper, we determine the impact of cultural differences on the implementation of the ERP System. Cultural differences affect the implementation process and the decision-making process, user interface.

• Journal of Korean Society for Quality Management
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• v.33 no.2
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• pp.13-21
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• 2005

Most organizations adopt a process-based approach to manage their operations and now business process management(BPM) is a well-established concept. Because ISO 9001:2000 has been influenced by BPR and it also emphasizes process based, BPM can get together with ISO 9001:2000. Korea Institute of Science and Technology Information has taken ISO 9001:2000 certificate in November 11, 2003 and now implements quality management systems based on BPMS. We call it KQMS(KISTI Quality Management System). KQMS based on BPMS is a new example in field of ISO quality management and is expected to support process management well.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.10
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• pp.87-95
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• 2021

This study aims to demonstrate the impact of BPR in reducing cost in international business organizations by analyzing the impact of decentralization, re-engineering organizational structures, re-engineering human resources, industrial process technology, improving total quality standards, and value engineering. The study population includes all the international business organizations operating in the Middle East, with the condition that they operate in at least four countries. The results showed that there is a significant effect of all dimensions of BPR in reducing costs in international business organizations operating in the Middle East. When studying the impact of the dimensions combined, the moral effect appeared at each processes (decentralization, re-engineering of human resources and industrial process technology), while the moral effect did not appear in (rebuilding organizational structures, improving total quality standards, and value engineering). This does not negate the importance of the impact of these dimensions, but rather shows a disparity between dimensions in reducing cost, when studying its combined effect. The study recommends that organizations should adopt modern management accounting methods, including value engineering, in order to identify and enhance activities that add value to the organization's operations, as well as identify and eliminate non-value adding activities, in order to reduce costs.

• IE interfaces
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• v.17 no.2
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• pp.190-199
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• 2004

Recently, many enterprises are introducing a workflow management system for the successful implementation of BPR(Business Process Reengineering). Proposed in this study is the workflow management system which has a light-weight component structure and an XPDL(XML Process Definition Language) file interpretation facility. The XPDL is the standard process definition exchange format developed by WfMC(Workflow Management Coalition). The major causes of inefficiency at current implementations of workflow management systems are the centralized workflow engine structure and the use of proprietary workflow definition format among most solutions. The proposed light-weight component structure in this study is the intermediate structure that takes the strength of both centralized and distributed workflow engines. And a prototype workflow system which uses an XPDL process definition file as input is developed through the thorough analysis of functional requirements.

• Proceedings of the Korea Information Processing Society Conference
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• 2005.11a
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• pp.659-662
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• 2005

Most organizations adopt a process-based approach to manage their operations and now business process management(BPM) is a well-established concept. Because ISO 9001:2000 has been influenced by BPR and it also emphasizes process based. BPM can get together with ISO 9001:2000. Korea Institute of Science and Technology Information has taken ISO 9001:2000 certificate in November 11, 2003 and now implements quality management systems based on BPMS. We call it KQMS(KISTI Quality Management System). KQMS based on BPMS is a new example in field of ISO quality management and is expected to support process management well.

• Proceedings of the Safety Management and Science Conference
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• 2005.11a
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• pp.19-29
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• 2005

Since 1980's, many enterprises have constructed Strategy Information System and tried BPR, ISP. Also, they implemented ERP and practiced the Process Innovation and Six Sigma for Management Innovation in todays, Although most companies had provious good plans, but those are not satisfied. Because of failed to change management and continued next activity. Many Project for Process innovation are ended as disposal project in many case, if they want next project, they need a new plan which needs additional fund and re source. This paper studied Process Innovation and Six Sigma in many things and proposed new model for continued project on the master plan. Also it proposed next study subject about ERP Optimization and Harmonization after implemented ERP which is considered as next step of PI.

• Journal of the Korea Safety Management & Science
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• v.8 no.5
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• pp.119-130
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• 2006

Since 1980's, many enterprises have constructed Strategy Information System and tried BPR, ISP. Also, they implemented ERP and practiced the Process Innovation and Six Sigma for Management Innovation in todays. Although most companies had previous good plans, but those are not satisfied. Because of failed to change management and continued next activity. Many Project for Process innovation are ended as disposal project in my case, if they want next project, they need a new plan which needs additional fund and resource. This paper studied Process Innovation and Six Sigma in many things and proposed new model for continued project on the master plan. Also it proposed next study subject about ERP Optimization and Harmonization after implemented ERP which is considered as next step of PI.