A Study on Theories and Applications of Business Process Reengineering --With Case Study on Financial Industry

• Main Authors: Yin, Chun Po, 鄞俊波
• Other Authors: Shen-Tzay Huang
• Format: Others
• Language: zh-TW
• Published: 1997
• Online Access: http://ndltd.ncl.edu.tw/handle/75265413501016475832

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