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This paper reports evidence from a survey, aimed at testing whether and how Information and Communication Technologies (ICTs), which enable the adoption of product-service systems, can contribute to value creation. This analysis builds on previous contributions, according to which companies that are enriching their product offering through value-added services (the so-called servitisation strategy) often report lower levels of profitability, owing to the poor performance of their operating process. A wide stream of research claims that companies that invest in ICTs can enjoy valuable outcomes, since the adoption of such technologies results in processes that are more efficient and more responsive. Our hypothesis concerns the possibility of leveraging ICTs at operating process level so as to pursue a servitisation strategy. The in-field analysis presented in this paper concerns a sample of 109 companies located in Italy; data collected through the survey have been analysed using the structural equation modelling approach. The evidence presented demonstrates that ICTs can have a relevant impact on value creation because they lead to superior responsiveness of operating processes and to sound improvements in the product offering. In particular, companies that are able to embed such superior responsiveness into their product offering can further boost value creation. [ABSTRACT FROM AUTHOR]

The research task is the improvement of scientific principles and development of a methodical approach to the modelling of enterprises’ development scenarios that apply business process reengineering in order to increase the level of competitiveness. The urgency of the research. The relevance of further researches is determined by the fact that the practical implementation of scientific approaches in Ukraine has not become popular, and the aspects of business process reengineering have been implemented only fragmentarily. Target setting. The development and discussions of procedural, systemic, and synergetic approaches to enterprise development have determined the concept of business process reengineering. Therefore, the further development of methodical principles for the realization of business process reengineering in the practice of business management is urgent and relevant. Uninvestigated parts of general matters defining. The justification of the expediency of using the tools for business process reengineering through the modelling of the future results at Ukrainian enterprises requires further scientific development. Materials and methods. The historical-evolutionary method was used to investigate the essence and origin of the category of reengineering and to distinguish its main features. By means of analysis and synthesis, the conceptual bases of business processes reengineering are determined. Implementation of complex, systemic, and synergetic approaches as a basis for application of business process reengineering allowed developing a modelling methodology for forecasting scenarios of the level of competitiveness of a business unit. The application of a systematic approach is reflected in the consideration of the impact of external and internal factors on the enterprise, complex factor – in combination of factors with the criteria of the enterprises managing that are able to compete in the world market, as well as the application of method at different levels – macro, meso, and micro. Methods of economic modelling and forecasting were used for forming a model of forecasting of the level of enterprise competitiveness. Results. The main features are segregated and a method for modelling of the results of its implementation is formulated. The algorithm of modelling of development scenario as a result of the application of reengineering is developed. A model for predicting of the level of competitiveness for the Ukrainian economy is constructed as well. Practical implications. The brilliant examples of corporations that received the “second breath” as a result of the introduction and reengineering of processes were General Electric, Toyota and Chrysler, Kodak, Siemens Nixdorf Service, IBM Credit. The proposed methodological approach can be applied by enterprises to predict the level of competitiveness of an enterprise as a result of the introduction of business process reengineering, depending on possible costs and target commodity output. Value/originality. Such a method of forecasting the competitiveness of an enterprise as a result of business process reengineering is important and can be used to predict the level of competitiveness at all levels of management.

While implementing the radical transformations, such as the business processes reengineering in the work of industrial enterprises, there is a need to increase the personnel operating efficiency in the business processes redesign. The urgent increase of control by the top management of companies is demanded for observing the procedure and standards of business processes reengineering at the enterprises in order to increase its cost effectiveness. Therefore, the relevance of the scientific research subject is indisputable. The research works of academic economists concerning the features of staffing for the business processes reengineering of companies are analyzed. The ways to overcome the resistance to organizational changes of industrial enterprises by the staff are developed. The description of the effective members of the reengineering team in the work of the company has been improved by forming special features of each member of the reengineering team. The personal and professional competencies of the personnel are shaped and offered as the most effective ones for successful realization of marketing activity reengineering at the industrial enterprises. A questionnaire was developed as part of the analysis and selection of personnel during the marketing activities reengineering at the industrial enterprises. The resulting component of the questionnaire was developed for making managerial decision on personnel selection in reengineering teams.

