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Hajo A. Reijers - One of the best experts on this subject based on the ideXlab platform.
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socially aware Business Process Redesign
Business Process Management, 2020Co-Authors: Arik Senderovich, Joop Schippers, Hajo A. ReijersAbstract:Existing techniques for the Redesign of Business Processes are mostly concerned with optimizing efficiency and productivity, but do not take social considerations into account. In this paper, we represent social Business Process Redesign (SBPR) as a constrained optimization problem (COP). Assuming a workforce of human and computer resources, SBPR considers two types of decisions: (1) how to allocate tasks among this workforce and (2) which skills it should acquire. The latter decision can be used to control for the amount of automation (by setting an upper bound), which may ensure, for example, that disadvantaged workers are included. We discuss scenarios inspired by real-world considerations where the COP representation of SBPR can be used as a decision support tool. Furthermore, we present an extensive computational analysis that demonstrates the applicability of our COP-based solution to large SBPR instances, as well as a detailed analysis of the factors that influence the performance of the approach. Our work shows that it is feasible to incorporate multiple considerations into Redesign decision making, while providing meaningful insights into the trade-offs involved.
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Methodological support for Business Process Redesign in healthcare : a systematic literature review
2015Co-Authors: Rjb Rob Vanwersch, Khurram Shahzad, Irene Irene Vanderfeesten, Kris Vanhaecht, Pwpj Paul Grefen, Liliane Pintelon, Jan Mendling, Van Gg Godefridus Merode, Hajo A. ReijersAbstract:Background: The Redesign of Business Processes in healthcare has received considerable interest from researchers and healthcare professionals. Various labels have been used to refer to the activity of rethinking the operations involved in providing care to patients, such as Business Process Redesign, Clinical Pathways, Lean and Quality Improvement. Due to the fragmented nature of the field, robust methodological support for Redesigning Business Processes is lacking. This systematic literature review aims at establishing a rigorous and comprehensive methodological framework that assists in composing a method for generating Process improvement ideas for the healthcare domain. In addition, this review offers recommendations for developing further methodological support. Research methodology: Structured electronic searches in Medline, ABI/Inform and INSPEC (Jan 1990 - July 2011) were complemented with systematic snowballing and an advisory committee consultation to identify a comprehensive census of literature. To select studies, two reviewers independently performed a relevance and quality screening procedure using detailed inclusion and exclusion criteria. Subsequently, two reviewers used a data extraction form to extract and code relevant data fragments in these studies. Results: Based on 61 studies that passed the screening procedure, a robust methodological framework is presented that contains an overview of 60 method options for six key choices to be made with regard to a Business Process Redesign method: aim (8), actors (11), input (18), output (8), technique (10) and tool (5). In addition, six related recommendations are proposed. Conclusion: The developed methodological framework has the potential to advance methods for the generation of Process improvement ideas in healthcare. The related recommendations offer traceable and concrete advice for this direction.
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performing Business Process Redesign with best practices an evolutionary approach
International Conference on Enterprise Information Systems, 2007Co-Authors: Mariska M Netjes, Hajo A. Reijers, Selma Limam Mansar, Wil M P Van Der AalstAbstract:Although extensive literature on BPR is available, there is still a lack of concrete guidance on actually changing Processes for the better. In this paper we propose and detail out an evolutionary approach towards Business Process Redesign. We describe the steps to derive a better performing Redesign using the existing Process model as input. The Redesign steps are: 1) computing Process measures, 2) evaluating condition statements to find applicable Redesign “best practices”, 3) creating alternative models according to these best practices, and 4) evaluating the performance of the created alternatives. The end result is a new Process model. We show the applicability of the steps with a case study. Our approach has a formal basis to make it suitable for automation.
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ICEIS (Selected Papers) - Performing Business Process Redesign with best practices: an evolutionary approach
Enterprise Information Systems, 2007Co-Authors: Mariska M Netjes, Hajo A. Reijers, Selma Limam Mansar, Wil M. P. Van Der AalstAbstract:Although extensive literature on BPR is available, there is still a lack of concrete guidance on actually changing Processes for the better. In this paper we propose and detail out an evolutionary approach towards Business Process Redesign. We describe the steps to derive a better performing Redesign using the existing Process model as input. The Redesign steps are: 1) computing Process measures, 2) evaluating condition statements to find applicable Redesign “best practices”, 3) creating alternative models according to these best practices, and 4) evaluating the performance of the created alternatives. The end result is a new Process model. We show the applicability of the steps with a case study. Our approach has a formal basis to make it suitable for automation.
