... and consists of two elements. The first element identifies five different levels of sustainability at cell level. The second element operates at factory level and examines the degree to which the tools and techniques have been spread between cells. BPR Sustainable development Increasing market...

... and Champy, 1993; Davenport, 1993; Obolensky, 1995). Radical change would also typically require re‐defining information flows, their points of use and work‐roles (Hammer, 1990). © MCB UP Limited 2001 Kaizen Target setting BPR Benchmarking Employee involvement Reward Successful...

... the model with stochastic values from differing random number streams could also be undertaken to test the robustness of any possible actions to random disturbances. © MCB UP Limited 2001 Planning Manufacturing Simulation BPR This paper proposes a methodology and set of tools...

...K.T. Lee; K.B. Chuah In recent years, three key topics under the big umbrella of business process improvement (BPI) have been continuous process improvement (CPI), business process reengineering (BPR), and business process benchmarking (BPB). Each has received much attention and has been supported...

... suppliers from which to choose. Supply chain Innovation Information Purchasing BPR This paper is concerned with the impact of electronic forms of conducting business‐to‐business transactions, as the growth of Internet based electronic commerce is forecast to become a major media for inter...

...M.E. Kuwaiti; John M. Kay This paper argues that a performance measurement system (PMS) is a prerequisite to the introduction of business process re‐engineering (BPR) based on the role it plays in the phases of introducing change. This hypothesis was tested by examining the relationship between...

...Tânia R. Belmiro; Paul D. Gardiner; John E.L. Simmons; Antonio F. Rentes Business process re‐engineering (BPR), a management tool that initially advocated a revolution in the way businesses are driven, now carries the stigma of being a major cause of job elimination. This study reveals the depth...

.... Use of a balanced scorecard inevitably raises questions of whether or not to aggregate non‐financial measures and problems of determining the interaction and trade‐offs between different dimensions (see Dervitsiotis, 1997; Nocci, 1995). Performance measurement Continuous improvement Kaizen BPR...

... to share something of the broad approach of re‐engineering, in variance analysis methods, but departs from BPR ideology in advocating joint optimization of social and technical subsystems, and also in the managerial humanist commitment to quality of work life (Emery, 1966; von Eijnatten, 1993; de Sitter...

...Shuguang Liu; Rongqiu Chen CIM and BPR are seen as two kinds of means whereby performance can be improved while flexibility is, at the same time, also being enhanced. Highlights similarities as well as differences between BPR and CIM through comparative analysis. Emphasizes that CIM is still...

... to establish the relevance of simulation modelling to BPR there now follows a case study of the use of the technique in a reengineering project. Derbyshire Constabulary, like many organisations is in the middle of a massive investment in information technology (IT)infrastructure in order to improve...

... that, because BPR requires significant changes not only to processes, but also to the fundamental way in which people are managed, these changes are regarded as a threat to an individual’s job, career and security. Hall et al. (1993) found that in order to solve the problems that arise from re...

...Stefano Biazzo Few other managerial innovations have become popular as quickly as has business process reengineering (BPR); however, probably no other innovation has been interpreted in so many different ways either. This paper seeks to discover whether there is a conceptual core which both...

... organisational success, and scope for improvement; and that evolution (rapid or slow) to a virtual enterprise is feasible for most firms. © MCB UP Limited 1998 BPR Information technology Organizational structure Surveys In outlining the range of enterprises, core business processes...

.... The company tries to strengthen its competitive advantage in this way. © MCB UP Limited 1998 BPR Competitiveness Modelling Performance measurement Productivity During the last ten years, we have experienced a high degree of pressure on the manufacturing industry to improve its...

... tender lists (Love et al., 1997). © MCB UP Limited 1998 BPR Organizational change TQM To survive and remain competitive in today’s demanding and turbulent business environment an organisation must be responsive, flexible and adaptive to the changing environment. Many organisations...

... in this paper links the concepts of continuous revolution with constant evolution in a way that explains competitive survival. BPR Competitive strategy Modelling Strategy The real solution is therefore simple but only materialises when organisations manage a highly complex social and political...

... re‐engineering. Therefore this approach may be referred to as the least cost process mapping. This is because this method can be used to determine the optimum level of process mapping and the least cost of process mapping. © MCB UP Limited 1998 BPR Cost reduction Methodology...

...J. Ashayeri; R. Keij; A. Bröker This paper presents a structured approach for business process re‐engineering (BPR) in a large (global) corporation. The paper defines BPR, explores the principles and assumptions behind re‐engineering, and looks for common factors behind its successes or failures...

...Raffaella Cagliano; Gianluca Spina; Roberto Verganti; Giulio Zotteri Notes that supporting small to medium‐sized enterprises (SMEs) in their process towards the adoption of business process re‐engineering (BPR) may be essential as the tools and methodologies of BPR were designed for larger...