Purpose – Business systems are made up of processes. Processes are collection of activities of businesses that results in an output. And when processes become old and inefficient and can’t deliver results they must be redesigned or replaced. Business process reengineering is a tool for transformation of business process and unconstrained reshaping of all business processes. This study uses case and critical literature analysis (CLA) to investigate and focus on the development of business process reengineering (BPR) application concept and its outcome to the industrial set-up (service giving and manufacturing). Approach/methodology – The goal is achieved by case and critical literature analysis (CLA). The case validates its result and justifies its practicality. This study contributed in the context of BPR as a process based management tool for selecting, managing and reengineering selected processes for overall manufacturing or service quality improvement. Findings – In this study, a series of manufacturing processes and a framework for the guidelines of modeling has shown. Core processes of different industries has presented in effective manner. These validates that business process reengineering is a process-based management tool that can deliver both, either redesign or replace inefficient processes, as required, with a breakthrough result. It can be applied to single, group or entire processes comprising the organization. Practical implications – On the basis of presented case study & process modeling guidelines the managers can use BPR to redesign their inefficient processes. Originality/value – This approach suggests adopting BPR at any cost as a tool to improve all business processes as well as overall productivity and performance by managing their whole process. Case study motivates practitioners/managers towards reengineer and manages their business process.

Through this article I intend to discuss as much as possible the concepts of restructuring and redesign in the companies. The objectives pursued by them regarding the increase of efficiency and profitability underlie the conceptual restructuring managers attention. Commercial literature treats the phenomenon by the following: reducing size and diminishing the number of levels of the firm. Companies use restructuring when pursuing cost reductions, efficiency gains and efficiency, but there is also a negative side: uncertainty and the risk of losing posts that lead to low employee involvement in innovation and creativity. Restructuring organizations, reorganizing them leads to long-term results, in which case immediate or short-term benefits are not desired. Countless companies have understood the idea of reengineering by adapting business with techniques that executives and managers should use to reinvent businesses to combat competition in a new world..

Blockchain technology is most likely to change the next decade of business. It enables transfer of digital property from one Internet user to another in a secure way without any intermediaries. The consequences of this breakthrough technology have a vast potential in all areas of business. Information Technology (IT) provides ready to use, end-to-end solutions and allow small businesses to focus on their core business. Recent innovations in IT have positively impacted businesses. With the emergence of blockchain technology, the convergence of telecom and computing is finally reaching maturity in a unified platform for doing business in the 21st century. In this paper, we study the various ways in which blockchain technology can help small businesses and propose a framework that helps in choosing the appropriate blockchain application in the context of business process reengineering. [ABSTRACT FROM AUTHOR]

Copyright of Trípodos is the property of Universitat Ramon Llull, Facultat de Comunicacio Blanquerna and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Purpose: The subject of interest of this article is reengineering and restructuring. The purpose of the article is to answer the question: is remedial restructuring carried out using reengineering methods more efficient, i.e. is a greater percentage of the assumed restructuring goals achieved in a given unit of time than in a project carried out without using this method? Design/methodology/approach: The process of restructuring management described in the article is supported by a case study of a company dealing with production of pumps. The case study shows how effective the reengineering method is for managing corrective change. The restructuring project described in the article was aimed at eliminating unproductive processes in the company, and then leading to the development of the company by conducting organizational changes and radical rebuilding of the company's business processes. Findings: Conclusions from the case study analysis provide clear evidence that remedial restructuring using reengineering is much more efficient than in a traditional project. Originality/value: The article supplements knowledge in the field of change management. The conclusions presented in it regarding the usefulness of the reengineering method when conducting remedial processes in enterprises can be used by change managers as an indication to successfully carry out restructuring implementations. [ABSTRACT FROM AUTHOR]

Automation in auditing is driven by the principles of business process reengineering (BPR), whose default position is to eliminate labor. BPR assumes that assurance arising from human and technological inputs are substitutes and not complements. Until that hypothesis is validated, human auditors should not be perceived as expendable artifacts to be removed as quickly as possible. What is needed is a systematic exploration of what is the minimum human involvement for auditing to retain the trust of its stakeholders. In this paper, I propose that business process reengineering in auditing is complemented with what I call business process "de-engineering" (BPD). Whereas BPR asks how to remove workers from a predominantly manual process, BPD asks when adding a human would add value to a predominantly automated process. BPD in auditing focuses attention on the human/machine interactions in the audit process and will help determine their relative strengths and weaknesses. [ABSTRACT FROM AUTHOR]

