• Journal of Information Technology Services
• /
• v.7 no.3
• /
• pp.97-114
• /
• 2008

Many companies have implemented ERP systems to enhance their process competitiveness. Since most ERP systems down to date are implemented and managed on each separated business-unit or company level, such systems run short of the consideration about global business processes and global system managements. In order to integrate a successful global ERP, it is essential to apply the well-systematic implementation methodology which considers global standardization and global IT requirements. It is, however, the actual circumstance that such well-structured methodologies for global ERP implementation are hardly shown not only from domestic site but from foreign one. This paper indicates the global ERP implementation guideline with integrated approach including; the standard process design for efficient execution of global business; the ERP implementation method considering global IT requirements; and, the management method for global system operation. GSI ERP methodology is composed of 3 Phase：Global Strategy Planning, Global Template Construction and Global Roll-Out. Phase1; Global Strategy Planning contains Environment Analysis, GSI direction and Implementation Plan. Phase2; Global Template Construction contains Business blueprint, GSI operation design and Global template implementation. Phase3; Global Roll-out contains local business analysis, local ERP implementation and Global ERP Operation.

• Korean Management Science Review
• /
• v.11 no.2
• /
• pp.133-146
• /
• 1994

This study compares the performance of neural networks and ordinary least squares regression with quality-control processes. We examine the applicability of neural networks because they do not require any assumptions regarding either the functional from of the underlying process or the distribution of errors. The coefficient of determination($R^2$), mean absolute deviation(MAD), and the mean squared error(MSE) metrics indicate that neural networks are a viable and can be a superior technique. We also demonstrate that an assessment of the magnitude of the neural notwork input layer cumulative weights can be used to determine the relative importance of predictor variables.

• Proceedings of the Korean Operations and Management Science Society Conference
• /
• 1998.10a
• /
• pp.289-293
• /
• 1998

Two reasons for the low success rate of the practical implementation of BPR are the lack of good models and consideration of information system development stage in a BPR project. This paper suggests an Integrated Business Process Model (IBPM), which incorporates two distinct but interrelated points of view: form and business process. By integrating the form model with the business process model, the IBPM has advantages in performing BPR projects; it helps to build the model, to analyze and redesign business processes, and to do requirement analysis of information systems. This paper also suggests a new BPR supporting tool, BRAWII(Business Reengineering Assistance Workbench version 2.0). BRAWIIsupports IBPM and manages full stages of BPR project. In the design of BRAWII, the linkage between results of a BPR project and requirements for information system development is considered.

• Journal of Information Technology Applications and Management
• /
• v.15 no.3
• /
• pp.111-125
• /
• 2008

The management of organizational Human Resource is steadily shifting away from pure hierarchical to market mechanisms that involve external vendors. HR Business Process Outsourcing (BPO) has recently emerged as a significant administrative innovation in an organization's strategy. Our paper attempts to understand firm-specific factors influencing the scope of HR BPO needs. Study results show that IT maturity and firm size are influential factors on the scope of HR BPO needs. We hope that our attempt at empirically examining and predicting this emergent phenomenon will stimulate others to look at this important strategic challenge facing firms from a theoretical perspective. Such research initiatives will allow us not only to better understand this complex phenomenon, but also to drive useful management prescriptions grounded on theory-based research.

• The Journal of Society for e-Business Studies
• /
• v.10 no.1
• /
• pp.61-80
• /
• 2005

Business Process Management (BPM) System is a software system to support an efficient execution, control and management of business processes. The system automates complex business processes and manages them effectively to raise productivity. Traditional commercial systems mainly focus on automating processes and do not have methods for enhancing process performances and task performer's efficiency. Therefore, there is room for enhancement of task performers' productivities and efficiency of business processes. In this paper, we propose a new method of executing business processes more efficiently in that a whole process is scheduled considering the degree of participants' workload. The method allows managing the largest constraints among constituent resources of the process. This method is based on the DBR (Drum-Buffer-Rope) in TOC (Theory of Constraints) concepts. We first consider the differences between business process models and DBR application models, and then develop the modified drum, buffer and rope. This leads us to develop BP-DBR (Business Process-DBR) that can control the proper size of task performers' work list and arrival rate of process instances. Use of BP-DBR improves the efficiency of the whole process as well as participants' working condition. We then carry out a set of simulation experiments and compare the effectiveness of our approach with that of the scheduling techniques used in existing systems.

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

• Journal of Korean Society for Quality Management
• /
• v.28 no.2
• /
• pp.89-102
• /
• 2000

Many organizations have developed their own traditional quality information systems. But, they think of it as one of the functional information systems not as a company-wide decision support information systems. A study on traditional quality information systems(QIS) has been conducted and a new conceptual framework of quality information system is proposed in this paper. In order to support enterprise wide total quality management aggressively, a new conceptual framework, named quality management support information system(QMSIS) is developed and proposed. This framework is based upon Malcolm Baldrige National Quality Award(MBNQA) model integrates management information system approach and traditional quality information system concept. In this model, organizational performance and process performance can be monitored to support managers , decision making about organizational quality management activities.

• Proceedings of the Korean Operations and Management Science Society Conference
• /
• 2003.05a
• /
• pp.772-779
• /
• 2003

In the real world, business processes are very complex and composed or heterogeneous business activities. As the advent or the Web services enables business processes to be Integrated and to be automated. It makes enterprises integrate heterogeneous business processes from different business partners as well as their internal business processes. To support recent trends in integration of business processes, BPEL, WS-E and WS-T specipications have been established since 2002 WS-C and WS-T describe the reliable business environment including compensation (undo) or completed business processes. The compensation of business processes is a basic requirement for automation or business processes among business partners. Systems implementing these specifications, however, very rarely exist. It's not only because those specifications are developed recently. but also because they are not perfect yet. In this paper, a new business process transaction management, which complements the deficiency of WS-E and WS-T, is suggested. Furthermore, the new approach proposes the business logics for supervisory coordinators which manage serial and parallel business gates The modification or traditional WS-T specification and the simplification or WS-E specification make business processes managed effectively.

• Information Systems Review
• /
• v.5 no.2
• /
• pp.131-149
• /
• 2003

In this paper we propose a knowledge management plan for the home shopping industry. Among whole business areas we focus on the business area of the Broadcasting Management and Operation(BM&O). We analyze problems embedded in the business area BM&O, design a knowledge management model (including business processes, information systems, organizations, regulations, and culture) for overcoming the problems, and finally make an action plan for implementing the model into the home shopping company. We expect the proposed model and action plan will be used as an useful reference model for maintaining one's competitive power in the home shopping markets.

• The Journal of Society for e-Business Studies
• /
• v.17 no.1
• /
• pp.53-74
• /
• 2012

This study developed a method for selection of available human resources for incomingjob allocation that considers factors affecting resource performance in the business process management (BPM) environment. For many years, resource selection has been treated as a very important issue in scheduling due to its direct influence on the speed and quality of task accomplishment. Even though traditional resource selection can work well in many situations, it might not be the best choice when dealing with human resources. Humanresource performance is easily affected by several factors such as workload, queue, working hours, inter-arrival time, and others. The resource-selection rule developed in the present study considers factors that affect human resource performance. We used a Bayesian Network (BN) to incorporate those factors into a single model, which we have called the Bayesian Selection Rule (BSR). Our simulation results show that the BSR can reduce waiting time, completion time and cycle time.