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Article
Publication date: 4 April 2020

M.F.F. Fasna and Sachie Gunatilake

Currently, most of the organisations that undertake business process reengineering (BPR) projects with the intention of enhancing their business performance are…

Abstract

Purpose

Currently, most of the organisations that undertake business process reengineering (BPR) projects with the intention of enhancing their business performance are encountering several issues throughout their endeavours. As these BPR implementation issues are perceived as one of the key contributory factors leading to BPR project failures, it is crucial to adopt timely strategies to overcome these issues. Hence, this study is focused on identifying the strategies to be adopted to overcome BPR implementation issues.

Design/methodology/approach

Four case studies were conducted in organisations that have successfully implemented BPR projects within last five years. In total, 14 semi-structured interviews were conducted among the different stakeholders who got involved in the selected BPR projects for identifying the issues faced and the strategies that they have adopted during their project implementation.

Findings

Study derived twenty-seven issues faced by the Sri Lankan organisations during different phases of BPR projects, and forty-five unique strategies to deal with these derived BPR implementation issues.

Originality/value

This study contributes to the field by exploring the issues in implementing BPR projects that should be given enough consideration to ensure the success of BPR projects in the Sri Lankan context along with the strategies to overcome the issues encountered throughout them. It is expected that the findings of this study would be useful in ensuring the success of future BPR projects.

Details

Business Process Management Journal, vol. 26 no. 6
Type: Research Article
ISSN: 1463-7154

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Article
Publication date: 11 December 2019

Faisal Mahmood, Abdul Zahid Khan and Rahat Hussain Bokhari

Despite more than two decades of experience regarding the adoption and implementation of enterprise resource planning (ERP) systems in organizations, ERPs success is…

Abstract

Purpose

Despite more than two decades of experience regarding the adoption and implementation of enterprise resource planning (ERP) systems in organizations, ERPs success is questionable. Though ERPs success stories are published in past research studies, the failure rate of ERP systems is relatively high. The purpose of this study was to find issues and challenges and assess the degree of criticality of these issues/challenges faced by organizations during ERP implementation.

Design/methodology/approach

For doing systematic review/research synthesis systematic literature review (SLR) was carried out considering research studies published within the time period, i.e. 1999-2018. Three major steps such as planning, conducting and reporting were followed to proceed further in this study. This study attempted to accomplish a critical review of 53 studies out of 103 studies identified, which were published in reputable journals to synthesize the existing literature in the ERP domain. The studies selected have almost addressed different challenges/issues faced by small and large organizations during ERP implementation.

Findings

Research synthesis/SLR led to the identification of 31 issues/challenges, which may be termed as most critical based on their occurrence/frequency in past studies included. The topmost ten issues/challenges amongst 31 identified include top management approach, change management, training and development, effective communication, system integration, business process reengineering, consultants/vendors selection, project management, project team formation, team empowerment/skilled people and data conversing/migration. However, other issues/challenges identified such as security risks/data security, cloud awareness, functionality limitations, service level agreements and subscription expenses are more related to cloud ERPs.

Originality/value

The current study is unique in its kind, focusing on the issues and challenges faced by organization during implementing ERP projects. Moreover, this study contributes to understanding and further analyzing management capabilities for developing remedial measures while planning the implementation of an enterprise system in their organizations prior to the occurrence of different issues and challenges ahead. The study also led to understanding and explaining socio-technical issues and their severity.

Details

Kybernetes, vol. 49 no. 3
Type: Research Article
ISSN: 0368-492X

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Article
Publication date: 4 January 2013

Linda Hendry, Yuan Huang and Mark Stevenson

The purpose of this paper is to present a successful implementation of a comprehensive workload control (WLC) concept; and to describe the associated implementation process.

Abstract

Purpose

The purpose of this paper is to present a successful implementation of a comprehensive workload control (WLC) concept; and to describe the associated implementation process.

Design/methodology/approach

Longitudinal action research using a contingency‐based approach to ensure alignment between the case company and the characteristics of the WLC approach; and the resulting expected improvements in performance. A set of 17 issues and responses from the literature is used as a checklist for implementing WLC.