Copyright of Economic Annals-XXI / Ekonomìčnij Časopis-XXI is the property of Institute of Society Transformation and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

This study establishes and examines desired organisational capabilities (DOCs) that affect the readiness and implementation of business process reengineering (BPR). This research uses a case study and review methodology (second hand material) to extract events and actions about how DOCs are caused by these events and actions. Preliminary organisational capabilities were established from a review of BPR projects' reports. Twenty-one preliminary capabilities were refined and validated through interviews with BPR executives and experts. In this way, this study presented 21 DOCs, with their influence (strength) on the success of BPR initiatives and implementation. Additionally, these DOCs are ranked according to the value of creating each, before and during BPR efforts. So, a graphical aid is provided to enable decision makers to concentrate their efforts on the most influential (strongest), considering before and during implementation. Finally, the refined organisational capabilities formed the basis of a self-assessment framework that can be used by firms to analyse their readiness to undertake a reengineering project. [ABSTRACT FROM AUTHOR]

Modelling and analysis of business processes is critical to identify current business processes and to understand the contributions of new processes to the system. The quality of the results obtained by modelling and analysis significantly influences the success of business process reengineering (BPR). Therefore, a constant development in techniques used in business process modelling (BPM) and business process analysis (BPA) is necessary. However, when these proposed techniques are analysed it becomes obvious that they repeat the same basic approach, although a few offer different visions. In BPM development studies, the use of time-activity scheduling is often considered secondary (even neglected). The reason for this is that process modelling may be considered as project management and remain under this label. Many organizations may use these techniques in managing their daily activities if the maturity level and the simplicity of project management techniques are considered. It also enables the modelling of stochastic situations, otherwise not possible to do by any BPM method. In this study an existing business process with network properties is analysed using project scheduling techniques. Thus, business processes are described as networks, modelled and timed by network properties and stochastically analysed using GERT, a project based process scheduling method. Finally the results obtained by GERT are examined using the PERT-path approach. [ABSTRACT FROM AUTHOR]

Business Process Reengineering (BPR) literature is based primarily on case studies and there is a lack of rigorous wide-ranging empirical research covering all its aspects. This paper presents the results of a survey research carried out in 73 medium and large-sized Slovenian manufacturing companies. Seven crucial areas were identified based on a synthesis of BPR literature, which must be practised to achieve effective process reengineering: management commitment, education & training, team work, BPR project characteristics, employee cooperation, information technology support, and levers & results. Variables have been constructed within these areas, using Likert scales, and statistical validity and reliability analyses. These developed variables can be important both for understanding BPR and in terms of the descriptive statistics, also reported in this paper. What emerges is the crucial importance of process orientation, goal setting, and top management commitment. Furthermore, these variables can be helpful for further research aimed at investigating BPR and its linkages with other areas, such as strategy, performance measurement, etc. [ABSTRACT FROM AUTHOR]

The relationship between the use of information technology (IT) and firm performance has been widely researched over recent years. However, there has been no well-founded empirical research on the role of intervening variables on such a relationship. The current paper aims to present an instrument to be used in such research and to study the role of two intervening variables including organizational infrastructures and business processes reengineering in such a relationship. Data from 200 car part manufacturers were gathered in a field survey. The empirical work indicated that constructed measures demonstrate the key psychometric properties including reliability and validity. The findings also demonstrate moderating effects of organizational infrastructures and mediating role of business processes reengineering on the relationship between the use of information technology and firm performance. [ABSTRACT FROM AUTHOR]

Business process reengineering (BPR) projects have been carried out for many years, with varying degrees of success. Two key reasons for failure are distinguished from the literature: insufficient stakeholder involvement and poor analyses of the business processes. The purpose of this paper is to present a decade of field experiences with collaborative BPR. Nine BPR projects were executed and analyzed in detail, leading to the identification of 87 themes regarding the efficiency and effectiveness of the project. These themes were organized into 12 categories of lessons learned that provide insight into the "best practices" and together informed the evolution of the collaborative business engineering (CBE) approach to BPR. The CBE approach combines a BPR process with collaboration and simulation modeling support to address the above-mentioned reasons for failure in BPR. The field experiences show that the CBE approach can be successfully applied for BPR projects in real life. [ABSTRACT FROM AUTHOR]

