| Summary: | 碩士 === 國立屏東技術學院 === 資訊管理技術研究所 === 85 === Theories and applications of business process reengineering
(BPR) comprise two major themes of this thesis. On the part of
theories, the focus is placed on methodologies and analytic
tools for BPR. Based upon comprehensive surveys, the concept of
modeling is identified as a critical basis to further propose a
methodology. The methodology consists of three major stages for
BPR : 1) the definition and initialization stage, 2) the design
and development stage, 3) the implementation and evaluation
stage. The second stage emphasizes methods of modeling to create
a business process model, to serve as a tool for team
communication and for processes analysis. As for analytic tools
for BPR, object oriented concepts is introduced as a formalism
for modeling business processes.For applications of BPR, a
questionnaire is developed to capture the status of adoption in
banking industry at Taiwan. Facets considered include the
percentage of BPR-in-progress banks, factors influencing
conducting BPR , perceptions about BPR, critical success factors
of BPR and organizational impacts. Following the questionnaire,
personal interview with five banks is arranged to further
understand the related issues. According to the result, 14 banks
are doing BPR and 7 banks plan to do out of 38 banks answered,
which is more than half of valid samples. It is also found, the
most important factor is the competition pressure related to
changes in business environment. Factors affecting banks in
conducting BPR are the recognition within the top level
executives, pressure from competition within the industry, the
benefits of BPR, forms of organization culture and their
organization structures.As for critical success factors, the
difference is not significant for banks of different
characteristics (credit cooperative/commercial bank, public/
privacy). According to the interview and questionnaire, full
support from top level executives and recognition and
participation from the staffs are considered as the two most
important critical success factors. For BPR per se, benefits、
risk and cases of success stories are the 3 important factors in
decision making about implementing a BPR. Meanwhile, the bank
ranks the impacts of BPR for an organization in following order
: increase of competitiveness, increase of job performance and
improvement in customer satisfaction.Keywords : Business Process
Reengineering, Banking Industry, Critical Success Factor,
Methodology, Process Modeling
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