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This paper gives recommendations for selecting, implementing and sustainably operating ERP systems. We indicate special aspects which are important from our point of view. The paper addresses practitioners who are responsible for ERP systems, especially IT and project managers. The structure of the paper matches the three main phases of an ERP system’s lifecycle within an enterprise: selection, implementation and operations. General process models are given for selection and implementation of ERP systems. Our suggestions stretch from project management, business process reengineering, system selection criteria, reporting and customizing to choosing key users, data migration, and user training. Operations of ERP systems are commented according to the views defined by the ARIS concept. We are focusing on organizational issues, but give also remarks on business process maintenance, exploitation of ERP functions, and data management. While other publications give rather general advice, recommendations in this paper are selected to be use-oriented and easy to apply. The recommendations do not depend on any particular ERP system.

Bearing in mind the world research study whose results show that today the industrial concept of corporations is exposed to constant processes of change, and accordingly, production processes and at the same time improvement processes should begin at the very beginning in everyday work, both in the organization of production and production. and in strategic business planning and management decision-making in the entire business system. Practice shows, that if the implementation of a change is not perceived as primary by all employees, however, the accepted change determined by the implementation of this method of improvement only in their minds, is not enough. If everything goes according to plan for all activities of employees and the team, then these changes lead to acceptable and stable improvements. It is the starting point for ensuring the long-term success of industrial production and is an important generator or engine for motivating employees. The implemented RE changes are the driving force that certainly leads to the achievement of new goals and the success of the strategic business of companies. The advantages of applying reengineering techniques in business systems in the world are reflected in the improvement of quality and sophistication of management and all employees to successfully eliminate harmful production and business processes related to the overall organization, and thus greater product placement on the world market. High managerial creativity is important for the industrial business sustainability of high market success, today and in the future. That is why efficient methods of redesigning and reorganizing certain industrial processes are being implemented in developed companies around the world. One of the key methods of achieving high quality products and services and achieving the concept of TQM – total quality management is Reengineering method – Business processes reeingeenering – RE process. Managerial creativity today has a significantly affects efficiency, so this method is effectively applied continuously in the elimination of problematic production processes in industrial business and manufacturing companies around the world.

Production planning is a key part of production management of manufacturing enterprises. Since computerization began, modern production planning has been developed starting with Material Requirement Planning (MRP), and today Enterprise Resource Planning (ERP), Advanced Planning and Scheduling (APS), Supply Chain Management (SCM) has been spreading and advanced. However, in the shipbuilding field, rather than applying these general-purpose production planning methodologies, in most cases, each shipyard has developed its own production planning system. This is because the applications of general-purpose production planning methods are limited due to the order-taking industry such as shipbuilding with highly complicated construction process consisting of millions of parts per ship. This study introduces the design and development of the production planning system reflecting the production environment of heavy shipyards in Korea. Since Korean shipyards such as Hyundai, Daewoo and Samsung build more than 10 ships per year (50–70 ships in the case of large shipyards), a planning system for the mixed production with complex construction processes is required. This study draws requirements using PI/BPR (process innovation and business process reengineering) methodology to develop a production planning system for shipyards that simultaneously build several ships. Then, CBD software development methodology was applied for the design and implementation of planning system with drawn requirements. It is expected that the systematic development procedure as well as the requirements and functional elements for the development of the shipyard production planning system introduced in this study will be able to present important guidelines in the related research field of shipbuilding management.

After sales services are characterized by interlinked service provider and customer operations. Furthermore, proper management of data related to the physical product and its lifecycle is essential for proposition of value-adding services. In this article, we present a novel ontology-based approach for improvement of maintenance, repair and overhaul (MRO) processes, where the ontology captures information of industry standards and product-related data. By clearly defining relations, the ontology supports the digitalization of operations and utilization of data in operational processes of different stakeholders. The approach was developed and demonstrated by investigating data of a case from aviation MRO industry., Procedia CIRP, 104, ISSN:2212-8271, 54th CIRP CMS 2021 - Towards Digitalized Manufacturing 4.0

