Control in Systems – Reengineering
Search of computer science
Dr. Yousef El-Ebiary,
Computer Science and Information Technology
Al-Madenah International University
- shah Alam - Malaysia
Yousef.abubaker@mediu.edu.my
Dr.y.elebiary@gmail.com
Abstract
To stay competitive, organizations from
time to time must make fundamental
changes in the way they do business. In
other words, they must change the
activities, tasks, or processes that they
use to achieve their goals.
Key words: Management Information
System, MIS, Information System, IS,
Electronic
Enterprise,
Information
Technology, IT, Business Information
Systems,
Electronic
Enterprise,
Reengineering.
Methodology: Case study, System
Analysis, Business Analysis, web search
and books review.
Introduction
Reengineering is a fundamental
rethinking and radical redesign of
business processes to achieve dramatic
improvements in cost, quality, speed,
and service.
Study structure
It combines a strategy of promoting
business innovation with a strategy of
making major improvements to business
processes so that a company can become
a much stronger and more successful
competitor in the marketplace.
But what is business process? Imagine
that you went to grocery store and after
you made the purchases you are waiting
in line at grocery store. In this case, the
"process" is called the check-out
process, and the purpose of the process
is to pay for and bag your groceries. The
process begins with you stepping into
line, choosing the items you need and
ends with you paying money and
receiving your receipt and leaving the
store. The business processes are the
activities that you and the store
personnel do to complete the transaction.
In this simple example, we have
described a business process. Imagine
other business processes: ordering
clothes from mail order companies,
requesting new telephone service from
your telephone company, developing
new products, administering the social
security process, etc. Business processes
are simply a set of activities that
transform a set of inputs into a set of
outputs (goods or services) for another
person or process using people and tools.
Business processes are characterized by
three elements: the inputs, (data such
customer inquiries or materials that enter
the system to be processed), the
processing of the data or materials
(which usually go through several stages
to convert input into finished goods),
and the outcome (the delivery of the
expected result). The important part of
the process is that reengineering
considers is processing which is
reengineered in order to become less
time and money consuming. For
example, most companies today have
computerized customer ordering, saving
money and reducing possible errors.
This simple example illustrates the
fundamental changes reengineering
creates in the way things are done often
across multiple departments.
Many more companies are now using
Internet for doing business. Customers,
the company, and suppliers can all be
linked through an effective web site.
Although some consumers still are not
yet ready to buy goods over the Internet,
people are becoming more and more
receptive to e-commerce. As a result,
more and more companies are
reengineering their sales processes to
take advantage of this opportunity beside
their traditional way of sales. Along the
way they are learning that the cost to
process an order can be cut in half- and
orders entered by customers themselves
tend to have fewer errors than those
dictated over the phone.
Steps in Business Reengineering:
Reengineering experts have outlined five
major steps for reengineering business
processes:
1. Develop the business visions and
process objectives: Senior
management needs to develop a
broad strategic vision, which calls
for redesigned business processes.
For example, Proctor & Gamble’s
management looked for
breakthrough to lower costs and
accelerates service that would enable
the firm to regain its competitive
stature in the consumer products
industry.
2. Identify the processes to be
redesigned: Executives should
identify business processes to be
redesigned, focusing on those with
greatest potential payback.
Symptoms of inefficient processes
include excessive data redundancy
and reentering information, too much
time spent handling exceptions and
special cases, or too much time spent
on corrections and rework. The
analysis should identify what
organizational functions or
departments are involved in the
process, and what changes are
required.
3. Understand and measure the
performance of existing processes:
This step is important in order to
measure the benefits gain from
changing the existing process. If, for
example, the objective of process
redesign is to reduce time and cost in
developing new product or filling an
order, the organization needs to
measure the time and cost consumed
by the unchanged process.
4. Identify the opportunities for
applying information technology:
The conventional method of
designing systems establishes the
information requirements of a
business function or process and then
determines how they can be
supported by information
technology. However, information
technology can provide new
opportunities and create new design
options for various processes
because it can be used to challenge
longstanding assumptions about
work arrangements that used to
inhibit organizations.
5. Build a prototype for the new
process: The organization should
design the new process on an
experimental basis, managing and
arranging a series of revisions and
improvements until the redesigned
process wins approval.
Conclusion: Reengineering is a strong
action taken to solve serious problem.
References:
1. K. Laudon, J. Laudon, “
Management information system,
managing the digital firm”, 12th
edition, 2012
2. Effy
Oz,
“Management
information systems”, 6th edition
3. Ralph Stair, George Reynolds,
“Principles
of
Information
Systems”, 6th, 10 th edition
4. Steven Gordon, Judith Gordon, “
Information
Systems:
A
management
Approach”,
international edition
5. http://www.saylor.org/site/wpcontent/uploads/2012/12/BUS30
5-3.2.5_OperationsManagement.pdf
6. http://www.businessdictionary.co
m
7. http://www.investorwords.com/3
331/non_profit_organization.htm
l
8. http://businesscasestudies.co.uk/s
yngenta/developing-an-effectiveorganisationalstructure/organisationalstructure.html#axzz2SppbEYP4
9. http://www.dineshbakshi.com/igc
se-business-studies/businessorganisation/revision-notes/881organisational-structure
10. http://www.citeman.com/8623team-based-structure.html
11. http://smallbusiness.chron.com/d
isadvantages-teambasedorganizational-structure22216.html
12. Information System Environment,
Dr. Yousef El-Ebiary – 2015.
13. Michael E. Porter (1985),
Competitive Advantage: Creating
and
Sustaining
Superior
Performance. New York.
14. Excerpted from Information
Systems Today - Managing in the
Digital World, fourth edition.
Prentice-Hall, 2010.
15. Excerpted from Management
Information Systems, twelfth
edition, Prentice-Hall, 2012.
16. Archived from the original on 13
September 2012. Retrieved 13
September 2012.
17. Laudon, Kenneth C.; Laudon,
Jane P. (2009). Management
Information Systems: Managing
the Digital Firm (11 ed.).