Modelling the impact of reengineering with system dynamics

Modelling the impact of reengineering with system dynamics A high level model of the organisation is built using the system dynamics method and an operations management perspective. The organisation is portrayed as a process linking the key competitive capabilities of cost, quality, time and flexibility. Empirical data are used to calibrate the model and predict improvements stemming from business process reengineering (BPR). The model is evaluated and suggestions made for future developments. The study highlights the need for more data on the outcomes of BPR and the need for more knowledge on how competitive capabilities are linked. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Operations & Production Management Emerald Publishing

Modelling the impact of reengineering with system dynamics

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Abstract

A high level model of the organisation is built using the system dynamics method and an operations management perspective. The organisation is portrayed as a process linking the key competitive capabilities of cost, quality, time and flexibility. Empirical data are used to calibrate the model and predict improvements stemming from business process reengineering (BPR). The model is evaluated and suggestions made for future developments. The study highlights the need for more data on the outcomes of BPR and the need for more knowledge on how competitive capabilities are linked.

Journal

International Journal of Operations & Production ManagementEmerald Publishing

Published: Sep 1, 1998

Keywords: BPR; Competitiveness; Modelling

References

  • Modelling quality‐cost dynamics
    Burgess, T.F.
  • Industrial Dynamics
    Forrester, J.W.
  • Leading change: why transformation efforts fail
    Kotter, J.P.

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