Business Process Reengenering
1. Business process reengineering (BPR) is the fundamental analysis and redesign of workflow within and between enterprises. 2. 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.
3. BPR reached its heyday in the early 1990's when Michael Hammer and James Campy published their best-selling book, "Reengineering the Corporation". The authors promoted the idea that sometimes radical redesign and reorganization of an enterprise (wiping the slate clean) was necessary to lower costs and increase quality of service and that information technology was the key enabler for that radical change.
* In order to implement BPR to an enterprise the followings key actions needto take place:
• Selection of the strategic (added-value) processes for redesign.
• Simplify new processes - minimize steps - optimize efficiency and effectiveness.
• Organize a team of employees for each process and assign a role for process coordinator.
• Organize the workflow - document transfer and control.
• Assign responsibilities and roles for each process.
• Automate processes using IT (Intranets, Extranets, and Workflow Management)
• Train the process team to efficiently manage and operate the new process
• Introduce the redesigned process into the business organizational structure
The expected results for a company that implements business process reengineering are the following:
1. Reallocation of jobs and processes so as to be combined into fewer, to be executed in natural order, simultaneously and by the least possible number of employees. 2. Reorganization of the company's structure (downsizing) and employee empowerment.
3. Jobs and processes become flexible so as to be executed according to the needs of each case, company's and customer's need's (hybrid centralized/decentralized operations)
* The
3. BPR reached its heyday in the early 1990's when Michael Hammer and James Campy published their best-selling book, "Reengineering the Corporation". The authors promoted the idea that sometimes radical redesign and reorganization of an enterprise (wiping the slate clean) was necessary to lower costs and increase quality of service and that information technology was the key enabler for that radical change.
* In order to implement BPR to an enterprise the followings key actions needto take place:
• Selection of the strategic (added-value) processes for redesign.
• Simplify new processes - minimize steps - optimize efficiency and effectiveness.
• Organize a team of employees for each process and assign a role for process coordinator.
• Organize the workflow - document transfer and control.
• Assign responsibilities and roles for each process.
• Automate processes using IT (Intranets, Extranets, and Workflow Management)
• Train the process team to efficiently manage and operate the new process
• Introduce the redesigned process into the business organizational structure
The expected results for a company that implements business process reengineering are the following:
1. Reallocation of jobs and processes so as to be combined into fewer, to be executed in natural order, simultaneously and by the least possible number of employees. 2. Reorganization of the company's structure (downsizing) and employee empowerment.
3. Jobs and processes become flexible so as to be executed according to the needs of each case, company's and customer's need's (hybrid centralized/decentralized operations)
* The