The actual value of the topic lies in the fact that nowadays the development of the world economic system is accompanied by innovative processes. Innovative development of enterprises is the only possible way to steer a country’s economy out of crisis. For most domestic industrial enterprises it is necessary to completely abandon the traditional enterprise management system or, at least, to transform it. Thus, it is becoming more and more actual to use methods and tools, which can foster innovative development in various activity areas at an enterprise, and the importance of reengineering as an innovative basis for the reconstruction of the enterprise management system is growing. The article aims at designing a conceptual foundation for reengineering as an innovative basis for the reconstruction of the enterprise management system. The authors reveal the content of reengineering and demonstrate its importance as the innovative basis for reconstructing the enterprise management system. The advantages of using reengineering are highlighted, the essence of reengineering as an economic process is identified. It is stated that reengineering allows providing a systematic and comprehensive approach to the innovative refocusing and restructuring of the enterprise management system as a whole, or of its individual functional components. The authors’ own definition of "reengineering" is offered. It is substantiated that reengineering allows reconstructing the enterprise management system in an innovative way. The need for the reengineering of the enterprise management system is shown. The conceptual basis of reengineering as an innovative basis for reconstructing the enterprise management system is proposed. The basis contains the principles, on which reengineering is grounded as an innovative basis for reconstructing the enterprise management system; and the main stages of reengineering. Reengineering as an innovative basis for reconstructing the enterprise management system involves holistic and systematic modeling and fundamentally changes the enterprise information flow; as a result, the organization structure is simplified, resources are redistributed, individual resources consumption is minimized, product life is reduced, the service quality and image are improved.

The article presents the results of process engineering simulation. The analysis of the developed "AS-IS" model allowed us to evaluate the current technological process. The developed "ТO-BE" process model made it possible to evaluate the efficiency of using automatic and semi-automatic machines in the technological process. The study of the "ТO-BE" model, taking into account the limitations (malfunctioning of the equipment, correctable and incorrigible marriage), made it possible to predict the stability of the proposed technological process. Simulation results - the ability to choose the best process option.

The attention is focused on increasing the efficiency of the company's telecommunication projects and improving the quality of services offered on the basis of reengineering and standardization of the business process of project development.

Currently, most companies can select a number of methodologies to improve their business processes, including Six Sigma, Lean Six Sigma, Total Quality Management, Kaizen and Business Process Reengineering (BPR). Obviously, the choice of an appropriate methodology should be guided by the goals of the organization. In this regard, BPR is one of the best methodologies that can help companies ensure the continuity of their business so that they remain relevant for a long time. More importantly, BPR can help members rethink their existing practices and make significant improvements to the existing business process. The authors conducted a study of the theory of BPR. The main definitions are considered in detail, the essence of reengineering is revealed, five stages of implementation are named, possible positive and negative points in the process of BPR implementation are noted, examples are given. Based on the foregoing, it was concluded that companies that need to make changes in their business processes can adopt BPR as the most suitable methodology that will help to make improvements in their workplace.

The article considers the development of IT students' professional competencies and skills of modeling and reengineering of business processes on the example of training bachelors in the specialty 38.03.05 “Business Informatics” at NUST MISIS. The key problems of IT specialists training (especially, the issues of the development of professional competencies) and methods of their solution are considered. A sequence of modeling steps has been proposed, enabling one to perform a system and business analysis of an enterprise as an economic and management entity for the purpose of its business processes reengineering, up to the implementation of a prototype of the process under study with respect to its robotization as part of the graduation thesis. The article summarizes the experience of using the competence-activity approach, interdisciplinary communications and blended learning using an electronic educational environment and adaptive educational trajectories, including during the pandemic.

