عنوان مقاله
اجرای سیستم های ERP با کنترل کیفیت جامع و مهندسی مجدد فرایند تجاری
فهرست مطالب
چکیده
مقدمه
روش تحقیق
نتایج نظرسنجی
نتیجه گیری
بخشی از مقاله
سئوال 2: رابطه بین BPR و ERP
به منظور تحقیق در مورد وضعیت اجرای BPR و تعیین میزان روابط موجود بین بعد اجرا و نتایج اجرا برای برنامه BPR، تست همبستگی پیرسون اجرا گردید. بعد اجرا شامل طبقاتی می شد که افراد می توانستند درجه یا میزان استفاده از BPR در سازمان را با بهره گیری از برنامه های اجرا شده فقط در مرحله برنامه ریزی، تا برنامه های توسعه یافته، تا برنامه های بکاررفته در برخی از حوزه ها و بالاخره برنامه های بکاررفته در اکثر حوزه ها را نشان دهند.
کلمات کلیدی:
Implementing enterprise resource planning systems with total quality control and business process reengineering Survey results Marc J. Schniederjans Department of Management, College of Business Administration, University of Nebraska-Lincoln, Lincoln, Nebraska, USA, and Gyu C. Kim Department of Operations Management, College of Business, Northern Illinois University, DeKalb, Illinois, USA Keywords Enterprise resource planning, Business process re-engineering, Total quality management, Surveys, Research, USA Abstract The primary objective of an enterprise resource planning (ERP) system is to help integrate an organization’s business operations and processes effectively and efficiently. Not all firms have been successful in their ERP implementations and to that end research has helped to identify many factors that might be critical to a successful implementation. Such factors as the use of business process reengineering (BPR), and establishing a total quality management (TQM) culture have all shown to play important roles in ERP implementation. The focus of this survey research on US electronic manufacturing firms is to identify successful integration sequences of TQM and BPR with ERP. The findings reveal that both the sequence of implementation and the strategies selected to initiate ERP systems can significantly impact business performance successfulness. Introduction A family of software packages used to integrate business organizations with one another is called enterprise resource planning (ERP) (Chase et al., 2001, pp. 420-30; Wallace, 2001). ERP has had a positive impact on the ability of businesses to improve working capital, implement a total quality management (TQM) culture, lower inventory levels, optimize raw materials and sell and deliver products to the customers (Shtub, 1999). ERP has helped alleviate the arduous job of supporting inflexible systems that in most cases result in cost increases, data redundancy and inaccuracy, and above all, various inefficiencies (O’Leary, 2000). Ideally, ERP is a computer system that keeps managers informed about what is happening in real-time throughout a corporation and its global connections (Jacobs and Whybark, 2000).