Today, a second generation of computer-based reengineering tools employs knowledge systems technology to automate and support key intellectual activities required for effective process redesign. But a central question remains as to the effectiveness of redesign through such knowledge systems. The research described in this paper is focused on testing the effectiveness of knowledge-based, process-redesign systems. We employ one such system, called "KOPeR-lite," as a platform for experimentation to assess the relative efficacy of redesigns generated by computer versus those developed by people. In this sense, we conduct a modified Turing Test to compare redesign performance of reengineering analysts with that of the knowledge system. KOPeR-lite performs comparatively well in certain respects, but human subjects outperform the machine in others. The results provide evidence to support claims of redesign efficacy through knowledge systems, and they offer insight into the relative strengths and weaknesses of people and software applications in the reengineering domain. This study further opens up new lines of research and highlights implications for process redesign and practice, including issues associated with leading adoption of knowledge system technology and extension of redesign automation systems such as KOPeR-lite. [ABSTRACT FROM AUTHOR]

Organizations are continually influenced by notions of management promoted through broadly held visions of managerial practice. These notions often incorporate models that generally prescribe information technologies as enabling agents for directed organizational change. Such concepts reflect highly cohesive, self-referential systems of beliefs, goals, and rules that structure perspectives about computerization and work in organizations. To achieve "breakthrough" changes in efficiency, performance, or competitive advantage, organizations must translate these high concepts into a specific model of change appropriate for their organizational context. This study shows how abstract and institutional-level conceptions about change are translated into actionable and individual-level realities, and how within this translation the organization's ability to reform can be locked into a constraining process. As consultants bridge institutionalized conceptions of management to discrete organizational activities, participants of change adopt not only the vision of change but also new ways to talk, act, and plan. This adoption may inhibit change by blocking effective discussion and forcing compliance to ill-fitting prescriptions. [ABSTRACT FROM AUTHOR]

Our existing knowledge of business process reengineering (BPR) is mainly derived from the experiences of private sector organizations, which have fundamentally different characteristics from public organizations. This paper represents a first step in understanding how BPR may be different in public organizations. Drawing on the public administration literature, it examines the differences between public and private organizations and their implications for BPR. Following that, it examines the BPR experience of a large public organization through an intensive case study. The case analysis shows that while there are similarities in the BPR experiences of public and private organizations, there are also notable differences. In this specific case, there were social and political pressures to reengineer, press publicity to promote BPR, a reengineering team comprised mainly of neutral staff, performance benchmarks adapted from the private sector, high-level approval for redesigned processes, and a pilot site implementation to secure further funding. It concludes with lessons learned for implementing BPR in public organizations. [ABSTRACT FROM AUTHOR]

Abstrak Sekretariat Fakultas Sains dan Teknologi Universitas Ma Chung merupakan fakultas dimana Penulis melakukan penelitian. Tujuan dari penelitian ini adalah untuk menganalisis proses bisnis yang ada di Sekretariat Fakultas Sains dan Teknologi Universitas Ma Chung berdasarkan dari hasil wawancara dengan beberapa stakeholder yang memiliki kebutuhan ataupun keluhan terhadap setiap proses bisnis yang berjalan, mengidentifikasi permasalahan dari proses bisnis yang kurang efisien dan membuat usulan perbaikan untuk setiap proses bisnis dengan menggunakan pendekatan ilmu Business Process Reengineering (BPR). Penulis juga menggunakan metode analisis nilai tambah pada penelitian ini. Tujuan dari penggunaan metode analisis nilai tambah adalah untuk mengkategorikan langkah maupun elemen kerja ke dalam tiga kategori, yakni value adding, business value adding dan non value adding. Pengaktegorisasian tersebut bertujuan untuk menghilangkan langkah maupun elemen kerja yang termasuk kedalam non value adding dan meminimalkan langkah maupun elemen kerja yang termasuk kedalam business value adding. Penulis mengidentikasi permasalahan setiap proses bisnis dengan menggunakan diagram sebab akibat. Diagram sebab akibat dapat menggambarkan dengan jelas mengenai permasalahan dengan faktor-faktor penyebab yang memengaruhi permasalahan di setiap proses bisnis. Hasil dari penelitian ini adalah pendesainan ulang setiap proses bisnis menurut kebutuhan dan keluhan dari stakeholder dan setiap proses bisnis di Sekretariat Fakultas Sains dan Teknologi didokumentasikan dalam bentuk standard operating procedure (SOP). Abstract Secretariat of Faculty of Science and Technology Ma Chung University is a place where the author conducts research. The purposes of this research are to analyze business processes in Secretariat of Faculty of Science and Technology Ma Chung University based on interview results with some stakeholders who have needs or complaints with ongoing business processes, identify problems of less efficient business processes and make proposed improvements for each business process using the Business Process Reengineering approach. Author also uses value added analysis method on this research. The purpose of using value added analysis method is to categorize steps or tasks in every business process into three categories: value adding, business value adding and non value adding. The categorizations aim to eliminate steps or tasks included into non value adding and minimize steps or tasks included into business value adding. Author identifies problems of each business process by using cause and effect diagram. Cause and effect diagram can clearly illustrate the problems with the underlying factors that affect the problem in each business process. The results of this research are redesigning every business processes according to the interview results with stakeholders about their needs and complaints and also every business process in Secretariat of Faculty of Science and Technology are documented in the form of standard operating procedure. Keywords: Business Process Reengineering, Value Added Analysis, Standard Operating Procedure and Cause and Effect Diagram.