Introduction. The article discusses two types of corporate-level reengineering of investment and construction activities: the qualitative transformation of capital construction projects (CCP) and technological processes. The implementation of the reengineering measures in respect of the CCP is studied as a dominant. All the mutual relations and interactions of anthropotechnical system elements and external environment are assembled around the CCP. The CCP is considered as the expression of the achieved result. Materials and methods. The study used legislative and normative documents regulating investment and construction activities in the Russian Federation as well as papers of domestic and foreign scientists. The examined normative and methodological materials allowed identifying criteria and factors of classification of reengineering measures at the level of “building project – building site” and on this basis establishing the composition of the reengineering of a CCP and reengineering of technological processes. Results. The article examines the normative component of the practical activity of the reengineering. It provides the following terms regulated by the current legislative base of construction: reconstruction, major repair, technical re-equipment, restoration. Separately, the definition of CCP reprofiling is suggested. Structural and functional relations within CCP and technological processes reengineering are studied. Conclusions. The research has demonstrated that the reengineering is an efficient mechanism of formation of a comfortable living environment based on achievements of science and technology, record and complete satisfaction of consumers’ demands, as well as the creation of competitive advantages for not only domestic construction establishments but also the whole national construction industry. All this made it possible to determine the genesis of the corporate level reengineering of investment and construction activities and to establish a structure of the CCP reengineering. In conclusion, the article presented the main directions for improving the efficiency of the reengineering mechanism. The role of information and analytical activity organization quality in this system of the measures is specially marked.

This research is based on the projects that Fuzhou has carried out and in developing, regarding to historical building survey, registration, documentation, publication, construction, and daily management business. It integrates smart technologies such as geographic information technology and visualization technology to develop a historical building conservation management database and Fuzhou historical building conservation planning management system. The construction of Fuzhou historical building conservation planning management system, promoted the reconstruction of historical building management processes, achieved efficient and advanced administrative management, achieved scientific and intelligent conservation of historical buildings, and improved the conservation and management of Fuzhou historical buildings in the field of technology level.

يهدف البحث الحالي إلى تقييم دور متطلبات إعادة هندسة عمليات الأعمال في التحسين المستمر وذلك باعتماد خمسة متطلبات إجرائية والمتمثلة في (الإستراتيجية، التزام الادارة العليا، تقانة المعلومات، الإتصال، تمكين العاملين)، ودورها في التحســين المســتمر في المنظمات الصناعية. وقد تم اختيار معمل سمنت حمام العليل ليكون مجالاً للتطبيق الميداني للبحث، واعتمد البحث أداة الاستبانة لجمع البيانات، حيث وزعت (40) استمارة استبيان على المديرين في جميع المستويات الإدارية، ومن أجل تحقيق أهداف البحث وفرضياته تم وضع أنموذج افتراضي للبحث يوضح طبيعة العلاقة بين المتغيرات المستقلة والمعتمدة للبحث. وبناءاً على وصف متغيرات البحث وتشخيصها وإختبار علاقات الارتباط والتأثير تم التوصل الى عدد من الاستنتاجات والتي أكدت على وجود علاقة ارتباط وثاثير معنوي بين متطلبات تطبيق اعادة هندسة عمليات الاعمال والتحسين المستمر في المنظمة المبحوثة. وفي ضوء الاستنتاجات التي توصل إليها، قدم البحث عدداً من المقترحات من أبرزها ضرورة استثمار مزايا التطبيق السليم لمتطلبات اعادة هندسة عمليات الأعمال كمنهج لتحقيق التحسين المستمر في المنظمات الصناعية.

This article offers the theoretical aspects of reengineering the business processes of construction enterprises. There are determined the essence, role and necessity of reengineering the business processes. There was revealed the stages of reengineering, the observance of which is a necessary condition of efficiency of realization of reengineering the business processes for a construction enterprise.

