Business process reengineering - Wikipedia, the free encyclopedia
From Wikipedia, the free encyclopedia
The analysis and design of workflows and processes within an organization. A business process is a set of logically related tasks performed to achieve a defined business outcome. Re-engineering is the basis for many recent developments in management. The cross-functional team, for example, has become popular because of the desire to re-engineer separate functional tasks into complete cross-functional processes. Also, many recent management information systems developments aim to integrate a wide number of business functions. Enterprise resource planning, supply chain management, knowledge management systems, groupware and collaborative systems, Human Resource Management Systems and customer relationship management. Business Process Reengineering is also known as Business Process Redesign, Business Transformation, or Business Process Change Management.
1 Overview 2 History 2.1 Development after 1995 3 Business process reengineering topics 3.1 Definition 3.2 The role of information technology 3.3 Research & Methodology 4 Critique 5 See also 6 References 7 Further reading 8 External links Business Process Reengineering Cycle.
Business process reengineering (BPR) began as a private sector technique to help organizations fundamentally rethink how they do their work in order to dramatically improve customer service, cut operational costs, and become world-class competitors. A key stimulus for reengineering has been the continuing development and deployment of sophisticated information systems and networks. Leading organizations are becoming bolder in using this technology to support innovative business processes, rather than refining current ways of doing work. Business process reengineering is one approach for redesigning the way work is done to better support the organization's mission and reduce costs. Reengineering starts with a high-level assessment of the organization's mission, strategic goals, and customer needs. Basic questions are asked, such as "Does our mission need to be redefined? Are our strategic goals aligned with our mission? Who are our customers?" An organization may find that it is operating on questionable assumptions, particularly in terms of the wants and needs of its customers. Only after the organization rethinks what it should be doing, does it go on to decide how best to do it. Within the framework of this basic assessment of mission and goals, reengineering focuses on the organization's business processes—the steps and procedures that govern how resources are used to create products and services that meet the needs of particular customers or markets. As a structured ordering of work steps across time and place, a business process can be decomposed into specific activities, measured, modeled, and improved. It can also be completely redesigned or eliminated altogether. Reengineering identifies, analyzes, and redesigns an organization's core business processes with the aim of achieving dramatic improvements in critical performance measures, such as cost, quality, service, and speed. Reengineering recognizes that an organization's business processes are usually fragmented into subprocesses and tasks that are carried out by several specialized functional areas within the organization. Often, no one is responsible for the overall performance of the entire process. Reengineering maintains that optimizing the performance of subprocesses can result in some benefits, but cannot yield dramatic improvements if the process itself is fundamentally inefficient and outmoded. For that reason, reengineering focuses on redesigning the process as a whole in order to achieve the greatest possible benefits to the organization and their customers. This drive for realizing dramatic improvements by...
