Agrawal, V.K., &Haleem, A. (2003). Culture, environmental pressures, and the factors for successful implementation of business process engineering and computer-based information systems. Global Journal of Flexible Systems Management, 4(1/2), 27-47. Retrieved from Business Source Complete database. This case study uses quantitative data to identify the effects that culture and environmental pressures have on the successful implementation of Computer-Based Information System and Business Process Reengineering projects in India and the United States
This article focuses on the implementation process of integrated management systems. It identifies the variables involved in the process like those with positive effects and also those that have negative effects. This study uses quantitative method of data collection to identify the effects of culture and environmental pressure on the implementation of BPR and computer-based information system in India and United States. Data collection was on managers for the particular disciplines that involved implementation. It was found that culture and environmental pressures greatly influences implementation process of business process engineering and computer-based information.
Clott, C. B. (2004). Perspectives on global outsourcing and the changing nature of work. Business & Society Review, 109(2), 153-170. DOI: 10.1111/j.0045-3609.2004.00189.xThis article examines the history, criticisms, strategic benefits, and future potential of global outsourcing.
This study mainly examines reasons for outsourcing and application of 3PL in different industries like Pakistan. The research aims at finding the factors that influences the choice of outsourcing and 3PL selection by clearly establishing the impacts of outsourcing logistics on the performance of organization using the qualitative and quantities approaches. It also aimed at collecting data from different manufacturing companies in Pakistan. Data collection was obtained from 125 respondents which were then analyzed. It was found that the most important reason for outsourcing 3PLis the reduction in the logistics costs while selection of 3PL service providers is based on their service provision quality. It later on established key direction for Pakistan companies on outsourcing and 3PL selection decisions.
Gershon, M. (2010). Choosing which process improvement methodology to implement. The Journal of Applied Business and Economics, 10(5), 61-70. Retrieved from ABI/Inform Complete database. In this article, the author provides an overview of several process improvement methodologies and identifies which methodologies work best in specific types of organizations.
There are so many methodologies that can be used for the process improvement. They include; lean management, Agile management, Six Sigma, Lean Six Sigma, Total quality management, Just in time, Re-engineering process, Kaizen, Process excellence and design of experience. Each and every consulting firm employs one of the above which best suits their needs. So many available competing approaches claiming to be best may make organizations incur so many losses therefore they have to come up with the best one for them. This paper briefly describes each one of these methodologies and a list of their similarities is developed. Also their implementation requirements are examined. Organization characteristics and limitations is developed which is then compared to the methodologies so as to know how they can be applied. A scoring system is then established for companies to list their criteria for implementation which measures which methodology works well with the particular criteria. The main goal of this study is to identify which methodology best fits organization needs.
Grant, D. (2002). A wider view of business process reengineering. Communications of the ACM, 45(2), 85-90. Retrieved from Business Source Complete database.
This article explores common obstacles encountered when implementing business process reengineering. BPR is associated with so much obstacles such as, lack of sustained leadership , inadequate resources, resistance to change and undefined BPR projects. BPR is defined as the process of rethinking and redesign of business processes mainly to improve the performance of an organization that is its cost, quality and services. This article found that BPR views are too shallow since they only see BPR as process changing and that it does not involve technology. Evidence for these claims is established in this article through analysis of BPR on industries. The case involved in this research is mainly to help figure out the reality industry practice. It is based on Toulmin’s Uses of Arguments, specifically applying his concepts of warrants, claim, rebuttal, evidence and backing.
Montgomery, D. C. (2010). A modern framework for achieving enterprise excellence. International Journal of Lean Six Sigma, 1(1), 56. Retrieved from ABI/Inform Complete database. This article provides a history of the evolution of quality control practices and proposes a framework for implementing quality improvement processes in an organization
This paper aims at presenting a clear framework for quality and business improvement based on the Six Sigma design, the principles of Lean and design, measure, analyze, improve, and control (DMAIC). Brief history on the methods is also availed. Looking at the components of Six Sigma, Lean and DFSS, strategy that can be deployed is developed. This approach is based on the profound knowledge of Deming’s philosophy about the improvement of quality. It is found that using Six Sigma, DFSS and Lean for quality improvement can form company’s wide quality management system. Some of the implications of this study are education of future business managers in the different disciplines of the organization to help in solving different problems. This paper give a clear guidance on the quality implementation and the processes involved in improvement of productivity on a different business endeavors.