Shop floor agility is a central problem in current manufacturing companies. Internal and external constraints, such as growing number of product variants and volatile markets, are changing the way these companies operate by requiring continuous adaptations or reconfigurations of their shop floors. This need for continuous shop floor changes is so important that finding a solution to this problem would offer a competitive advantage to contemporary manufacturing companies. The central issue is, therefore, which techniques, methods, and tools are appropriate to address shop floors whose life cycles are no more static but show high level of dynamics. In other words, how to make the process of changing and adapting the shop floor fast, cost effective, and easy. The long history of industrial systems automation shows that the problem of developing and maintaining agile shop floors cannot be solved without an integrated view, which accommodate the different perspectives and actors involved in the various phases of the life cycle of these systems. Moreover, supporting methods and tools should be designed and developed to accommodate the continuous evolution of the manufacturing systems along their life cycle phases – a problem of shop floor reengineering. The design and development of a methodology to address shop floor reengineering is thus an important research issue aiming to improve shop floor agility, and, therefore, increasing the global competitiveness of contemporary manufacturing companies. Agility is a fundamental requirement for modern manufacturing companies in order to face challenges provoked by the globalisation, changes on environment and working conditions regulations, improved standards for quality, fast technological mutation, and changes of the production paradigms. The turbulent and continuous market changes have impacts at different levels, from company management to shop floor. Only companies that exhibit highly

EReeRisk (Efficient Reengineering Risk) is a risk impact measurement tool which automatically identifies and measure impact of various risk components involve in reengineering process of legacy software system. EReeRisk takes data directly from users of legacy system and establishes various risk measurement metrics according to different risk measurement scheme of ReeRisk framework [1]. Furthermore EReeRisk present a variety of statistical quantities for project management to obtain decision concerning at what time evolution of a legacy system through reengineering is successful. Its enhanced user interface greatly simplifies the risk assessment procedures and the usage reaming time. The tool can perform the following tasks to support decision concern with the selection of reengineering as a system evolution strategy. [1] To establish promising risk measurement models for legacy system under evaluation. [2] To measure risk impact of specific risk component of legacy system under evaluation [3] To identity& establish various risk measurement index for risk impact measurement. [4] To establish and measure perspective and domain specific risk impact of legacy system. [5] To identify the source of risks and indicates how they affect impact of particular risk component. [6] To determine the validity of risk measurement models from field data.

In recent years, our army attaches great importance to the application of big data technology in the field of military logistics. With the concern of the head of the CMC, relevant departments actively deploy the application of big data technology. At present, big data technology is only applied in some units of the military feeding Industry, which is in the initial stage and has a huge development space. This paper mainly introduces the application status of big data technology, the application ideas and related supporting measures in the feeding Industry.

Article is devoted to the analysis of such concepts as reengineering, reengineering stages, the principles which help correctly and with smaller degree of risk to carry out this method. Factors that influence the re-engineering of business processes and approaches to its implementation are also considered.

International audience; The transformative actions in education, driven by the social changes in our contemporary society, aim to adapt individuals to the new socio-economic environment. As a result, the digitalisation of adult education takes on a significant role, in response to the need for constant and less time-consuming training. How does the use of new technologies in adult education contribute to the reconfiguration of learning engineering? The aim of this article is to examine the current transformations in education, better understand the recent developments induced by blended learning and the effects observed in adults. To do so, we conducted a case study on adult learners during the academic years 2018-2020. The experimentation consisted in transforming a face-to-face course into a blended course. The presentation and analysis of the engineering of the blended learning scenario attempts to answer the following question: How does blended learning transform the practices of accompaniment, support or coaching (Papadopoulou, 2020)? As for the analysis of the three questionnaires proposed to the students, it aims to answer the question: How does the introduction of blended courses effect the adult learners? Thus, cross-analysis of the collected data provides results about the transformations of practices caused by the integration of new technologies in adult education.

The pesantren’s potential includes economic assets, religious teachings and ties between Kiai, santri, santri families, alumni, and the surrounding community to be important social capital in economic activities. This economic potential was realized by the Maslakul Huda Kajen Pati Islamic Boarding School, giving birth to several business units under the auspices of Islamic Boarding Schools. Then the pesantren business unit management is deemed necessary to be applied in order to create a pesantren sustainability. The study uses qualitative research method (qualitative research). The object of this study is BUMP Maslakul Huda with several business units, those are: BPRS Artha Mas Abadi, BPR Artha Huda Abadi, CV Mabadi Sejahtera and Agribusiness. The implementation of management functions at BUMP Maslakul Huda is planning, organizing, actuating and controlling, have gone well. With the implementation of management in BUMP and business units, what is produced is: the mechanism of the organization is running well, identifying problems and finding solutions and strategies to minimize failure and maximize the success of the program. Thus, the steps taken by BUMP and business units will encourage the economic independence of pesantren.