References: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. ^ a b c d Business Process Reengineering Assessment Guide (http://www.gao.gov/special.pubs/bprag/bprag.pdf) , United States General Accounting Office, May 1997. ^ (Hammer 1990) ^ (Thomas H. Davenport and J. Short, 1990) ^ (Greenbaum 1995, Industry Week 1994) ^ Hammer and Champy (1993) ^ Thomas H. Davenport (1993) ^ Johansson et al. (1993) ^ (Leavitt 1965). ^ e.g. Hammer & Champy (1993), ^ Guha et al. (1993) ^ A set of short papers, outlining and comparing some of them can be found here, followed by some guidelines for companies considering to contract a consultancy for a BPR initiative: Overview (http://www.instant-science.net/pub/intro.pdf) Andersen Consulting (now Accenture) (http://www.instant-science.net/pub/ac.pdf) Bain & Co. (http://www.instant-science.net/pub/bain.pdf) Boston Consulting Group (http://www.instant-science.net/pub/bcg.pdf) McKinsey & Co. (http://www.instant-science.net/pub/mck.pdf) Comparison (http://www.instant-science.net/pub/comparison.pdf) Guidelines for BPR consulting clients (http://www.instant-science.net/pub/guidelines.pdf)
12. ^ (Davenport, 1995) 13. ^ (White, 1996)
Davenport, Thomas & Short, J. (1990), The New Industrial Engineering: Information Technology and Business Process Redesign, in: Sloan Management Review, Summer 1990, pp 11–27 Davenport, Thomas (1993), Process Innovation: Reengineering work through information technology, Harvard Business School Press, Boston Davenport, Thomas (1995), Reengineering - The Fad That Forgot People, Fast Company, November 1995. (http://www.rotman.utoronto.ca/~evans/teach363/fastco /reengin.htm) Drucker, Peter (1972), Work and Tools, in: W. Kranzberg and W.H. Davenport (eds), Technology and Culture, New York Greenbaum, Joan (1995), Windows on the workplace, Cornerstone Guha, S.; Kettinger, W.J. & Teng, T.C., Business Process Reengineering: Building a Comprehensive Methodology, Information Systems Management, Summer 1993 Hammer, Michael (1990), Reengineering Work: Don’t automate, obliterate, Harvard Business Review, Jul/Aug 1990, pp 104–112 Hammer, Michael and Champy, James (1993), Reengineering the Corporation: A Manifesto for Business Revolution, Harper Business Chapter 1 excerpt (http://www.harperbusinessessentials.com/hbe_reengineering_excerpt.html) Hussein, Bassam (2008), PRISM: Process Re-engineering Integrated Spiral Model, VDM Verlag  (http://www.amazon.com/dp/3639087909) Industry Week (1994), De-engineering the corporation, Industry Week article, 4/18/94 Johansson, Henry J. et al. (1993), Business Process Reengineering: BreakPoint Strategies for Market Dominance, John Wiley & Sons Leavitt, H.J. (1965), Applied Organizational Change in Industry: Structural, Technological and Humanistic Approaches, in: James March (ed.), Handbook of Organizations, Rand McNally, Chicago Loyd, Tom (1994), Giants with Feet of Clay, Financial Times, Dec 5 1994, p 8 Malhotra, Yogesh (1998), Business Process Redesign: An Overview, IEEE Engineering Management Review, vol. 26, no. 3, Fall 1998. (http://www.kmbook.com /bpr.htm) Roberts, Lon (1994), Process Reengineering: The Key To Achieving Breakthrough Success, Quality Press, Milwaukee. Taylor (1911), Frederick, The principles of scientific management, Harper & Row, New York (http://www.ibiblio.org/eldritch/fwt/ti.html) Thompson, James D. (1969), Organizations in Action, MacGraw-Hill, New York White, JB (1996), Wall Street Journal. New York, N.Y.: Nov 26, 1996. pg. A.1 Business Process Redesign: An Overview (http://www.brint.com/papers/bpr.htm) , IEEE Engineering Management Review. Abrahamson, E. (1996). Management fashion, Academy of Management Review, 21, 254-285. Champy, J. (1995). Reengineering Management, Harper Business Books, New York. Dubois, H. F. W. (2002). Harmonization of the European vaccination policy and the role TQM and reengineering could play, Quality Management in Health Care, 10(2): pp. 47–57. "PDF" (http://www.qmhcjournal.com/pt/re /qmhc/abstract.00019514-200210020-00009.htm;jsessionid=FBLJvhQdtm2LjZ9gVv9nkLtcG2ptdJVgPn8pxtJWmRWc6Gw1Vkxk!-42534952!-949856144!8091!-1) Hammer, M., (1990). "Reengineering Work: Don 't Automate, Obliterate", Harvard Business Review, July/August, pp. 104–112. Hammer, M. and Champy, J. A.: (1993) Reengineering the Corporation: A Manifesto for Business Revolution, Harper Business Books, New York, 1993. ISBN 0-06-662112-7. Hammer, M. and Stanton, S. (1995). "The Reengineering Revolution", Harper Collins, London, 1995. Hansen, Gregory (1993) "Automating Business Process Reengineering", Prentice Hall. Ponzi, L. and Koenig, M. (2002). "Knowledge management: another management fad?", Information Research, 8(1). "Reengineering Reviewed", (1994). The Economist, 2 July 1994, pp 66. Rummler, Geary A. and Brache, Alan P. Improving Performance: How to Manage the White Space in the Organization Chart, ISBN 0-7879-0090-7.
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