This paper investigates challenges, strengths and weaknesses of the process of direct tax in Iranian National Tax Administration. We present strategic solutions in the form of best practices in order to improve the given process. The best practices include control relocation, Control addition, case manager, automation, technology and outsourcing. The main objective of the paper is to study the effect of the best practices on organizational performance. To do this, first the current process is modeled, and then the application of best practices is investigated by using questionnaires and interviews. Finally, according to the applied best practices, the process model is redesigned. The results showed that the use of candidate best practices has a significant and positive impact on organizational performance. Also according to the results, greater use of information technology in the organization and training employees and tax payers are among best solutions to improve the given process. Finally, operational guidelines are provided.

Organizational processes today are markedly different from decades ago. When processes become old and inefficient and can't deliver results that they were originally designed, for they must be redesigned or replaced. Business Process Reengineering (BPR) is a process-based management tool that can deliver, redesign or replace inefficient processes, as required. Despite high effectiveness of reengineering, the implementations of these projects often fail. The purpose of this study was to investigate the effect of components of BPR projects implementation on the success of these projects. The developed model included business process reengineering project success, as the dependent variable and top management support, organizational culture, education, communication, ICT infrastructure and BPR project management as the independent variables. Research population included individuals who involved in the reengineering projects in organizations that have recently implemented these projects. By using manual and electronic questionnaires, the data of 150 persons involved in BPR projects were collected. To analyze the data, structural equation modeling was performed, using the R software. Because these projects are in their early stage of implementation in Iran, only the effect of ICT infrastructure and BPR project management was approved.

Software process improvement and business process reengineering are concomitant for software companies that struggle to mature their processes to reduce software project failures. Process gap analysis is an indispensable activity of both the initiatives. It is the identification of deviations in any process from a standard well-defined process. To identify deviations, an as-is process (descriptive/current process) and its corresponding to-be process (prescriptive/standard) are required. However, there is a lack of reengineering tools that support automated gap analysis. Companies rely on manual identification of deviations. The literature discusses various graph matching algorithms/techniques that determine similarities and differences between two graphs. They can be used in software industry as well to achieve multiple objectives, such as process improvement. As these techniques present certain limitations, such as insufficient element coverage for process gap analysis, they cannot deal with process gap analysis per se. However, they establish a ground for a much sophisticated solution. This paper presents an improved gap analysis algorithm to identify deviations in processes. The proposed algorithm is formally verified and also evaluated using an example process model.

Market conditions in the modern business environment change very dynamically, which sets the task before organizations to properly and quickly respond to new challenges. Information and communication technologies have not only changed the internal organization, but also the way potential clients and customers communicate, collaborate and coordinate their activities. With that in mind, there is not only a need but also the obligation of organizations to make their business more efficient and to follow the new requirements imposed. One can say with certainty that the business conditions are constantly becoming more complex. Any stagnation is not and will not be rewarded with success in the future. Past investments in information technology without complete overall analysis, design and development of a system have not brought adequate results. This paper will highlight the possibility of significantly increasing the efficiency of operations by relying on the experience gained in previous operations of companies and the positive experiences of those who successfully meet the new challenges by introducing innovations in business and applying new IT solutions in the era of digital economy. We will also observe examples of the use of modern IT in the transformation of business processes, analyzing the trends as well as potential risks that can be expected in future growth and business development.