Cloud computing is a paradigm which has changed the way organizations develop, manage, and deploy their applications. Most of the resources are available at low costs in this technology and it creates new opportunities for organizations to move their existing applications to the cloud for modernization. But this modernization also comes at a price. The authors present a model-driven approach to address the challenges in application modernization and focus on the application migration to cloud. Most of the cloud applications are very specific to a particular vendor's features or services. The proposed methodology addresses the challenge of vendor lock-in also. The authors present their theoretical details and experience with two pilot projects where they have applied the proposed approach.

Business process reengineering (BPR) is identified as one of the most important solutions for organizational improvements in all performance measures of business processes. However, high failure rates 70% is reported about using it the most important reason that caused the failure is the focus on the process itself; regardless of the surrounding environment, and the knowledge of the organization. The other reasons are due to the lack of tools to determine the causes of the inconsistencies and inefficiencies.This paper proposes Process Reengineering Ontology-based knowledge Map Methodology (PROM) to reduce the failure ratio, solve BPR problems, and overcome their difficulties. Using an organizational ontology to show the structure and environment surrounding to organization's processes, using knowledge maps as an inference that succeeds to identify and find out the causes that lead to contradictions and inefficiencies, and using Analytical hierarchy processing to identify and prioritize processes of the business to be re-designed. Through the proposed methodology, all organizational processes are completely analyzed. Moreover, Analytical Hierarchy Processing technique is used to show the most important processes with high priority to be reengineered first then it is easy to discover any errors occurred during reengineering process through knowledge map so BPR is done successfully. Finally, Apply the proposed methodology to inventory management shows how processes reengineering are done successfully and helping the organization to achieve its objectives. Keywords: Business process reengineering, Knowledge map, Ontology, Analytic hierarchical processing

Changes are a daily reality in the process industry and potential implications on major accident hazards must be properly managed. Management of change is a part of safety management, however, changes are often complex and usually involve both technical and organizational aspects. We present a new integrated method (to make a distinction, we name it a “Safety change management”) to evaluate and manage change proposals, considering both technical and organizational dimensions in an integrated way. This method includes the consideration of applicable management levels within the organization and follows a business process redesign model. A change is evaluated for its impacts and interactions between various management levels (using a set of checklists) and accordingly, planning actions are prepared for validation and monitoring. The method was subject to testing and validation by two industrial organizations via ex-post re-assessments of three recent changes. The proposed method was found detailed, effective, useful and transparent by the plant managers involved.

Despite the important role of emergency department (ED) performance measurement, commonly used metrics remain disaggregated and are not standardized. The objectives of this study are to develop an aggregated performance measure that enables benchmarking EDs with respect to technical and scale efficiencies, and to investigate significant exogenous factors affecting the technical efficiency of EDs. To our best knowledge, this is the first study that examines the scale and technical efficiencies of EDs and helps to address hospital redesign/reengineering. This study formulated input-oriented data envelopment analysis (DEA) models that involve three inputs and three outputs and derived efficiency scores for individual EDs. The DEA analysis indicated that many EDs may not need to modify the size of their operations to improve efficiency. Instead, they may need to focus their efforts on re-engineering their processes to use their inputs more efficiently. The logistic regression analysis demonstrated tha...

This work is an extension of the Proceedings of the International Conference on Industrial Engineering, Management Science and Applications, which presented some of the phases of Reengineering applied to Bamboo Panel Company; the results were Strategic planning, Systemic Diagnosis and Performance Indicators through the Balanced Scorecard. Now, the main purpose of this article is to present a methodology that embedding Organizational Diagnosis and Reengineering, which emphasizes the incorporation of culture, context, management style, and knowledge as well as inner and outer actors. The results of the proposed methodology applied to the case study are included, up to the moment of the writing of this article. Future work consists on the development of strategies for Innovation as a strategy planned in the Balanced Scorecard and derived from the embedded methodology.

