An analysis of the process of reengineering of a business corporation

Although there have been many BPR success stories, the process became somewhat unpopular in the late s. BPR is a successive and ongoing process and should be regarded as an improvement strategy that enables an organization to make the move from traditional functional orientation to one that aligns with strategic business processes.

Business Process Reengineering in a Six Sigma World

Capture information once and at the source. Bringing people onboard is a difficult task and many BPR initiatives never take off because enough effort is not put into securing support There is less effort to redesign and more to automate One department is prioritized at the expense of the process.

Put the decision point where the work is performed and build control into the process. Using the customer perspective, the company should conduct end-to-end process reviews, incorporating cross-discipline and cross-functional team perspectives. This allows a company to reduce costs and improve productivity through newer, more efficient processes.

Reengineering Team - a group that is composed of insiders whose work involves the process being reengineered and outsiders whose jobs will not be affected by changes in process.

The process owner is responsible for assembling a team to reengineer the process he or she oversees. However, in order to achieve that, there are some key success factors that must be taken into consideration when performing BPR.

As with all activities it runs the risk of failure. Organizations were well aware that changes needed to be made, but did not know which areas to change or how to change them. They help identify essential goals for BPR within each department and then collectively define objectives for how the project will affect each work group or department on individual basis and the business organization as a whole.

People should be the focus for any successful business change. When Ford took the radical approach of having employees in the accounts payable department use an online database, it negated the need for staff to spend time matching paper purchase orders with receiving documents and invoices.

Otherwise, BPR is only a short-term efficiency exercise. IT strategic alignment is approached through the process of integration between business and IT strategies, as well as between IT and organizational infrastructures. They suggested seven principles that could be used to reengineer and help streamline workflows, thus improving quality, time management and cost.

By the end of the s, the word reengineering was being used as a synonym for two practices that were radically impacting corporate life -- downsizing and outsourcing.

Steering Committee — a group of senior managers who have championed the concept of reengineering within the organization and set specific goals for improving performance.

This clear identification makes the difference between BPR success and failure.

Business process reengineering

If the human element is given equal or greater emphasis in BPR, the odds of successful business transformation increase substantially. With more niche markets identified Hallmark executives were convinced that the product development process needed to be redesigned.

As a result, process reengineering is a management concept that has been formed by trial and error or, in other words, practical experience.

An effective IT infrastructure composition process follows a top-down approach, beginning with business strategy and IS strategy and passing through designs of data, systems, and computer architecture. Design and build a prototype of the new process. It is evident through mergers and cost-cutting activities, many companies have introduced complexity to processes without enabling technology to support the process.

They discovered to their surprise that two thirds of the product cycle was spent on planning and conceptualizing the card rather than on printing and production rework as had previously been thought. Identify all the processes in an organization and prioritize them in order of redesign urgency.

Integrate information processing work into the real work that produces the information.

business process reengineering (BPR)

The efforts of the team must be focused on identifying breakthrough opportunities and designing new work steps or processes that will create quantum gains and competitive advantage. Getting enterprise wide commitment involves the following: Essentially, for a successful BPR effort, it is important to look at all the tasks that are working to achieve the same goal.

Whatever the issue, each process must be judged objectively either against industry standards or ethically obtained competitor best practices.

This method is used for improving an existing process when it is not meeting customer needs. It is obvious to the naked business eye that the process is broken and the customer is not satisfied.Business Process Reengineering (BPR) can be defined as the way fundamentally re-thinking and radically redesigning business processes to achieve phenomenal improvements in critical and contemporary measures of performance like cost, quality, service and speed.

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The process reengineering effort will provide the company with an end-to-end view of the process from a customer and business value-added perspective.

It will not simply be a cost reduction exercise within discrete business units or sub-processes. Business process reengineering is a process that entails changing all aspects of business so as to foster mint-body.com paper presents an analysis of the re-engineering process case at the IBM Credit Corporation.

Business process re-engineering (BPR) is a business management strategy, originally pioneered in the early s, focusing on the analysis and design of workflows and business processes within an organization.

Business process reengineering is the act of recreating a core business process with the goal of improving product output, quality, or reducing costs. Typically, it involves the analysis of company workflows, finding processes that are sub-par or inefficient, and figuring out ways to get rid of them or change them.

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An analysis of the process of reengineering of a business corporation
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