A Case Study on the Internal Process Re-Engineering of Traditional Industry from a Resource-based Perspective
DOI:
https://doi.org/10.52731/lbds.v004.297Keywords:
Business Process Reengineering, Traditional Industries, Management Information Systems, Operational Efficiency, Employee MoraleAbstract
Traditional industries face significant operational pressures in increasing global market competi-tion. Many companies are adopting business process reengineering (BPR) to navigate these chal-lenges and enhance operational efficiency and competitiveness. This study examines the appli-cation of BPR in a traditional manufacturing company, focusing on its impact on management information systems (MIS), operational costs, and employee morale. Employing a case study approach, the research analyzed the reengineering of the company's internal processes, which included integrating MIS with operational procedures under the ISO 9001:2015 framework. Key steps involved system analysis, personnel interviews, and the implementation of strategic im-provements aimed at streamlining operations. The reengineering efforts led to a 30% increase in MIS utilization, a reduction in operational staff by two full-time equivalents, and a decrease in processing time by over 12 working days per year. Furthermore, there was an 80% reduction in average monthly non-performing losses and significant enhancements in employee morale. The findings demonstrate that BPR can significantly improve the efficiency and cost-effectiveness of traditional industries. The standardization of management practices and the transparent opera-tional model were well-received by staff, fostering a culture of continuous improvement. These results suggest that similar strategies could benefit other companies in traditional sectors looking to modernize their operations and improve competitiveness.
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