McCarthy developed a framework for modeling the economic rationale of different business transactions along the enterprise value chain described in his seminal article “The REA Accounting Model – A Generalized Framework for Accounting Systems in a Shared Data Environment” Originally, the REA accounting model was specified in the entity-relationship (ER) language. Later on other languages – especially in form of generic data models and UML class models (UML language) – were used. Recently, the OntoUML language was developed by Guizzardi and used by Gailly et al. for a metaphysical reengineering of the REA enterprise ontology. Although the REA accounting model originally addressed the accounting domain, it most successfuly is applied as a reference framework for the conceptual modeling of enterprise systems. The primary research objective of this article is to anchor the REA-based models more deeply in the accounting domain. In order to achieve this objective, essential primitives of the REA model are identified and conceptualized in the OntoUML language within the Asset Liability Equity (ALE) context of the traditional ALE accounting domain.

Background Clinical laboratories have focused on quality for more than 60 years. While analytic quality is considered excellent in most laboratories, nonanalytic quality is an area for focused improvement. One of our quality metrics, lost samples, has been tracked continuously for 25 years and has demonstrated steady improvement. Nonanalytic processes have become highly automated within our organization, which, we believe, was a major factor in reducing lost samples. We have also implemented numerous behavioral controls and completed many process reengineering projects that have had a demonstrable effect on lost sample rates. Our objective in this study was to determine the overall contributions of our error-proofing methods to reducing lost samples. Methods Using data spanning 25 years, we plotted the correlation between lost samples and the implementation dates for 8 major phases of automation along with 16 process improvements and engineering controls. Results The lost sample rate decreased nearly 100-fold. In Six Sigma terms, the 12-month moving average for lost samples currently hovers around 5.85-sigma, with several months at or better than 6-sigma. While implementation of process improvements, engineering controls, and automation all contributed to the reduction, automation was the most significant contributor. Conclusions The custom automation in use by our laboratory has led to improved nonanalytic quality. Although this level of automation might not be possible for all laboratories, our description of 16 behavior and engineering controls may be useful to other laboratories seeking to design high-quality nonanalytic processes.

This paper deals with the simulation study carried out to solve bottleneck operations using manufacturing process reengineering. The study was carried out in a ceramic fiber products manufacturing company that deals with heat insulation solutions. The study mainly concentrates on the current capacity of facilities and delay in the manufacturing lead time in order to meet the order fulfillment lead time (OFLT). A simulation model was developed for the current scenario, and all the necessary performance measures were analyzed in order to propose changes in the process. It was found that the facilities had huge cycle time to process the products to the next stage, which created huge delays in meeting the OFLT. The outcome of the simulation was taken into account by the decision makers and recommendations implemented for the retro fitment of existing facilities. Using process reengineering, the proposed changes in the manufacturing line yielded 50% reduction in cycle time and manufacturing lead time (MLT) was reduced to 1.5 from 3 days.

Dynamically changing economic conditions require Russia to transit to an innovative development model where fuel and energy complex is the technological basis of the economy and high-tech industries play the role of revenue sources. For this, essential changes in the active business models of enterprises operating in the fuel and energy complex are necessary. Business processes reengineering is an effective tool for such transformations. The author has analyzed the evolution of the concept of business process reengineering and has determined that the fundamental change of the main business processes takes place under the influence of the upcoming technological order. At the same time, an essential element of reengineering at the current stage of development is the mass use of information technologies in production. It has been established that Russian and foreign approaches to reengineering are of a generalized nature and do not take into account the branch peculiarities of an industry. This circumstance limits the possibilities of their application at enterprises of the fuel and energy complex, the main business processes of which have specific properties that determine the peculiarities of their reengineering: the impossibility of an isolated reengineering performance in one enterprise; the dependence of the reengineering goals on the energy market conjuncture; the risks to loose energy independence on the national scale; lack of experience and effective tools for implementing business processes; dependence on material, financial and human resources. The results of the expert survey of the top management of a number of enterprises operating in the fuel and energy complex have revealed that the organizational and managerial factors, in other words the imperfection of business models, hence, the main business models, prevent from the development of innovative activity. The analysis of the conducted reengineering projects and the experience in process management of enterprises operating in the fuel and energy complex have demonstrated the lack of uniform norms and standards for reengineering business processes in the energy sector. Taking into account the revealed peculiarities of business process reengineering at the enterprises of the fuel and energy complex, the following methodological principles of reengineering have been formulated: compliance with the basic requirement in the energy production industry - continuity and reliability of energy supply; assessment of the need for business process reengineering "planned preventive maintenance"; implementation of reengineering, first of all, reengineering of the main business processes; the complexity of transformation of business processes at energy enterprises; creation and development of a common information environment in the complex sectors and among them; transformation of enterprises into flexible production systems; the exclusion of the main product production or the basic service provision from the objects of the business process reengineering. The effectiveness of simulation modeling and methodology of the system approach to develop the principles of business process reengineering at the enterprises of the complex has been substantiated. The direction for further research is to create the author's methodology for assessing the efficiency of each business process separately and the relationships among them.