Snee, R. (2010). Lean Six Sigma—g etting better all the time. International Journal of Lean Six Sigma, 1(1), 9. Retrieved from ABI/Inform Complete database. This article analyzes the evolution of Lean Six Sigma and suggests several improvements for the future.
This article tries to assess Lean Six Sigma advancement over the last 10-15 years and also looks into the emerging trends to guide the future evolution of this methodology. The main approach that was applied was looking into the origins of the method, its benefits, its uniqueness, its intergartion and the mistakes involved in its implementations and future developments required. It is found that organizations require Lean Six Sigma methodologies for their many improvement needs. It is also examined that sustaining improvement is a major issue that requires the fabrication of infrastructures that will ensure business processes are constantly improved. Some of the critical issues involved are; majoring on improvement as a development tool, development of database for the management of process and using Lean Six Sigma for cash generation in the difficult economic times. So basically these findings suggest that improvement is effective approach for the holistic view of the organization. Improvement should look at information flow and the steps involved in value adding process which avails products to customers. The set guiding principles, deployed pitfalls and road maps are valuable for the improvement process of organizations.
Stoica, M., Chawat, N., & Shin, N. (2003). An investigation of the methodologies of business process reengineering. Proceedings of ISECON 2003 San Diego, 20, 1-8. Retrieved from: http://proc.isecon.org/2003/2123/ISECON.2003.Stoica.pdf
Companies are constantly reexamining and changing the way they operate so as to remain competitive in the market. They are faced with competitive pressures and slow-moving economy which makes them work ultimately hard to deliver more to customers than other companies. Reengineering is an effective tool for organizations trying to be more efficient and effective in their way of operation. This study mainly tries to identify business process reengineering methodologies that can be applied and some of the reasons that can perpetuate its failure. According to the findings of this study it is examined that companies require BPR methodology that looks into the business process level of organizations. Agent Relationship Morphism Analysis is the main BPR methodology that was proposed by Valiris and Glykas (1999). It combines the organization’s theory concept (their accountabilities and roles), the accounting principles ( the costs involved, the efficiency and effectiveness of the organization) and IS methodologies which includes the techniques involved in modeling the development of IS. This methodology links all the business processes in the redesigning exercise and also provide appropriate modeling techniques required for the modeling of the business process.
References
Agrawal, V.K., &Haleem, A. (2003). Culture, environmental pressures, and the factors for successful implementation of business process engineering and computer-based information systems. Global Journal of Flexible Systems Management, 4(1/2), 27-47. Retrieved from Business Source Complete database. This case study uses quantitative data to identify the effects that culture and environmental pressures have on the successful implementation of Computer-Based Information System and Business Process Reengineering projects in India and the United States.
Clott, C. B. (2004). Perspectives on global outsourcing and the changing nature of work. Business & Society Review, 109(2), 153-170. DOI: 10.1111/j.0045-3609.2004.00189.xThis article examines the history, criticisms, strategic benefits, and future potential of global outsourcing.
Gershon, M. (2010). Choosing which process improvement methodology to implement. The Journal of Applied Business and Economics, 10(5), 61-70. Retrieved from ABI/Inform Complete database.In this article, the author provides an overview of several process improvement methodologies and identifies which methodologies work best in specific types of organizations.
Grant, D. (2002). A wider view of business process reengineering. Communications of the ACM, 45(2), 85-90. Retrieved from Business Source Complete database.This article explores common obstacles encountered when implementing business process reengineering.
Montgomery, D. C. (2010). A modern framework for achieving enterprise excellence. International Journal of Lean Six Sigma, 1(1), 56. Retrieved from ABI/Inform Complete database. This article provides a history of the evolution of quality control practices and proposes a framework for implementing quality improvement processes in an organization.
Snee, R. (2010). Lean Six Sigma—g etting better all the time. International Journal of Lean Six Sigma, 1(1), 9. Retrieved from ABI/Inform Complete database.This article analyzes the evolution of Lean Six Sigma and suggests several improvements for the future.
Stoica, M., Chawat, N., & Shin, N. (2003). An investigation of the methodologies of business process reengineering. Proceedings of ISECON 2003 San Diego, 20, 1-8. Retrieved from: http://proc.isecon.org/2003/2123/ISECON.2003.Stoica.pdf
