Establishing Shipyards’ BPR Key CSF’S during Revamping Project Disbursement Process

  • Abstract
  • Keywords
  • References
  • PDF
  • Abstract

    BPR is a great management tools used to revamp a business process within anorganization. Nowadays, most of the organization have reach its maturity stage and adaptation of BPRCSF’s must be scrutinize to ensure that the intended BPR objectives are fulfilled. The Shipyard, whilerevamping its project disbursement process came across with a lot of CSF’s, but only a few are thekey CSF’s that help to move forward with the BPR change initiative. This research used qualitativemethod with interactive Action Research Cycle to identify and establish Shipyard BPR key CSF’s forits BPR project. The finding was made using Force Field Analysis between Shipyard BPR teammembers and the established BPR key CSF’s which will help to further understand how to implementBPR project effectively and successfully without incurring further delay in cost and time to theShipyard.


  • Keywords

    BPR, BPR CSF’s, BPR key CSF’s, effective top management support, effective communications, effective training, employee’s involvement, employee’s empowerment.

  • References

      [1] Abdolvand, N., Albadvi, A., & Ferdowsi, Z. (2008). Assessing Readiness for Business Process Reengineering. Business Process Management Journal, 14(4), 497–511.

      [2] Ahmad, H., Francis, A., & Zairi, M. (2007). Business process reengineering: critical success factors in higher education. Business Process Management Journal, 13(3), 451-469.

      [3] Al-Mashari, M., & Zairi, M. (1999). BPR Implementation Process: An Analysis of Key Success and Failure Factors. Business Process Management Journal, 5(1), 87–112.

      [4] Alsudairi, M. A. T. (2013). Analysis and Exploration of Critical Success Factors of ERP Implementation : A Brief Review. International Journal of Computer Applications, 69(8), 44–52.

      [5] Coghlan, D., & Brannick, T. (2014). Doing Action Research in Your Own Organization (4th ed.). London: Sage.

      [6] Crowe, T. J., Fong, P. M., Bauman, T. A., & Zayas-Castro, J. L. (2002). Quantitative Risk Level Estimation of Business Process Reengineering Efforts. Business Process Management, 8(5), 490–511.

      [7] Eftekhari, N., & Akhavan, P. (2013). Developing a Comprehensive Methodology for BPR Projects by Employing IT Tools. Business Process Management Journal, 19(1), 4–29.

      [8] Ghatari, A. R., Shamsi, Z., & Vedadi, A. (2014). Business Process Reengineering in Public Sector: Ranking the Implementation Barriers. International Journal of Process Management and Benchmarking, 4(3), 324–341.

      [9] Goksoy, A., Ozsoy, B., & Vayvay, O. (2012). Business Process Reengineering: Strategic Tool for Managing Organizational Change An Application In a Multinational Company. International Journal of Business and Management, 7(2), 89–112.

      [10] Guimaraes, T., & Paranjape, K. (2013). Testing Success Factors for Manufacturing BPR Project Phases. International Journal of Advanced Manufacturing Technology, 68(9–12), 1937–1947.

      [11] Hammer, M. (1990). Reengineering Work: Don’t Automate, Obliterate. Harvard Business Review, 68(4), 104–112.

      [12] Hammer, M., & Champy, J. (1993). Reengineering the Corporation A Manifesto for Business Revolution. New York, NY: HarperCollins.

      [13] He, X. J. (2005). A Comparative Study of Business Process Reengineering in China, 5(1), 25–30.

      [14] Herzog, N. V., Polajnar, A., & Tonchia, S. (2007). Development and Validation of Business Process Reengineering (BPR) Variables: A Survey Research in Slovenian Companies. International Journal of Production Research, 45(24), 5811–5834.

      [15] Huang, Z., & Palvia, P. (2001). ERP Implementation Issues in Advanced and Developing Countries. Business Process Management Journal, 7(3), 276–284.