OD matrix estimation of freight transportation is important in urban traffic and logistic planning. In this process, passenger traffic does not require participating in the mode of distribu...

BPR as the micro financial medium institution was seen as one of translation media and risk transformation. The ability of BPR in managing risk became an attention along with the increase of volume and the business operational complexity, including bank operational risk like fraud caused by people, system, or external condition. If there was no controlling, it would create loss potency for BPR itself. This research aimed to measure the loss effect because of operational risk and to identify the system of operational risk control using basic indicator approach. The population of this research was all BPR in Malang, namely 39 banks. The samples used were 20 banks. Data collection method used was observation and documentation. The research result showed that operational risk events were divided into 4 quadrants, namely Low Frequency/High Impact, High Frequency/High Impact, Low Frequency/Low Impact, and High Frequency/Low Impact. The quadrants division resulted information related to how the operational risk would be managed. Total capital charge of all BPR in Malang was IDR.4.085.114.000,00. It indicated that the total capital charge used was to anticipate the operational risk. BPR sebagai lembaga perantara keuangan mikro, semakin dilihat sebagai salah satu media translasi dan transformasi risiko. Kemampuan BPR dalam mengelola risiko semakin menjadi perhatian sejalan dengan peningkatan volume dan kompleksitas operasional bisnisnya, termasuk risiko operasional bank seperti fraud yang disebabkan oleh orang, sistem atau kondisi eksternal, yang apabila tidak dilakukan pengendalian menciptakan potensi kerugian bagi BPR yang bersangkutan.Penelitian ini bertujuan untuk mengukur dampak kerugian yang ditimbulkan akibat adanya risiko operasional dan mengidentifikasi sistem pengendalian risiko operasional dengan menggunakan pendekatan indikator dasar. Populasi dalam penelitian ini adalah seluruh BPR di Kota dan Kabupaten Malang yang berjumlah 39 bank. Sampel yang digunakan sebanyak 20 bank. Metode pengumpulan data dengan menggunakan observasi dan dokumentasi. Hasil penelitian menunjukkan kejadian risiko operasional terbagi dalam 4 kuadran yaitu: Low Frequency/High Impact, High Frequency/High Impact, Low Frequency/Low Impact, dan High Frequency/Low Impact. Pembagian kuadran tersebut menghasilkan informasi yang terkait dengan bagaimana risiko operasional akan dikelola. Total capital charge seluruh BPR di Wilayah Malang sebesar Rp.4.085.114.000,00, hal ini menunjukkan besar jumlah capital charge yang digunakan untuk mengantisipasi terjadinya risiko operasional.

This study examined the potential of adapting the software Capability Maturity Model as a process improvement paradigm within the context of industrial process improvement. Traditional methods of process improvement incorporate some facets of Total Quality Management (TQM), business process improvement (BPI), business process reengineering (BPR), business process management (BPM), benchmarking, regulation, legislation, Six Sigma, and standards. Hypothesis testing showed two statistically significant outcomes regarding the first and the fifth maturity levels reflecting ad hoc processes and optimized processes, respectively.