To implement business process redesign several best practices can be distinguished. This paper gives an overview of heuristic rules that can support practitioners to develop a business process design that is a radical improvement of a current design. The emphasis is on the mechanics of the process, rather than on behavioral or change management aspects. The various best practices are derived from a wide literature survey and supplemented with experiences of the authors. To evaluate the impact of each best practice along the dimensions of cost, flexibility, time and quality, a conceptual framework is presented that synthesizes views from areas such as information systems development, enterprise modeling and workflow management. The best practices are thought to have a wide applicability across various industries and business processes. They can be used as a “check list” for process redesign under the umbrella of diverse management approaches such as Total Cycle Time compression, the Lean Enterprise and Constraints Management.

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Best practices in business process redesign: an overview and qualitative evaluation of successful redesign heuristics

This paper presents an in-depth analysis toward understanding the business value components an organization can derive from adopting radio frequency identification (RFID). Although this subject is currently a hot topic, many organizations are slow in warming up to the idea of using RFID to conduct more effective and efficient business processes. We propose a framework for evaluating the business value of RFID technology, hoping that a better understanding of the business value of RFID will encourage more organizations to implement it. Emphasis is on delivering business value through refining business processes and expanding the business model. We illustrate these concepts drawing on the experience of five early adopters from the Taiwan healthcare industry and formulate this framework as a set of propositions based on relevant literature, cases from pioneers in the field and our intuition. These propositions will need to be validated through empirical evidence. r 2007 Elsevier B.V. All rights reserved.

/pdf/evaluating-the-business-value-of-rfid-evidence-from-five-44860d0jh3.pdf

Evaluating the business value of RFID: Evidence from five case studies

Business process design and business process reengineering (BPR) depend crucially on linking production procedures and organizational services to business goals and objectives. There is currently very little formula support for this kind of reasoning as analytical tasks are usually carried out informally and individual design decisions are hard to relate to business objectives. If BPR is carried out without understanding the way it is done, then the most likely outcome would be continuing less-than-satisfactory current practice and automating outdated processes. This kind of practice misses opportunities for innovation and rationalization. The modelling and analysis of business processes along with business strategies and organizational structures are essential to study the implications of BPR. In this paper, an attempt has been made to study the modelling, analysis and tools/techniques used for modelling of BPR with the help of a survey on the recently (1993-2000) employed methods and tools used for BPR ...

Modelling and analysis of business process reengineering

https://isiarticles.com/bundles/Article/pre/pdf/473.pdf

B. Nath

Papers

The role of information technology in business process reengineering