1. The impact of managers on successful ERP implementationFranc Ravnikar, 2010, original scientific article Abstract: Lately, Enterprise Resource Planning (ERP) has been implemented in public organizations and organizations without competition in the marketplace. It is the ERP system that is almost as badly needed for the competitiveness and success of those organizations in the marketplace. The main reason lies in the fact that operating costs have to be reduced and the optimization of business processes is an option which nowadays is normally implemented together with new ERP. The success rate of ERP implementation remains very low with up to a 90% failure rate, as it is quoted in a lot of researches. Critical success factors (CSF) which influence successful ERP implementation are identical in all organizations. The main goal of this research is to find out the managers' impact on the critical success factors and thus their impact on the successful ERP implementation. Top management support is the most important critical success factor for successful ERP implementation, regardless of the fact whether the organization is on the market or not.
Keywords: enterprise resource planning, ERP, critical success factors, business process reengineering, the success rate of ERP implementation
Published in DKUM: 22.01.2018; Views: 1386; Downloads: 377
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2. Application of fuzzy AHP approach to selection of organizational structure with consideration to contextual dimensionsAlireza Aslani, Feryal Aslani, 2012, original scientific article Abstract: The literature of organizational structure design is relatively rich along with conceptual and complex patterns. This complexity arising from the number of elements and numerous relations in addition to the nature of variables. Thereby, the lack of operational decision-making models is felt to propose adequate structural designs in practice. In this article, the researchers employ a fuzzy multi attribute decision making model (FMADM) to select the most suitable organizational structure based on expert’s judgments and by deploying contextual dimensions of the organization. Since the organizational changes especially in the structural levels are along with resistances among involved staffs, the implementation of this model is a supportive tool in addition to help the managers to make a qualified decision and change.
Keywords: organizational structure designing, business process reengineering, development management, integration, fuzzy ahpimage analysis, probabilistic modeling, signal processing, license plate recognition
Published in DKUM: 28.11.2017; Views: 1459; Downloads: 369
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3. The steps towards successful reengineering in Slovenian companiesDuško Uršič, Matjaž Mulej, Boštjan Telič, 2005, review article Abstract: The authors have been researching the theory and practice of BPR (business process reengineering) since early nineties. In the paper, their own definition of the steps toward a successful BPR is briefed and applied as a background of the author's benchmarking of management concepts of ISO 9000, TQM, BPR, and 20 Keys. These are the most influential management concepts in Slovenian organisations, as a case of the countries that are now new members of European Union. BPR was found supported most of all. The presented management concepts are compared on the basis of clearly defined criteria, such as targets, initiative, IT role, customer role, degree of BPR, role of implementation, and management, HRM, and rate of project implementation. Results may allow for a wider application of BPR concept offered here anew in different countries as business environments in a similar stage of economic development.
Keywords: Slovenia, company, reengineering, business process, economic development, company business
Published in DKUM: 04.07.2017; Views: 1323; Downloads: 121
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4. Process reengineering and innovation of remaking soapsudsAndreja Verbič, Tomaž Kern, Drago Vuk, 2009, original scientific article Abstract: This article uses a business process renovation method to address an environmental protection problem. The presented case, studied in factories which remake crude vegetable oil (soapsuds remake), focuses on reengineering one of the business processes which is classified as an obligatory process. This process has to be performed to comply with the requirements of the existing ecology legislation. Therefore, it is reasonable to take a radical approach - business process reengineering. Soapsuds with oil remnants are a secondary product in the vegetable oil refining process. According to the legislation, secondary products as waste are not acceptable for the environment. Soapsuds remake as it is currently carried out produces technical fatty acids and, as a side product, calcium sulphate. Calcium sulphate is listed as special waste; therefore it must be deposited in a special waste landfill site. In the course of searching for a solution to this ecological problem, a new idea came up, namely that soapsuds are taken to the biogas plant. At the biogas plant, they can be decomposed into biogas, which is then used to generate electric energy, for heating or to supplement municipal gas. Thus, the reengineering of the process is upgraded into process innovation and environmental innovation. Using data obtained from the available literature, we managed to prove that process reengineering, which is simultaneously process innovation and ecological innovation, can be applied in practice. Side products resulting from the anaerobic digestion of soapsuds in the biogas plant comply better with the requirements of the Slovenian ecological legislation than those occurring in the process used up to now.
Keywords: business process reengineering, process innovation, soapsuds remake, biogas plant, ecology
Published in DKUM: 10.07.2015; Views: 1428; Downloads: 356
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