Findings

Performance improvements include: reduced lead times; significant improvement in lateness and tardiness; reduced costs; improved internal and external co‐ordination; and higher quality. The relevance of 15 of the 17 implementation issues is confirmed along with the same response as in previous research for ten issues and an improved response for five issues. In addition, three new issues are identified and addressed.

Research limitations/implications

Dependability was a more important competitive priority in this company than speed; and, therefore, the ability of WLC to reduce lead times was not fully assessed.

Practical implications

The importance of a contingency‐based approach to production planning and control is confirmed. Comprehensive WLC approaches are closely aligned with the high‐variety/low‐volume context of make‐to‐order (MTO) companies.

Originality/value

This is the first paper that empirically demonstrates performance improvements resulting from WLC alongside a detailed discussion of the implementation process. Few examples of successful implementations have been published previously, and these tend to treat the implementation process as a “black box”. Where more detail on the implementation process has been given in previous studies, evidence of effectiveness in practice was not provided.

Details

International Journal of Operations & Production Management, vol. 33 no. 1
Type: Research Article
ISSN: 0144-3577

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Article
Publication date: 6 June 2008

Lee E. Allen

The purpose of this paper is to identify and examine the concerns of administrative and clerical employees towards a web‐based business system and associated training…

Abstract

Purpose

The purpose of this paper is to identify and examine the concerns of administrative and clerical employees towards a web‐based business system and associated training which were not identified either before or during an enterprise resource planning (ERP) implementation. Post‐implementation analyses revealed that while an implementation can be deemed a success immediately following go‐live dates, long‐term planning is essential to maintain change management continuity for administrators and employees.

Design/methodology/approach

The stages of concern component of the concerns‐based adoption model offered a method of analysis of the Dallas, Texas, Independent School District's employees to identify the perceptions and levels of acceptance of the users in regards to the implementation of an ERP system in a public school district.

Findings

The findings for the research questions assisted in interpreting and categorizing the responses to the open‐ended portion of the stages of concern questionnaire; and providing recommended guidelines for future ERP implementations in similar environments.

Practical implications

The paper shows how leaders in an organization must understand the employees' perceptions of the changes taking place in an ERP implementation and post‐implementation. Based on the findings, a summary, conclusion, and recommendations for further research are provided to assist K‐12 districts in planning for ERP implementations.

Originality/value

The significance of this study encompasses the impact of the integration of new technology with various associated people, processes, and systems. Understanding the impact of such potentially significant change by measuring a user community's overall perception and level of acceptance is a key component in providing guidance for future implementations in similar organizational and institutional environments.

Details

Business Process Management Journal, vol. 14 no. 3
Type: Research Article
ISSN: 1463-7154

Keywords

Content available
Article
Publication date: 10 July 2020

Ashish Dwivedi, Dindayal Agrawal and Jitender Madaan

Information-facilitated product recovery system (IFPRS) has captivated industry attention and has developed into a matter of consideration among the researchers because of…

Abstract

Purpose

Information-facilitated product recovery system (IFPRS) has captivated industry attention and has developed into a matter of consideration among the researchers because of enhanced climate concerns, jurisdictive logics and societal liabilities. Although IFPRS implementation has become an essential aspect in manufacturing industries functional in the developed nations, still, limited consideration has been given in the literature to analyze the issues to IFPRS implementation for a circular economy (CE) in emerging and developing nations. Therefore, the objective of this study is to recognize issues to implementing IFPRS for a CE in context of select manufacturing industries in India.

Design/methodology/approach

In this study, 24 potential issues are established from the literature and from suggestions from the experts. The issues are clubbed under five different perspectives of technical, government, organization, policy and knowledge. Further, fuzzy VIKOR technique is applied on the results obtained to prioritize the identified issues. A sensitivity analysis has been carried out to check the robustness of the framework.

Findings

The present study shows that lack of skills and expertise in IFPRS implementation for a CE (I2), deficient capital to implement a CE in IFPRS (I9), inadequate in adopting recent IT technology (I18), feasibility of IFPRS employment for a CE (I6) and no efficient training and program to CE adoption (I21) are the top five potential issues in implementing IFPRS practices for a CE in Indian manufacturing industries.