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best practices in Business Process Redesign use and impact
Business Process Management Journal, 2007Co-Authors: Liman S Mansar, Hajo A. ReijersAbstract:Purpose – This paper seeks to provide Business Process Redesign (BPR) practitioners and academics with insight into the most popular heuristics to derive improved Process designs.Design/methodology/approach – An online survey was carried out in the years 2003‐2004 among a wide range of experienced BPR practitioners in the UK and The Netherlands.Findings – The survey indicates that this “top ten” of best practices is indeed extensively used in practice. Moreover, indications for their Business impact have been collected and classified.Research limitations/implications – The authors' estimations of best practices effectiveness differed from feedback obtained from respondents, possibly caused by the design of the survey instrument. This is food for further research.Practical implications – The presented framework can be used by practitioners to keep the various aspects of a Redesign in perspective. The presented list of BPR best practices is directly applicable to derive new Process designs.Originality/value...
Brian Detlor - One of the best experts on this subject based on the ideXlab platform.
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Business Process Redesign project success: the role of socio-technical theory
Business Process Management Journal, 2014Co-Authors: Junlian Xiang, Norman P Archer, Brian DetlorAbstract:– The purpose of this paper is to seek to advance Business Process Redesign (BPR) project research through the generation and testing of a new research model that utilizes formative constructs to model complex BPR project implementation issues. Instead of looking at management principles, the paper examines the activities of improving Business Processes from the project perspective. , – A survey of 145 managers and executives from medium and large-sized USA and Canadian companies was used to validate the model. , – The model, based on socio-technical theory, includes three implementation components (change management, Process Redesign, and information and communication technology infrastructure improvement), and links the effects of these components to BPR project outcomes. The empirical findings indicated that all three implementation components had a significant impact on BPR project success, with change management having the greatest effect. Interestingly, the results also showed that productivity improvement was no longer the main focus of companies carrying out BPR projects; instead, improvement in operational and organizational quality was more important. , – The main limitation of this study is its generalizability with respect to company size and organizational culture. The sample in this study was drawn from medium- and large-sized companies in Canada and the USA, but small-sized organizations were excluded from this study due to their distinct features (e.g. superior flexibility or ability to reorient themselves quickly). Also, this study controlled the variable of organizational culture by limiting respondents to Canada and US companies. It would be very interesting to investigate BPR project implementations in other countries where the organizational working culture may be different. , – Based on the findings of this study, BPR practitioners can refer to the three BPR project implementation components and then prioritize and sequence the tasks in a BPR project to achieve their preset BPR goals. , – This is the first study which utilizes formative constructs to validate the important BPR project components.
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Business Process Redesign project success the role of socio technical theory
Business Process Management Journal, 2014Co-Authors: Junlian Xiang, Norman P Archer, Brian DetlorAbstract:Purpose – The purpose of this paper is to seek to advance Business Process Redesign (BPR) project research through the generation and testing of a new research model that utilizes formative constructs to model complex BPR project implementation issues. Instead of looking at management principles, the paper examines the activities of improving Business Processes from the project perspective. Design/methodology/approach – A survey of 145 managers and executives from medium and large-sized USA and Canadian companies was used to validate the model. Findings – The model, based on socio-technical theory, includes three implementation components (change management, Process Redesign, and information and communication technology infrastructure improvement), and links the effects of these components to BPR project outcomes. The empirical findings indicated that all three implementation components had a significant impact on BPR project success, with change management having the greatest effect. Interestingly, the r...
Markku Tinnila - One of the best experts on this subject based on the ideXlab platform.
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strategic perspective to Business Process Redesign
Business Process Management Journal, 1995Co-Authors: Markku TinnilaAbstract:Several world‐class companies have re‐designed or re‐engineered – their Business Processes with considerable success. However, failure rates of some 70 per cent have been reported in BPR projects. This may be due to focusing on operational and implementation issues, bypassing strategic aspects. Recognizes three perspectives to Business Process Redesign prevailing in recent literature. The first sees information technology as enabler, improving the operative efficiency of Processes. The second observes the potential of Business Processes in the Redesign of organization. The third, and least emphasized perspective, calls for Business Processes as units of strategic planning and therefore acknowledges the need to define them as carriers of strategic capabilities. Illustrates these three perspectives with a case of Redesigned industrial delivery Processes. Finally, discusses the impacts of the strategic perspective on the successful implementation of BPR.
