Nonlinearity as a tool for business process reengineering

Abstract

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.Abstract In today's competitive business environment, organizations are being challenged to improve performance by improving processes, minimizing costs, and increasing output. Such changes can only be made by looking beyond traditional management systems. Continuous improvement (CI) and total quality management (TQM) have been the focus of recent quality improvement initiatives. However, in many ways, the results have not been as dramatic as desired. Business process reengineering (BPR) focuses on innovation and creativity in redesigning processes in an effort to meet customers' needs and expectations. Experience using nonlinear systems theory in applied health care settings has revealed that nonlinear science does offer a practical new frame of reference for BPR initiatives. This article describes why radically different approaches are necessary to sustain continued quality improvement, provides the key practical insights offered by nonlinear systems theory, and provides a clinical example of multidimensional thinking as applied in an acute care setting.The current issue and full text archive of this journal is available at

Going from six sigma to design for six sigma: an exploratory study using analytic hierarchy process

“…However, they differ in the way this should be done. While Kaizen is primarily focused on efficiency and on avoiding customer dissatisfaction, effectiveness and customer satisfaction are the main concentration of re-engineering (Rohleder and Silver, 1997;Martinez et al, 1999;Murray et al, 2000). In others words, BPR seeks to ensure that the right things are being done (effectiveness), while Kaizen seeks to ensure that the right things are done well (efficiency).…”

Fuzzy Cognitive Maps in Business Analysis and Performance-Driven Change

“…Research [48] reported such experience in applying nonlinear systems theory in health care settings. This research revealed that nonlinear science offered a practical new frame of reference for BPR initiatives.…”

Πλαίσιο Υποστήριξης Αποφάσεων Για Την Αξιολόγηση Και Προώθηση Δυναμικών Δικτύων Επιχειρήσεων

“…Άλλες ερευνητικές προσπάθειες βασίζονται στη θεωρία της μη γραμμικότητας, προκειμένου να διευκολύνουν την ανάπτυξη συλλογιστικής γύρω από την επίδραση της μεταβολής των διαδικασιών και του νέου μοντέλου λειτουργίας της επιχείρησης. Οι Murray, Priesmever, Sharp, Jensen και Jensen αναφέρονται στην εμπειρία από την εφαρμογή της θεωρίας μη γραμμικών συστημάτων στον τομέα της περίθαλψης [122]. Η έρευνά τους αποκαλύπτει ότι η θεωρία της μη γραμμικότητας προσφέρει ένα νέο πλαίσιο αναφοράς για τις πρωτοβουλίες Διδακτορική Διατριβή BPR.…”