Copyright of Ordnance Industry Automation is the property of Editorial Board for Ordnance Industry Automation and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

This paper presents a novel framework for the management of organizational transformation, defined here as a relatively rapid transition from one archetype to another. The concept of dissipative structures, from the field of complexity theory, is used to develop and explain a specific sequence of activities which underpin effective transformation. This sequence integrates selected concepts from the literatures on strategic change, organizational learning, and business processes; in so doing, it introduces a degree of prescriptiveness which differentiates it from other managerial interpretations of complexity' theory Specifically, it proposes a three-stage process: first, the organization `conditions' the outcome of the transformation process by articulating and reconfiguring the rules which underpin its deep structure; second, it takes steps to move from its current equilibrium; and, finally, it moves into a period where positive and negative feedback loops become the focus of managerial attention. The paper argues that by managing at the level of deep structure in social systems, organizations can gain some influence over self-organizing processes which are typically regarded as unpredictable in the natural sciences. However, the paper further argues that this influence is limited to archetypal features and that detailed forms and behaviors are emergent properties of the system. Two illustrative case vignettes are presented to give an insight into the practical application of the model before conclusions are reached which speculate on the implications of this approach for strategy research. [ABSTRACT FROM AUTHOR]

Enterprise information systems play a significant role in the Industry 4.0 era and are the crucial component to realize smart manufacturing systems. However, traditional enterprise information systems have some limits: (1) lack of complete information, (2) only satisfy limited business needs, and (3) lack of seamless integration, business intelligence, value-driven processes, and dynamic optimization. Clearly, the existing enterprise information systems are unable to satisfy the requirements for smart manufacturing systems: (1) autonomous operation, (2) sustainable values, and (3) self-optimization. In addition, smart manufacturing systems have become more efficient and effective, demanding for seamless information flow in enterprise information systems, knowledge, and data-driven accurately decision. Therefore, a new enterprise information systems framework is needed to bridge gaps between the requirements for traditional manufacturing system and smart manufacturing system. In this article, the integrative framework is proposed based on the business process reengineering, lean thinking, and intelligent management methods, with inclusion of six enterprise information systems aspects to provide upgrading guidelines from traditional manufacturing to smart manufacturing. The procedure of this method contains three steps: (1) it identifies requirements and acquires best practices using AS-IS model, (2) it redesigns six aspects of enterprise information systems using TO-BE model, and (3) it proposes a new enterprise information systems framework. Finally, the proposed framework is validated by real cases. [ABSTRACT FROM AUTHOR]

Objective: To evaluate the effects of Process-Reengineering interventions on the Electronic Health Records (EHR) of a hospital over 7 years. Materials and methods: Temporal Variability Assessment (TVA) based on probabilistic data quality assessment was applied to the historic monthly-batched admission data of Hospital La Fe Valencia, Spain from 2010 to 2016. Routine healthcare data with a complete EHR was expanded by processed variables such as the Charlson Comorbidity Index. Results: Four Process-Reengineering interventions were detected by quantifiable effects on the EHR: (1) the hospital relocation in 2011 involved progressive reduction of admissions during the next four months, (2) the hospital services re-configuration incremented the number of inter-services transfers, (3) the care-services re-distribution led to transfers between facilities (4) the assignment to the hospital of a new area with 80,000 patients in 2015 inspired the discharge to home for follow up and the update of the pre-surgery planned admissions protocol that produced a significant decrease of the patient length of stay. Discussion: TVA provides an indicator of the effect of process re-engineering interventions on healthcare practice. Evaluating the effect of facilities’ relocation and increment of citizens (findings 1, 3–4), the impact of strategies (findings 2–3), and gradual changes in protocols (finding 4) may help on the hospital management by optimizing interventions based on their effect on EHRs or on data reuse. Conclusions: The effects on hospitals EHR due to process re-engineering interventions can be evaluated using the TVA methodology. Being aware of conditioned variations in EHR is of the utmost importance for the reliable reuse of routine hospitalization data. [ABSTRACT FROM AUTHOR]