• 시스템엔지니어링워크숍
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• s.1
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• pp.15-20
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• 2003

Construction industry recognizes the necessity to manage is business from viewpoint of processes, and consider developing, evaluating and improving standard processes as important managerial target. SW-CMM provides basic framework for this process management. However, appropriate tailoring and adjustment are essential for SW-CMM concept to be applied to construction business. SW-CMM makes construction manager understand the capability of business process, based on which the priority of process improvement is judged. The capability is prescribed by common features. This paper introduces the basic frame for diagnosing construction business processes with SW-CMM, and presents the case study of analysing processes focusing on communication management.

• Industrial Engineering and Management Systems
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• v.11 no.3
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• pp.233-240
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• 2012

The implementation of business process management (BPM) systems in large number of business organizations transforms BPM system into such a level of maturity and tends to collect large repositories of business process (BP) models. This issue encourages BP flexibility that leads to a large number of process variants derived from the same model, but differing in structure, to be stored in the large repositories of BP models. Therefore, the repositories may include thousands of activities and related business objects with variation of requirements and quality of service. It is a common practice to customize processes from reference processes or templates in order to reduce the time and effort required to design and deploy processes on all levels. In order to address redundancy and underutilization problems, a generic process model, called as reference BP, is absolutely necessary to cover the best of process variants. This study aims to develop multiple-objective business process genetic algorithm (MOBPGA) to find a set of non-dominated (Pareto) solutions of business reference model to enhance conventional approach which considered only a single objective on creating BP reference model by using proximity score measurement. A mixed-integer linear program is constructed to evaluate performance of the proposed MOBPGA on small-scale problems by using standard measures for multiple-objective techniques. The results will show the viability of applying MOBPGA in terms of simultaneously maximizing proximity score measurement, minimizing total duration, and total costs of the selected reference model.

• Journal of The Korean Digital Architecture Interior Association
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• v.13 no.1
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• pp.5-13
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• 2013

BTL business-related systems were developed by the Ministry of Education, Korea Development Institute, Korea Education Development Institute. These systems were effectively support to BTL projects schools that expanding in size. However, compatibility of information is difficult between systems that specific information system developed for the purpose of functional redundancy. In this study, operational readiness, facility management, operations and the assessment phase are divided in the BTL school projects process. And the business functions were analyzed in the related systems. In addition, we are contributed to improve standards and the school BTL business processes to improve the reliability of the process.

• Korean Management Science Review
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• v.20 no.2
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• pp.17-31
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• 2003

A workflow management system is a software system to support accurate execution, control and management of business processes. It has been known that the system automatically executes complex processes and effectively manages them to improve the productivities. However though existing systems assure the automatic execution of an individual process, there is a room for enhancement from the view of efficient execution of all the processes. In this paper, we propose a method of executing business processes efficiently by introducing the PERT/CPM techniques in the workflow management systems. We first consider the differences between workflow process models and PERT/CPM models, and then develop a method of calculating the critical path and slack time in workflow processes. This leads us to develop a dispatching rule that can guide task performers to prioritize their tasks to increase the efficiency of ail the processes. We have carried out a set of simulation experiments and analyzed the results to demonstrate the effectiveness of the proposed method.

• 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.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 1991.10a
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• pp.51-65
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• 1991

This paper describes computer-integrated manufacturing (CIM) systems as strategic information systems for business which play an important role in accelerating the speed of business, and develops a measure showing a degree of business tendency to be CIM which enables the business to check on its present status as far as CIM is concerned. It is well known that the productivity of knowledge workers is lower than that of other workers. Nowadays, a great deal of effort goes into the productivity improvement of knowledge workers. In this respect, this paper also develops a quantitative model for the productivity of knowledge workers. Finally, this paper deals with following four steps which our small business should follow through its process of CIM: [Step 1] Using expert knowledge; [Step 2] Invention of technological information; [Step 3] Feedback of factory information to the management; and, [Step 4] Accelerating the speed of business.

• The Journal of Information Systems
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• v.9 no.1
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• pp.157-188
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• 2000

Today a knowledge management systems (KMS) is an enabler for gaining competitive position in the market environments. However, it is just recognized as a conceptual management paradigm not as realistic management philosophy in an organization. A firm just accustomed to deal with tangible assets such as inventory and buildings based on the cumulated experiences. However, the firm often struggle with how to define and apply the knowledge management system into its real business activities such as business strategy and productivity. For example, one of textile company, E-land, in Korea found the way how the firm utilize intelligent assets of its employees to overcome the performance differences among the employees in an organization to increase their ability. Managers in an organization should fully understand and try to figure out the concept of knowledge management systems to implement KMS more efficiently and effectively. Even though lots of previous knowledge management literature proposed several unique knowledge management process models, they have their own terms, process sequences, or different approaches. There are three common knowledge management processes： knowledge creation, knowledge store and search, knowledge sharing process. In this study, a new KM process theoretical framework based on the previous researches is developed. This study will guide to those who will adopt or implement of KMS in the organization in near future.

• Journal of Korea Society of Industrial Information Systems
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• v.10 no.4
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• pp.78-89
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• 2005

Rapidly changing business environment demands proactive management strategies. Display technology market in 21st century of digital economy era is not in exception. Samsung SDI is a manufacturing company which has been producing display related products. This case study investigates how Samsung SDI has been transforming itself from traditional manufacturing firm into a strong net-enabled company. There are several critical success factors to implement e-business systems. First of all, top management has been firmly supporting digital management concept. As the enabling tools, change management and knowledge management activities have been actively executed. In addition, various educational programs were provided to enhance employees' management innovation capabilities. Samsung SDI's efforts resulted in improving process efficiency as well as customer satisfaction, and finally in outstanding financial performance.

• The Journal of the Korea Contents Association
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• v.6 no.4
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• pp.38-45
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• 2006

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 has implemented quality management systems based on BPM. 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.

• Journal of Construction Engineering and Project Management
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• v.2 no.2
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• pp.36-44
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• 2012

Adoption and practical application of BPM yet remains at a theoretic and methodological level for many industrial sectors. As for construction industry, adapting BPM into enterprise resource across all business processes could cause problems due to rapid change in corporate operation systems. Furthermore, it is unable to predict potential risks of business process while BPM are being applied. Therefore, applying BPM model to core strategy and individual task seems more effective than applying BPM model to the entire enterprise resource planning. In this paper, we define BPM and suggest a BPM model by analyzing each business unit in order to evaluate each business unit which is included in the business process architecture based on quantitative standards. This paper also presents a sequential application plan for business process model. Finally, a case study is demonstrated for the application of BPM system, focusing on cost management business, which turned out to be a top priority in the aspect of efficiency and ease based on priority analysis.