• Korean Management Science Review
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• v.13 no.2
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• pp.95-126
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• 1996

Information technology's potential for changing processes is widely acknowledged and various information technologies exist as a tool making business reengineering possible. Groupware is one of information technology that typically work in concert to bring out change in processes. This paper attempts to explain the importance of groupware as a critical information technology for business reengineering by developing a methodology of applying groupware to business reengineering. In order to understand the applicability of groupware to business reengineering, this paper has the following objectives. 1) Examines how the capability of groupware can play as a chang lever or enabler of process innovation explicitly. 2) Propose a integrated business reengineering methodology that incorporates process, process environment and information technologies specifically. A case study was used to provide the insight how groupware can play as a enabler of process innovation. The case was analyzed according to the reengineering methodology we proposed.

• Journal of Korean Institute of Industrial Engineers
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• v.23 no.1
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• pp.77-94
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• 1997

Reengineering, also known as a business process redesign, involves a fundamental rethinking, and often a radical redesign, of an entire business process or a set of process to achieve dramatic improvements. The central paradox of reengineering is that its own advantages constitute the greatest threat to its success. For reengineering to be the right choice, the organization must have real capacities to embrace changes across the board. The key is to begin with, and to preserve, a vision of the new order, which drives this structured approach, and is in turn calibrated by that approach. However, in most cases of these calibrations, the empirical evidences on the effect of determinants in the reengineering are required. Seemingly, the research results in this area are scarcely verified. This article tried to search the effect of four dimensions of the reengineering toward the performance of reengineering. The results showed that the factors of the organization behavior and of the methodology/operation had more affected on the performance.

• Journal of the Korea Society of Computer and Information
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• v.22 no.10
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• pp.159-166
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• 2017

This study is a discussion of business process reengineering for the next generation information system. To be concrete, we analyze and reengineer the current business process in administration of academic, general and research. This reengineering is conformed by 5 steps, as analyzing environmental status that figures out factors of inside or outside (environmental analyzing), analyzing current condition that diagnoses AS-IS process (current situation analysis), establishing information-oriented vision with strategic accomplishing goals accordingly (visioning), deducing detailed improving tasks (defining tasks), and engineering TO-BE process comprehending improving matters (engineering model). This paper shows BPR model for next generation information system.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.22 no.50
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• pp.293-302
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• 1999

This paper presents an efficient reengineering technique for the logistics process innovation which is the foundation of supply-chain management. Based on consulting experience on the domestic manufacturing firms, this paper provides promotion step for logistics innovation and six reengineering points including check system for customer's credit limit, check system of real-time inventory information, automatic system for sequential production plan, automatic order-release system, automatic packing system, and happy-call system for order-forward information. For each reengineering point, application cases in domestic industry are also presented.

• Journal of Distribution Research
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• v.6 no.1
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• pp.22-35
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• 2001

The focus of Business Process Re-engineering (BPR) has been extended to inter-business process that cuts across independent companies. Combined with Supply Chain Management (SCM), inter-business process reengineering (IBPR) focuses on synchronization of business activities among trading partners to achieve performance improvements in inventory management and cycle time. This paper reviews the business process reengineering movement from the historical perspective and presents a case of inter-business process reengineering using the latest internet-based Business-to- Business (B2B) technology based on Collaborative Planning, Forecasting, and Replenishment (CPFR). The case demonstrates how CPFR technology reengineers the distribution process between Heineken USA and its distributors. As world's first implementor of web-based collaborative planning system, Heineken USA reduces cycle time from determining the customer need to delivery of the need by 50% and increases sales revenue by 10％. B2B commerce on the internet is predicted to grow from $90 billion in 1999 to $2.0 trillion in 2003. This paper provides the management with the bench-marking case on inter-business process reengineering using B2B e-commerce technology.

• Journal of Institute of Control, Robotics and Systems
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• v.9 no.10
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• pp.836-843
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• 2003

The automatic train control (ATC) system development project for the Automated Guideway Transit (AGT) system has high technical risk because the system is unmanned train control system using wireless technology which was unprecedented in train control industry of Korea. To overcome the technical risk during concept design phase of the ATC system development project, the integrated product team(IPT) carried out a reverse and reengineering process using a systems engineering design model. The generic systems engineering process is incorporated in the both reverse and reengineering process. As a result of the systems engineering effort, the IPT has built top layer systems engineering design model of the ATC subsystem. The purpose of this paper is to deliver the reverse and reengineering process which was used to develop the systems engineering design model of ATC system using a computer aided systems engineering tool. This study also shows that the model based reverse and reengineering process can reduce the technical risk by identifying the differences of requirement, functional and physical architecture between a reference system and a target system.

• Asia pacific journal of information systems
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• v.7 no.2
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• pp.103-135
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• 1997

Today, many organizations are reengineering themselves to develop new ways to thrive in a foreign and unforgiving business environment. However, it is reported that many companies involved in the project of business process reengineering are dissatisfied with their results. Therefore, we developed an exploratory framework based on three constructs such as critical success factors, organizational maturity level, and performance and applied these to help analyze current practice in business process reengineering. To proceed with our research, this paper was organized around two research questions in business process reengineering. We addressed: (1) To what extent does certain critical success factors correlate with performance? and (2) How does the relationships between critical success factors and performance differ by organizational maturity level? From the research results, we could find relationships between critical success factors(i.e., project management, change management, objective management) and performance, and could verify differences in performance of organizations grouped by organizational maturity level.

• 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.

• Journal of KIISE:Software and Applications
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• v.29 no.9
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• pp.619-630
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• 2002

The various software engineering techniques have been come out in order to cope with the software crisis since 1980's. The software Engineering has focused on the process of software component development. The process products a development guide for a quality and productive improvement of software. But, most of the methodologies assume that a new system will be constructed and reused in the future. these do not actually support efficiently how we reuse legacy system's resources and construct a new system. In this paper, we present an efficient Reengineering Process for reusing legacy systems, RUP+re, which extends and customizes RUP. Rup+re consists of Reverse Engineering Workflow, Re-Engineering Workflow and forward Engineering Process. We describe RUP+re's workflows with their own detail steps and verify them practically through the case study. So, we provide efficient guidelines to the software Reengineering process construction which reuses the resources of a legacy system.

• Korean Journal of Construction Engineering and Management
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• v.13 no.5
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• pp.113-124
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• 2012

TACT process reengineering is applied to the finish work of apartment buildings and extra tall buildings to conduct efficient process control in Korea. Non-systemized information on the performances, however, causes difficulties in building a database for such records and it takes long time to find the relevant information. In order to solve such problems, scientific and quantitative understanding on the construction information and data is required to perform TACT process reengineering satisfactorily and also proper management plan should be provided for the working level staff to understand the required information and data more easily. In this regard, this paper reorganizes the TACT process reengineering based on the general process control and classifies the items of required information to redesign. Redesigned process was verified by specialists making use of work-information matrix. As a result, paper contributed to increasing comprehension level of the working level people and when the persons in charge are transferred to other duty, it makes them understand all the working procedure faster, which enables the departments involved to carry out their cooperation and adjustment more efficiently.