Business process reengineering in a British company: a case study

Abstract

A case study conducted in a British company (Company A) on reengineering business processes is presented. It gives an example on how a case study ought to be written in order to go beyond the standard for writing an industrial report to one that is acceptable by academic peers. A good case study ought to contain information that readers can use in replicating the experiences gained and lessons learnt in future endeavours under similar settings. When a collection of good case studies is available to a practitioner or researcher he could formulate his plan for the future and avoid``re-inventing the wheel''. This is most important to research in operations management because it lends a hand in the building up of a theory in POM to make an impact in its natural settings.

An application of the Delta Model and BPR in transforming electronic business – the case of a food ingredients company in UK

“…Gunasekaran et al . (2000) suggested that a good case study ought to contain information that readers can use in replicating the experiences gained and lessons learnt in future endeavours under similar settings.…”

“…However, before discussing the Delta Model and the findings of the case analysis, the research approach adopted by the researchers will be presented, followed by some background to the organization. Gunasekaran et al . (2000) suggested that a good case study ought to contain information that readers can use in replicating the experiences gained and lessons learnt in future endeavours under similar settings.…”

BPR-based information systems planning for e-logistics: a case study

“…There are no hard and fast rules to applying BPR since every company has its own unique situations [12]. Most BPR initiatives, however, are focused on organizational structures and the reengineering of activities and processes.…”

Business Process Re-engineering: A Panacea for Reducing Operational Cost in Service Organizations

“…: 10.14807/ijmp.v6i1.248 processes, removing redundant work stations and automating business process. This enables the service organizations to reduce input to the system while increasing the number of customers served (CHAN;PEEL, 1998;GUNASEKARAN, et al, 2000;HESSON, 2007). : 10.14807/ijmp.v6i1.248 H03: Delivering speed has no correlation with Operational Cost in service organizations.…”

“…BPR alters the existing business process and brings cooperation between various departments using cross-functional teams instead of individuals working in isolated departments (ATTARAN, 2004). Operational Cost is improved when day-to-day expenses incurred in running a business such as supplies, labour, inventory, facility and material costs are minimized (ARMISTEAD; BOWMAN; NEWTON, 1995;JONES;NOBLE;CROWE, 1997;WOOD, 1999;GUNASEKARAN, et al, 2000;SLACK, et al, 2007;HESSON, 2007). For instance, service organizations have to make sure that ordering costs are minimized as possible.…”