Business Process Redesign or Reengineering
Business Process Redesign or Reengineering
Business Process Redesign (BPR) or Reengineering is "the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service, and speed" (Hammer and Champy, Reengineering). Since the BPR idea has surfaced it has been under constant ridicule by the popular press.
They say it takes far too long, creates management headaches, fails 70% of the time, and it's only for big companies with big checkbooks (Hydrel...). However,
I feel that with the right plan, the right people, and total commitment from those involved, BPR or Reengineering can work for any company.
The Hydrel Experience
A good example of this is Hydrel, a manufacturer of in-ground and underwater lighting equipment. They were about to begin selling their products in the international market, and were afraid their current systems could handle the rapid increase in volume. So the company president, Craig Jennings, hired the D. Appleton Company (DACOM) to help reengineer the company's plans to handle its growth rate. After DACOM reviewed Hydrel's functional areas and the desires of the top-level management, they concluded that the order management and inventory control process had to be redesigned to meet the demands. Then they comprised three teams: process, quality, and information. But before the three teams could work separately, they had to go through a process to determine if the team members were on the right team, and if they could work together. So each of the three teams reviewed employee personalities using the
Pearson Personality Inventory (Hydrel...). After using the PPI system they found that all the teams were compatible, and began working on the job at hand. The process team attacked the reengineering of the "Manage Customer
Order" process which included all contact with prospects, customers, and sales agents the moment a
Business Process Redesign (BPR) or Reengineering is "the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service, and speed" (Hammer and Champy, Reengineering). Since the BPR idea has surfaced it has been under constant ridicule by the popular press.
They say it takes far too long, creates management headaches, fails 70% of the time, and it's only for big companies with big checkbooks (Hydrel...). However,
I feel that with the right plan, the right people, and total commitment from those involved, BPR or Reengineering can work for any company.
The Hydrel Experience
A good example of this is Hydrel, a manufacturer of in-ground and underwater lighting equipment. They were about to begin selling their products in the international market, and were afraid their current systems could handle the rapid increase in volume. So the company president, Craig Jennings, hired the D. Appleton Company (DACOM) to help reengineer the company's plans to handle its growth rate. After DACOM reviewed Hydrel's functional areas and the desires of the top-level management, they concluded that the order management and inventory control process had to be redesigned to meet the demands. Then they comprised three teams: process, quality, and information. But before the three teams could work separately, they had to go through a process to determine if the team members were on the right team, and if they could work together. So each of the three teams reviewed employee personalities using the
Pearson Personality Inventory (Hydrel...). After using the PPI system they found that all the teams were compatible, and began working on the job at hand. The process team attacked the reengineering of the "Manage Customer
Order" process which included all contact with prospects, customers, and sales agents the moment a