Research limitations/implications

In literature, limited study has been observed on determining issues to implementation of IFPRS for a CE. A more systematic method and statistical confirmation is necessary to establish further new confronting issues. This study is limited to Indian manufacturing industries.

Originality/value

The main contribution of this study includes identification of issues and later prioritizing them to reflect their severity. This would help the industry practitioners to formulate strategies for handling the issues conveniently.

Details

Modern Supply Chain Research and Applications, vol. 2 no. 4
Type: Research Article
ISSN: 2631-3871

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Article
Publication date: 1 October 1995

K.V. Sambasivarao and S.G. Deshmukh

The importance of advanced manufacturing technology (AMT) has beenincreasing because of their competitive advantages. Adoption of AMTinvolves major investment, and…

Abstract

The importance of advanced manufacturing technology (AMT) has been increasing because of their competitive advantages. Adoption of AMT involves major investment, and large‐scale issues are involved in the selection and justification of these technologies. Researchers have identified a considerable number of issues and subattributes for implementing various projects. Reviews the literature and then classifies several of these implementation issues.

Details

International Journal of Operations & Production Management, vol. 15 no. 10
Type: Research Article
ISSN: 0144-3577

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Article
Publication date: 1 February 2001

Rein Van der Vegt, Leo F. Smyth and Roland Vandenberghe

Difficulties in implementing change in schools have been explained either by referring to the concerns of teachers or to the organizational dynamics of the school. This…

Abstract

Difficulties in implementing change in schools have been explained either by referring to the concerns of teachers or to the organizational dynamics of the school. This article presents a framework in which these two sets of factors are linked. It is suggested that the school, in responding to major policy change, triggers specific organizational issues that in turn will arouse specific concerns on the part of the individual teacher. The implementation of major change is seen as the resolution of these issues and their related concerns. The framework maps the interplay of organizational issues and personal concerns; it serves as a reflection on the dynamics of change and on the management of “the implementing school”.

Details

Journal of Educational Administration, vol. 39 no. 1
Type: Research Article
ISSN: 0957-8234

Keywords

Content available
Article
Publication date: 29 October 2020

Roland Ortt, Claire Stolwijk and Matthijs Punter

The purpose of this paper is to introduce, summarize and combine the results of 11 articles in a special issue on the implementation of Industry 4.0. Industry 4.0 emerged…

Abstract

Purpose

The purpose of this paper is to introduce, summarize and combine the results of 11 articles in a special issue on the implementation of Industry 4.0. Industry 4.0 emerged as a phenomenon about a decade ago. That is why, it is interesting now to explore the implementation of the concept. In doing so, four research questions are addressed: (1) What is Industry 4.0? (2) How to implement Industry 4.0? (3) How to assess the implementation status of Industry 4.0? (4) What is the current implementation status of Industry 4.0?

Design/methodology/approach

Subgroups of articles are formed, around one or more research questions involving the implementation of Industry 4.0. The articles are carefully analyzed to provide comprehensive answers.

Findings

By comparing definitions systematically, the authors show important aspects for defining Industry 4.0. The articles in the special issue explore several cases of manufacturing companies that implemented Industry 4.0. In addition, systematic approaches to aid implementation are described: an approach to combine case-study results to solve new implementation problems, approaches to assess readiness or maturity of companies regarding Industry 4.0 and surveys showing the status of implementation in larger samples of companies as well as showing relationships between company characteristics and type of implementation. Small and large firms differ considerably in their process of implementing Industry 4.0, for example.

Research limitations/implications

This special issue discusses implementation of Industry 4.0. The issue is limited to 11 articles, each of which with its own strengths and limitations.

Practical implications

The practical relevance of the issue is that it focuses on the implementation of Industry 4.0. Cases showing successful implementation, measurement instruments to assess degree of implementation and advice how to build a database with cases together with large-scale studies on the state of implementation do provide a wealth of information with a large managerial relevance.

Originality/value

The paper introduces an original take on Industry 4.0 by focusing on implementation. The special issue contains both literature reviews, articles describing case studies of implementation, articles developing systematic measurement instruments to assess degree of implementation and some articles reporting large-scale studies on the state of implementation of Industry 4.0 and thereby combine several perspectives on implementation of Industry 4.0.

