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Engineering and manufacturing industries

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The effects of task and information asymmetry on business process redesign

Article Abstract:

Existing analytical research has typically focused on a single aspect of process redesign, with pure case-based investigations furnishing a set of rules that are not universally applicable. A study therefore analyzed general multi-dimensional process redesign scenarios within a rigorous framework. It extended this analysis to an examination of the influence of asymmetry on the optimal design of business processes. The findings demonstrate why no single set of process reengineering rules can be universally applicable.

Engineering Services, Production Planning & Control, ENGINEERING & MANAGEMENT SERVICES, Process Control Engineering, Usage, Process control, Production engineering, Production control, Control engineering

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Formal business process engineering based on graph grammars

Article Abstract:

Corporate reorganization and work process restructuring are the primary challenges in the information technology era. A formal theory has to be defined which represents the generic framework of the modeling of business processes that must be developed. A study therefore used structured graph grammars to develop a formal, uniform specification for a representation language for business process reengineering that has been extended with a number of features such as attributes and semantical relations.

Econometrics & Model Building, Econometrics, Design and construction, Business models

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A strategic alignment approach for effective business process reengineering: linking strategy, processes and customers for competitive advantage

Article Abstract:

Roughly 60%-80% of the business process reengineering programs implemented by companies have failed. Thus, a robust methodology is required for the deployment of such programs which will produce the desired outcomes. A study therefore proposes a conceptual approach and underlying principles for effective business process reengineering. The key principles outlined are derived from the analysis of a successful process reengineering program deployed by Cummins Engineering Co.

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