|Title:||SUCCESS AND FAILURE OF BUSINESS PROCESS RE ENGINEERING IMPLEMENTATION AND THE WAY FORWARD THE CASE OF MUGHER CEMENT FACTORY|
|Keywords:||BPR Implementation, Critical Success factor, Critical failure factor|
Internal driv-ers, External drivers and Mugher Cement factory
|Publisher:||St. Mary's University|
|Abstract:||The purpose of this paper is to investigate the success and failure of BPR implementation in Mugher Cement Factory and map out the way forward. Change management and culture, management competency and support, organizational structure, project planning management, IT infrastructure and BPR drivers are major factors dealt with in this research. All these factors are catalysts of BPR success factors if properly managed but these can be potential causes for BPR failures if not managed properly. Mugher Cement Factory (MCF) is a leading public enterprise in the industry playing a significant role in national development by producing and supplying to the market mainly two types of cement products which are needed for the construction industry in the country. From 1473 total population 142 respondents are taken as a sample size of which 86% are working more than ten years in the factory and three directorate directors are consid-ered for investigation. The researcher used questionnaire, interview, secondary documents and observation. These methods are used to collect data related with BPR factors and map out the way forward. The quantitative data gathered through questionnaire were analyzed by employing the computer software known as Statistical Package for Social Science (SPSS version 20). More-over, qualitative data is analyzed thematically. Even if workable documentation was prepared by BPR teams and consultants, due to misunderstanding and misapplication, BPR project in MCF was remaining unsuccessful. However there are very important values left by this terminated program, like well installed IT infrastructure, well trained employee and well arranged office layout which can be used to elevate the company to its former leading position if integrated with properly designed process based organizational structure and pre-implemented quality and productivity improvement programs (ISO, BSC and KAIZEN).|
|Appears in Collections:||Quality And Productivity Management|
|THESIS ON BPR- 2018 ( FINAL) ABAYNEH KEBEDE.pdf||1.43 MB||Adobe PDF||View/Open|
Items in DSpace are protected by copyright, with all rights reserved, unless otherwise indicated.