Details

Journal of Manufacturing Technology Management, vol. 31 no. 5
Type: Research Article
ISSN: 1741-038X

Keywords

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Article
Publication date: 29 May 2018

Mohammad Akhtar and Sushil Sushil

Business performance management describes the processes, methodologies, metrics and systems needed to measure and manage the performance of an enterprise. Traditional…

Abstract

Purpose

Business performance management describes the processes, methodologies, metrics and systems needed to measure and manage the performance of an enterprise. Traditional performance management systems were based on financial and productivity measures but the alternate measures proposed in last more 25 years have strategic focus and incorporate variety of performance measures such as efficiency, effectiveness, productivity, quality, customer satisfaction, innovation and employee satisfaction in addition to financial. Globalization and modernization have created a business environment uncertain with associated risks which has necessitated the incorporation of various types of flexibilities such as strategic, technical, operational, information system (IS), etc. Critical success factors and implementation issues also need to be incorporated to succeed. The purpose of this paper is to present the strategic performance management system (SPMS) designed, incorporating flexibility and implementation issues, and its effectiveness empirically validated from Indian oil industry.

Design/methodology/approach

Based on literature review and gaps identified, a proposed model of enterprise performance management system incorporating flexibility, critical success factors and implementation issues was developed. Macro- and micro-level factors impacting the effectiveness of the model were identified, and hypotheses were developed and tested empirically from the survey study of Indian oil industry.

Findings

The finding met, by and large, most of the research objectives. In total, 7 macro- and 11 micro-level factors came out from the study. The strategy planning, strategy implementation, strategic flexibility (SF), SPMS design, information system flexibility (IF) flexibility, implementation issues and critical success factors, and performance feedback and learning are the macro-level factors impacting the SPMS effectiveness in measuring and managing performance of an enterprise. The SPMS implementation issues have proved to be major driver of effectiveness.

Research limitations/implications

The research like many such researches had limited resources, data availability and bias of respondents. However, the model was statistically validated for its reliability and hypothesis testing. The research has added to literature on SPMS as integrated model incorporated SF, information flexibility and critical success factors. However, the effect of other types of flexibilities such as organizational, operational, HR, marketing, etc., and other stakeholders should also be studied in future research to broaden the findings.

Practical implications

The validated SPMS has practical implications for academics and researchers. Strategic and IF, and critical success factors have been incorporated in the integrated model to take care of business uncertainties so that it is strategically aligned and facilitate in effective SPMS use and implementation.

Social implications

Though it has no direct social implication but, if adopted for social projects and not-for-profit organizations, it will have social benefits of efficient and effectiveness delivery of social projects and initiatives.

Originality/value

This is an original work carried out by the authors. The validated model along with interpretation is presented.

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Article
Publication date: 1 June 2015

Gurinder Singh and Inderpreet Singh Ahuja

The purpose of this paper is to develop an insight into the prevalent just-in-time (JIT) practices adopted in Indian manufacturing industry for realizing the development…

Abstract

Purpose

The purpose of this paper is to develop an insight into the prevalent just-in-time (JIT) practices adopted in Indian manufacturing industry for realizing the development and growth of the industrial sector. The endeavor of Indian manufacturing organizations to achieve manufacturing performance enhancement through JIT implementation has been highlighted in the present study.

Design/methodology/approach

The present study has been conducted in the large- and medium-scale manufacturing industries of India that have successfully implemented or are in the various stages of implementing JIT. The approach of study has been directed toward assessment of JIT initiatives in Indian manufacturing industries.

Findings

From the present study it is apparent that Indian organizations have been reasonably successful in improving the business performance by implementing holistic JIT initiatives and have successfully reaped the benefits of JIT implementation. However, it is also revealed in present study that Indian manufacturing industries need to work more aggressively on managing few issues of JIT.

Originality/value

The value of paper is in calculation of percent point score for each issue of JIT in context to Indian manufacturing industry and to find out significant as well as issues that need to worked aggressively by Indian manufacturing industry to reap the benefits of JIT.

Details

International Journal of Quality & Reliability Management, vol. 32 no. 6
Type: Research Article
ISSN: 0265-671X

Keywords

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