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strategic perspective to Business Process Redesign
Management Decision, 1995Co-Authors: Markku TinnilaAbstract:Several world‐class companies have Redesigned – or reengineered – their Business Processes with considerable success. This enthusiasm for Business Process Redesign has been propelled by the claims of these companies to have achieved up to 80 per cent savings on time and costs by restructuring Business Processes and organizations. The emphasis seems to have been on operational and implementation issues, as well as on radical use of information technology to enable streamlining of Processes to a previously unseen extent.
Mohsen Attaran - One of the best experts on this subject based on the ideXlab platform.
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Information technology and Business‐Process Redesign
Business Process Management Journal, 2003Co-Authors: Mohsen AttaranAbstract:Business‐Process Redesigns (BPR) and information technology (IT) are natural partners, yet this relationship has not been fully exploited. Those organizations that have used IT to reengineer Processes have benefited enormously. This article argues that those aspiring to do Business Process Redesign must begin to apply the capabilities of information technology. Process Redesign is not always successful and almost always accompanied by pain or at least unpleasant side effects. Many companies have undertaken reengineering efforts only to abandon them with little or no positive result. How can you increase the odds for success? Here are a few lessons from the front.
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Information technology and Business-Process Redesign
Business Process Management Journal, 2003Co-Authors: Mohsen AttaranAbstract:Business-Process Redesigns (BPR) and information technology (IT) are natural partners, yet this relationship has not been fully exploited. Those organizations that have used IT to reengineer Processes have benefited enormously. This article argues that those aspiring to do Business Process Redesign must begin to apply the capabilities of information technology. Process Redesign is not always successful and almost always accompanied by pain or at least unpleasant side effects. Many companies have undertaken reengineering efforts only to abandon them with little or no positive result. How can you increase the odds for success? Here are a few lessons from the front.
Junlian Xiang - One of the best experts on this subject based on the ideXlab platform.
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Business Process Redesign project success: the role of socio-technical theory
Business Process Management Journal, 2014Co-Authors: Junlian Xiang, Norman P Archer, Brian DetlorAbstract:– The purpose of this paper is to seek to advance Business Process Redesign (BPR) project research through the generation and testing of a new research model that utilizes formative constructs to model complex BPR project implementation issues. Instead of looking at management principles, the paper examines the activities of improving Business Processes from the project perspective. , – A survey of 145 managers and executives from medium and large-sized USA and Canadian companies was used to validate the model. , – The model, based on socio-technical theory, includes three implementation components (change management, Process Redesign, and information and communication technology infrastructure improvement), and links the effects of these components to BPR project outcomes. The empirical findings indicated that all three implementation components had a significant impact on BPR project success, with change management having the greatest effect. Interestingly, the results also showed that productivity improvement was no longer the main focus of companies carrying out BPR projects; instead, improvement in operational and organizational quality was more important. , – The main limitation of this study is its generalizability with respect to company size and organizational culture. The sample in this study was drawn from medium- and large-sized companies in Canada and the USA, but small-sized organizations were excluded from this study due to their distinct features (e.g. superior flexibility or ability to reorient themselves quickly). Also, this study controlled the variable of organizational culture by limiting respondents to Canada and US companies. It would be very interesting to investigate BPR project implementations in other countries where the organizational working culture may be different. , – Based on the findings of this study, BPR practitioners can refer to the three BPR project implementation components and then prioritize and sequence the tasks in a BPR project to achieve their preset BPR goals. , – This is the first study which utilizes formative constructs to validate the important BPR project components.
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Business Process Redesign project success the role of socio technical theory
Business Process Management Journal, 2014Co-Authors: Junlian Xiang, Norman P Archer, Brian DetlorAbstract:Purpose – The purpose of this paper is to seek to advance Business Process Redesign (BPR) project research through the generation and testing of a new research model that utilizes formative constructs to model complex BPR project implementation issues. Instead of looking at management principles, the paper examines the activities of improving Business Processes from the project perspective. Design/methodology/approach – A survey of 145 managers and executives from medium and large-sized USA and Canadian companies was used to validate the model. Findings – The model, based on socio-technical theory, includes three implementation components (change management, Process Redesign, and information and communication technology infrastructure improvement), and links the effects of these components to BPR project outcomes. The empirical findings indicated that all three implementation components had a significant impact on BPR project success, with change management having the greatest effect. Interestingly, the r...
