• Korean Management Science Review
• /
• v.13 no.2
• /
• pp.95-126
• /
• 1996

Information technology's potential for changing processes is widely acknowledged and various information technologies exist as a tool making business reengineering possible. Groupware is one of information technology that typically work in concert to bring out change in processes. This paper attempts to explain the importance of groupware as a critical information technology for business reengineering by developing a methodology of applying groupware to business reengineering. In order to understand the applicability of groupware to business reengineering, this paper has the following objectives. 1) Examines how the capability of groupware can play as a chang lever or enabler of process innovation explicitly. 2) Propose a integrated business reengineering methodology that incorporates process, process environment and information technologies specifically. A case study was used to provide the insight how groupware can play as a enabler of process innovation. The case was analyzed according to the reengineering methodology we proposed.

• Journal of Korean Institute of Industrial Engineers
• /
• v.23 no.1
• /
• pp.77-94
• /
• 1997

Reengineering, also known as a business process redesign, involves a fundamental rethinking, and often a radical redesign, of an entire business process or a set of process to achieve dramatic improvements. The central paradox of reengineering is that its own advantages constitute the greatest threat to its success. For reengineering to be the right choice, the organization must have real capacities to embrace changes across the board. The key is to begin with, and to preserve, a vision of the new order, which drives this structured approach, and is in turn calibrated by that approach. However, in most cases of these calibrations, the empirical evidences on the effect of determinants in the reengineering are required. Seemingly, the research results in this area are scarcely verified. This article tried to search the effect of four dimensions of the reengineering toward the performance of reengineering. The results showed that the factors of the organization behavior and of the methodology/operation had more affected on the performance.

• Journal of Korean Society of Industrial and Systems Engineering
• /
• v.22 no.50
• /
• pp.293-302
• /
• 1999

This paper presents an efficient reengineering technique for the logistics process innovation which is the foundation of supply-chain management. Based on consulting experience on the domestic manufacturing firms, this paper provides promotion step for logistics innovation and six reengineering points including check system for customer's credit limit, check system of real-time inventory information, automatic system for sequential production plan, automatic order-release system, automatic packing system, and happy-call system for order-forward information. For each reengineering point, application cases in domestic industry are also presented.

• Korea Journal of Hospital Management
• /
• v.1 no.1
• /
• pp.136-153
• /
• 1996

The purpose of this study is to identify the factors hindering hospital reengineering project in one university hospital. The data was collected by the self-administered Questionnaire to 288 members of the hospital in Pusan on April 5-18, 1996. This study took some statistical methodologies, such as descriptive analysis, factor analysis and logit model analysis. The results were as follows; First, in the descriptive analysis for whether the hospital reengineering named RUSH94 was a success or not, the subjects judged that it was not successful and regarded their fable mutual communication as the main factor. Second, in the reason of failure at the reengineering project, the group who thought that the failure factor was the lack of mutual consensus checked the scores of the first factor produced from the factor analysis.

• Journal of Institute of Control, Robotics and Systems
• /
• v.9 no.10
• /
• pp.836-843
• /
• 2003

The automatic train control (ATC) system development project for the Automated Guideway Transit (AGT) system has high technical risk because the system is unmanned train control system using wireless technology which was unprecedented in train control industry of Korea. To overcome the technical risk during concept design phase of the ATC system development project, the integrated product team(IPT) carried out a reverse and reengineering process using a systems engineering design model. The generic systems engineering process is incorporated in the both reverse and reengineering process. As a result of the systems engineering effort, the IPT has built top layer systems engineering design model of the ATC subsystem. The purpose of this paper is to deliver the reverse and reengineering process which was used to develop the systems engineering design model of ATC system using a computer aided systems engineering tool. This study also shows that the model based reverse and reengineering process can reduce the technical risk by identifying the differences of requirement, functional and physical architecture between a reference system and a target system.

