International Journal of Science and Research (IJSR)
ISSN: 2319-7064
ResearchGate Impact Factor (2018): 0.28 | SJIF (2018): 7.426
Volume 8 Issue 11, November 2019
www.ijsr.net
Licensed Under Creative Commons Attribution CC BY
The loan request process requires a specific time limit for
filing the application and completing the approval process.
Therefore, it is important in the loan request process to take
care of the time to complete the task. The applicant's
application could reject for several reasons, informing the
customer why and making suggestions for accepting the
application helps save time and effort for the client and the
bank as well. Loan request process re-engineering focuses
on providing the customer with appropriate suggestions in
these cases:
1) When the applicant's request is received, it is checked to
make sure that the order is complete, and in case it is not
completed, a rejection message is sent to the client and
suggestions are provided to help him know the reason for
the rejection to be completed and re-order again.
2) When the applicant's eligibility is rejected after the
property and the loan risk evaluation, the application is
rejected, and then suggestions are sent to check the
balance on the credit card to be approved.
3) When the application is canceled because the client has
not signed the payment agreement, suggestions are made
to the applicant to complete the required paperwork and
procedures within two weeks.
5. Conclusion
Business process automation is an essential step in the ever-
evolving world of industry. It has emerged as a part of
business process re-engineering, which in turn formulate an
important part of Enterprise Resources Planning.
Companies, especially banks, are constantly striving to work
in parallel with these developments in the industrial world.
Automation helped banks reduce waiting times and efforts
for users and employees, thus improve performance and
efficiency.
This research is aimed to apply the bizagi personal loan
request application in order to examine and follow the loan
request automation. This suite or program is selected
because it could be download easily, and users can access
and handle it quickly and clearly. The research outcomes
proved that loan request automation has many benefits for
bank, employee and users such as reduce stress, time-
wasting, effort, long procedures, increase the speed, and
dealing with large number of customers, users also can
access to bizagi platform from any device at any time, fill
the application, get notifications about their request and pay
via it in the case of accepted requests.
References
[1] M. Nikolaidou, D. Anagnostopoulos, and A.
Tsalgatidou, ―Business processes modelling and
automation in the banking sector: A case study,‖ Int. J.
Simul. Syst. Sci. Technol., vol. 2, no. 2, pp. 65–76, 2008.
[2] H. Sharma, ―Production planning and control,‖ B. Rex
Ed., 2019.
[3] A. Goksoy, B. Ozsoy, and O. Vayvay, ―Business
Process Reengineering: Strategic Tool for Managing
Organizational Change an Application in a
Multinational Company,‖ Int. J. Bus. Manag., vol. 7,
no. 2, 2012.
[4] P. . Saleem, Contemporary office handbook. 2012.
[5] F. Gerhardsson and E. Akerlund, ―Process Automation
with Business Process Management,‖ p. 66, 2012.
[6] 2nd Edition Center for Financial Training Banking
Systems, Banking Systems, 2nd Edition Center for
Financial Training. Banking systems –second edition,
2010.
[7] N. S. Alghusain, A. A. Alsmadi, A. M. Alqtish, and R.
Al-Qirem, ―The Relationship between E-Banking
Services and Profitability Jordanian Banks as a Case,‖
Int. J. Econ. Financ., vol. 9, no. 5, p. 114, 2017.
[8] V. Ivanov, ―Meeting the Need for Flexibility in
Business Processes,‖ pp. 1–45, 2017.
[9] R. Singer, ―An Ontological Analysis of Business
Process Modeling and Execution,‖ pp. 1–33, 2019.
[10] H. Wong and D. Eyers, ―Enhancing Responsiveness for
Mass Customization Strategies through the Use of
Rapid Manufacturing Technologies,‖ Innov. Quick
Response Programs Logist. Supply Chain Manag., pp.
205–226, 2010.
[11] H. von Scheel, M. von Rosing, and A.-W. Scheer, The
Complete Business Process Handbook. 2015.
[12] H. L. Bhaskar, ―Business process reengineering: A
process based management tool,‖ Serbian J. Manag.,
vol. 13, no. 1, pp. 63–87, 2018.
[13] J. J. Sungau, P. C. Ndunguru, and J. Kimeme, ―Business
Process Re-Engineering: the Technique To Improve
Delivering Speed of Service Industry in Tanzania,‖
Indep. J. Manag. Prod., vol. 4, no. 1, 2013.
[14] Y.-C. Chen, ―Emperical Modelling for Participative
Business Process Reengineering,‖ Int. J. Comput. Appl.
Technol., vol. 14, no. 4/5/6, pp. 68–96, 2001.
[15] B. Fitzgerald and C. Murphy, ―Business Process
Reengineering, The Creation and Implementation of a
Methodology 1,‖ J. Inf. Syst. Oper. Res., vol. 34, no. 1,
pp. 3–14, 1996.
[16] J. Cardoso, R. P. Bostrom, and A. Sheth, ―Workflow
Management Systems and ERP Systems: Differences,
Commonalities, and Applications,‖ Inf. Technol.
Manag., vol. 5, no. 3/4, pp. 319–338, 2004.
[17] M. Rashid, L. Hossain, and J. Patrick, ―The evolution of
ERP Systems: A historical perspective,‖ Enterp.
Resour. …, pp. 1–16, 2002.
[18] O’Leary, Enterprise Resource Planning System. 2000.
[19] S. Sadrzadehrafiei, A. G. Chofreh, N. K. Hosseini, and
R. Sulaiman, ―The Benefits of Enterprise Resource
Planning (ERP) System Implementation in Dry Food
Packaging Industry,‖ Procedia Technol., vol. 11, no.
Iceei, pp. 220–226, 2013.
[20] I. Alomari, A. M. Amir, K. A. Aziz, and S. M. Auzair,
―Enterprise resource planning system business process
attributes: A research note,‖ Int. J. Appl. Res. Stud., vol.
5, no. 3, pp. 111–115, 2019.
[21] J. Razmi and R. Sangari, Mohamad Sadegh, Ghodsi,
―Developing a practical framework for assessing ERP
post-implementation success using fuzzy analytic
network process,‖ Int. J. Prod. Res., vol. 51, no. 4, pp.
1236–1257, 2009.
[22] N. Ganiger et al., ―Online Loan Application and
Verification for,‖ pp. 9706–9710, 2017.
[23] B. P. Guide, M. Costs, and R. Challenges, ―Loan
Origination Automation and Its Impact on Operational
Efficiency,‖ no. March, 2015.
[24] A. O. Adebayo, A. Zandra, L. Oluwatosin, and M.