Please use this identifier to cite or link to this item: https://hdl.handle.net/10356/51202
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dc.contributor.authorChan, Kam Piew
dc.contributor.authorLam, Kuo Yung
dc.contributor.authorYap, Wee Kwong
dc.date.accessioned2013-03-06T08:09:08Z
dc.date.available2013-03-06T08:09:08Z
dc.date.copyright1996en_US
dc.date.issued1996
dc.identifier.urihttp://hdl.handle.net/10356/51202
dc.description.abstractIn this region, many top managers perceive Business Process Reengineering (BPR) as no more than the latest in a long line of management fads. According to a local consultant, they respond to this idea with cynicism because they see BPR as simply a new name for total quality management. At the same time, they are desperate for new paradigms because they are afraid of not being able to change their organisations fast enough to cope with the tremendous growth in this Far East region. In this ARP, we wiU introduce the concept of BPR to a local manufacturing company and explain to the management its benefits and relevance in the industry that the company is in. We wiU attempt to identify the various aspects of the operations in the company which we think are necessary to improve on its cycle time, costs and customer service. We will also take this opportunity to explain to them how BPR, enabled by information technology, is essential for them to keep ahead of their competitors and to remain competitive as they move into the 21st Century.en_US
dc.format.extent156 p.en_US
dc.language.isoenen_US
dc.rightsNanyang Technological University
dc.subjectDRNTU::Business::Accountingen_US
dc.titleApplication of business process reengineering in a company in Singaporeen_US
dc.typeFinal Year Project (FYP)en_US
dc.contributor.schoolSchool of Accountance and Businessen_US
dc.description.degreeACCOUNTANCYen_US
dc.contributor.supervisor2Chiang Hsiang-Li Rogeren_US
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Appears in Collections:NBS Student Reports (FYP/IA/PA/PI)
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