• Asia pacific journal of information systems
• /
• v.7 no.2
• /
• pp.103-135
• /
• 1997

Today, many organizations are reengineering themselves to develop new ways to thrive in a foreign and unforgiving business environment. However, it is reported that many companies involved in the project of business process reengineering are dissatisfied with their results. Therefore, we developed an exploratory framework based on three constructs such as critical success factors, organizational maturity level, and performance and applied these to help analyze current practice in business process reengineering. To proceed with our research, this paper was organized around two research questions in business process reengineering. We addressed: (1) To what extent does certain critical success factors correlate with performance? and (2) How does the relationships between critical success factors and performance differ by organizational maturity level? From the research results, we could find relationships between critical success factors(i.e., project management, change management, objective management) and performance, and could verify differences in performance of organizations grouped by organizational maturity level.

• Journal of the Korea Society of Computer and Information
• /
• v.22 no.10
• /
• pp.159-166
• /
• 2017

This study is a discussion of business process reengineering for the next generation information system. To be concrete, we analyze and reengineer the current business process in administration of academic, general and research. This reengineering is conformed by 5 steps, as analyzing environmental status that figures out factors of inside or outside (environmental analyzing), analyzing current condition that diagnoses AS-IS process (current situation analysis), establishing information-oriented vision with strategic accomplishing goals accordingly (visioning), deducing detailed improving tasks (defining tasks), and engineering TO-BE process comprehending improving matters (engineering model). This paper shows BPR model for next generation information system.

• Journal of Distribution Research
• /
• v.6 no.1
• /
• pp.22-35
• /
• 2001

The focus of Business Process Re-engineering (BPR) has been extended to inter-business process that cuts across independent companies. Combined with Supply Chain Management (SCM), inter-business process reengineering (IBPR) focuses on synchronization of business activities among trading partners to achieve performance improvements in inventory management and cycle time. This paper reviews the business process reengineering movement from the historical perspective and presents a case of inter-business process reengineering using the latest internet-based Business-to- Business (B2B) technology based on Collaborative Planning, Forecasting, and Replenishment (CPFR). The case demonstrates how CPFR technology reengineers the distribution process between Heineken USA and its distributors. As world's first implementor of web-based collaborative planning system, Heineken USA reduces cycle time from determining the customer need to delivery of the need by 50% and increases sales revenue by 10％. B2B commerce on the internet is predicted to grow from $90 billion in 1999 to $2.0 trillion in 2003. This paper provides the management with the bench-marking case on inter-business process reengineering using B2B e-commerce technology.

• The KIPS Transactions:PartD
• /
• v.16D no.1
• /
• pp.83-92
• /
• 2009

Complicated business logic makes program complexity more complicated. It's inevitable that the program must undergo reengineering processes all the way of in its lifetime. Hot spot analysis that has diverse purposes is getting an important question more and more. As a rule, reengineering process is done by UML model-based approach to analyze the legacy system. The smallest fragment of targets to be analysed is unit, that is function or class. Today's software development is to deal with huge change of software product and huge class including heavy quantity of LOC(Lines Of Code). However, analysis of unit is not precise approach process for reliable reengineering consequence. In this paper, we propose very precise hot spot analysis approach using Aspect-Oriented Programming languages, such as AspectJ. Typically the consistency between UML and source is needed code to redefine the modified library or framework boundaries. But reengineering approach using AOP doesn't need to analyze UML and source code. This approach makes dynamic event log data that contains detailed program interaction information. This dynamic event log data makes it possible to analyze hot spot.

• The KIPS Transactions:PartD
• /
• v.12D no.7 s.103
• /
• pp.947-956
• /
• 2005

Software(S/W) reengineering is one of the effective technologies to produce a business worth and en and the S/W ROI continuously. In spite of, S/W reengineering has been recognized a cost-consumptive works with inefficient productivity. In fact we have used to transform to confusion system with destructive system architecture by extending and updating legacy system in a temporary expedients. Moreover it is impossible to provide the time-market products for coping with rapid changeable system environment and meeting to complicated customer's requirements. Therefore, we need a systematic reengineering methodology to fulfill the changeable environment, as appearance of new IT techniques, various alteration of business information model, and increment of business logic. Legacy systems can be utilized as the core property in business organization through reengineering methodology. In this paper, we target to establish the reengineering process, proposed MaRMI-RE consisting of initial Planning phase, reverse engineering and component transformation phase. To describe the MaRMI-RE, we presented the concrete tasks and techniques and artifacts per individual phase in process, and the case study is showed briefly.