ERP Based Business Process Reengineering

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ICEIS 2004 6th International Conference on
Enterprise Information Systems April 13-17,
2004, Universidade Portucalense , Porto,
Portugal AREA 1 Databases and Information
Systems Integration Paper ERP Based Business
Process Reengineering in a Human Resources
Department A Case Study Approach Konstantinos
Chertouras IT Division, Papageorgiou Regional
Hospital, Thessaloniki, Greece Co-Author
Theodora Chatzikallia Independent Consultant,
Drimos, Thessaloniki, Greece
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Presentation Plan

• Introduction / General Overview and Definitions
• Non ERP Modeling Approach
• ERP Modeling Approach and Merits Obtained
• Conclusions

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1. Introduction

• Modern organizations are considered highly
  complex networks of business units
• Each business unit realizes a part of the
  organizations business process
• Complexity of business tasks requires computing
  power
• A common approach tackle the business process
  objectives each unit accomplishes with an IT
  platform
• A common problem a different IT platform for
  each unit
• A great solution ERP based IT engineering

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2. General Overview

• Aim Outline how ERP technology can enhance
  productivity
• Case Study A multi-departmental organization
• Test Unit The Human Resources department
• Organization Structure Several units including
  subunits
• Aim Realize the business process and produce the
  corresponding business products
• Two types of Implementation ERP vs. non ERP

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3. Human Resources Department

• Four key business units
• Personnel Administration
• Payroll
• Time Management / Time Evaluation
• Organizational Management
• Massive load of information exchange
• Example Business tasks to be conducted in an
  expected/unexpected employee leave

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4. Non-ERP Approach

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5. Non-ERP Approach Key Issues

• Single point of customer service for each task
• Error prone information exchange among business
  nodes
• Reduced fault tolerance in case of a node
  failure
• Global loss of business process coordination if
  central node
• Nc becomes unavailable
• Employees are totally responsible for the
  business
• process realization and operate without
  control

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6. ERP Approach
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7. ERP Approach Key Issues 1/2

• A number of significant merits obtained from
  the ERP system employment
• Increase in both quality and quantity of
  information exchanged
• A common user interface able to allow business
  users to perform a
• variety of business tasks without retraining
• Integration e.g. Time manager perform
  organizational management
• tasks and vice versa
• Transparency e.g. Employees could be served by
  more than one
• end points

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8. ERP Approach Key Issues 2/2

• Fault tolerance is increased
• Consistency is significantly improved
• Workload balancing is finely tuned

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9. Conclusions 1/2

• ERP Implementation allowed
• An increase in the performance achieved in terms
  of business
• process requests served at any given time
  period
• Better interdepartmental cooperation through the
  use of the same
• unified IT ERP platform by all team members
• A significant decrease in the number of errors in
  the business
• process and in the information exchange among
  business nodes

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10. Conclusions 2/2

• ERP Implementation allowed
• A significant reduction in the workload offered
  to the central
• coordinator node
• An increase in the systems fault tolerance in
  case of business nodes
• failures
• Easy adaptation of new business methodologies by
  using standard
• software engineering procedures

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End of Presentation Thank you for your
attention Paper ERP Based Business Process
Reengineering in a Human Resources Department A
Case Study Approach Konstantinos
Chertouras Dipl.-Eng ECE, Tech.Univ.Crete,Greece,
MSEE,DIC, Imp.College, London IT Division,
Papageorgiou Regional Hospital, Thessaloniki,
Greece Co-Author Theodora Chatzikallia Dipl.-E
ng Mechanical Engineer, Aristotle Univ.
Thessaloniki, Independent Consultant, Drimos,
Thessaloniki, Greece
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