Business process reengineering during technology implementation in power plants

M.Ing. (Engineering Management)Abstract: Business process reengineering (BPR) aims to challenge and assist organisations to break away from old ways of conducting business processes and embrace new ways to execute business processes. The implementation of new technology allows organisations to improve and simplify methods of executing business processes. Despite this, the possible benefits provided by new technology are not achieved when ineffective and outdated business processes are reapplied to execute business operational activities even though technology provides alternative ways of executing business processes. South African power generation plants are implementing new technologies to modernise business processes and to improve power plant performance. New technology encapsulates advanced integrated systems capable of providing real-time analysis, monitoring and online system diagnosis. The technology enables plant personnel to take effective and well-informed decisions based on current operating conditions of the plant. The purpose of this research is to confirm that the benefits provided by new technology are not achieved when technology is implemented without correctly reengineering existing business processes. The research investigates if there are any gaps in the BPR methods applied in power plants during new technology implementation. The research also establishes which BPR success factors are not successfully incorporated when new technology is implemented in power generation plants. The research uses two case studies within the same organisation to evaluate how BPR is conducted during new technology implementation. The cases provide in-depth knowledge regarding BPR in existing power plants and newly built power plants when new technology is implemented. The research found that if business processes are not reengineered according to best practices and all success factors are not successfully incorporated during new technology, the benefits that the technology provides are not achieved. The research identified ignorance of the employee’s concerns and fears regarding changes, the lack of a technology impact assessment on organisational culture, and limited involvement and participation of employees, as the main reasons contributing to not achieving the benefits provided by technology. The research contributes to the BPR body of knowledge by highlighting that the early involvement of employees and their active participation during the reengineering of business processes are paramount in achieving technology benefits. Furthermore, the assessment of the impact of technology on the organisational culture and ensuring that all BPR success factors are incorporated during new technology implementation, reduce conflict and resistance amongst stakeholders and improve the likelihood that the technology benefits will be achieved