      [16] Huq, Z., & Martin, T. N. (2006). The Recovery of BPR Implementation Through an ERP Approach: A Hospital Case Study. Business Process Management Journal, 12(5), 576–587.

      [17] Iqbal, N., Nadeem, W., & Zaheer, A. (2015). Impact of BPR Critical Success Factors on Inter-organizational Functions: An Empirical Study. The Business & Management Review, 6(1), 152–165.

      [18] Ismail, A., & Osman, N. H. (2016). Empowering to Improve Submission of Claim Process in Local Shipyard , in Malaysia. Sains Humanika, 8(4–2), 127–130.

      [19] Jamali, G., Abbaszadeh, M., Ebrahimi, M., & Maleki, T. (2011). Business Process Reengineering Implementation: Developing a Causal Model of Critical Success Factors. International Journal of E-Education, E-Business, E-Management and E-Learning, 1(5), 354–359.

      [20] Jurisch, M. C., Ikas, C., Palka, W., Wolf, P., & Krcmar, H. (2012). A Review of Success Factors and Challenges of Public Sector BPR Implementations. In 2012 45th Hawaii International Conference on System Sciences (pp. 2603–2612).

      [21] Kuhil, A. M. (2013). Business Process Reengineering and Organizational Performance: A Case of Ethiopian Public Banking Sector. University of South Africa.

      [22] Lee, J. (1995). An Exploratory Study of Organizational/Managerial Factors Influencing Business Process Reengineering Implementation: An Emperical Study of Critical Success Factors and Resistance Management. University of Nebraska.

      [23] McAdam, R., & O’Hare, C. (1998). An Improved BPR Approach for Offline Enabling Processes: A Case Study on a Maintaining Process Within the Chemical Industry. Business Process Management Journal, 4(3), 226–240.

      [24] MIGHT. (2011). Malaysian Shipbuilding/Ship Repair Industry Strategic Plan 2020. Cyberjaya.

      [25] Mturi, P. N. L. (2014). The Effect of Business Process Reengineering on Staff Turnover: A Case Study of KK Security Group of Companies. United States International University-Africa.

      [26] Nicholds, B. A., & Mo, J. P. T. (2015). Risk Assessment of Business Process Re-Engineering Projects. Open Journal of Social Sciences, 3(March), 30–34.

      [27] Nisar, Q. A., Ahmad, S., & Ahmad, U. (2014). Exploring Factors that Contribute to Success of Business Process Reengineering and Impact of Business Process Reengineering on Organizational Performance : A Qualitative Descriptive study on Banking Sector at Pakistan. Asian Journal of Multidisciplinary Studies, 2(6), 219–224.

      [28] Rouhani, S., & Nateghi, M. (2015). Key Success Factors Evaluation Model of BPR Projects in Project Based Organizations. International Journal of Review in Life Sciences, 5(7), 341–354.

      [29] Salimifard, K., Abbaszadeh, M. A., & Ghorbanpur, A. (2010). Interpretive Structural Modeling of Critical Success Factors in Banking Process Re-engineering. International Review of Business Research Papers, 6(2), 95–103.

      [30] Sulaiman, M. Y., Rahim, R. A., Mohamad, Z., Anas, A. S., Jalil, I. H. M., Ishak, M., … Intan, S. W. T. A. R. (2017). Malaysian Shipbuilding/Ship Repair Industry Report 2017/2018.

      [31] Zainal, K., Noor, A. M., Intan, S. W. T. A. R., & Mahfar, N. (2013). Malaysian Shipbuilding/Ship Repair Industry Report 2013/2014.

      [32] Zainal, K., Noor, A. M., Intan, S. W. T. A. R., Mahfar, N., & Jalil, D. S. A. (2016). Malaysian Shipbuilding/Ship Repair Industry Report 2015/2016.




Article ID: 22020
DOI: 10.14419/ijet.v7i4.19.22020

Copyright © 2012-2015 Science Publishing Corporation Inc. All rights reserved.