RETHINKING THE BUSINESS PROCESS THROUGH REENGINEERING (original) (raw)
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Omega, 1996
Successful business process reengineering (BPR) efforts in many firms have been reported to significantly improve productivity and reduce staff. However, as the reality of large-scale process change sets in and reengineering failures start coming to the forefront, more careful thought must be given to the change process itself, and it is important that senior leaders in the organization develop a high-level strategic perspective on this multifaceted change phenomenon. To help develop this perspective, a process reconflguration model and a framework of organizational change in BPR are presented in this paper. The process reconflguration model shows how various functional activities involved in a business process may he reconfigured through a reengineering initiative. Such fundamental reconfiguratious may he facilitated by the application of IT as web as a number of innovative organizational changes. Building upon this process reconfiguration model, a framework depicting elements of organizational change associated with BPR is presented. The framework identifies the various sources of changes, elements of change implementation, and the direction of organizational change stemming from BPR. It is hoped that based on this framework, we may be better able to plan and implement the complex process of organizational change associated with BPR.
BUSINESS PROCESS REENGINEERING IN COMPANIES AS A DIRECTION OF BUSINESS OPTIMIZATION
Reengineering is an important anti-crisis management tool because it is aimed at restructuring (redesigning, updating) business processes in order to achieve a radical, leaps and bounds improvement of the enterprise's activities. In light of the current unstable economic situation in the world, management cannot have any other basis than the search for and active use of new forms, methods, techniques, business areas, since the previous approaches no longer justify themselves. Therefore, reengineering has become one of the most effective innovations in management consulting in recent years. The statement of the problem is carried out, the main purpose and tasks of the research are determined. This study analyzes the scientific work of various economists and scientific schools on the approach to radical redesign of business processes (business reengineering). The concept of business process and features of its identification are formed. The stages of reengineering business processes of companies are studied. Focus zones have been formed in the work of enterprises that can be positively affected by business process reengineering. The main conditions for reengineering the company's business processes are determined. The main procedural aspects of business process reengineering and the main work within each procedure with its subsequent visualization are noted. The main structural elements of changes in business processes during their reengineering of the company are determined. The main conclusions of the research are formed. The main scientific approaches to the process of change in the work of companies are noted, focusing on customer-oriented management of business processes in their reengineering in the work of enterprises. The analysis of the implemented solutions of business process reengineering and possibilities of its further realization in the companies at the international level is carried out. Theoretical provisions of business process reengineering through the basic principles of its implementation are studied. The main focus areas of changes in the work of companies, which introduced the reengineering of business processes with a description of the peculiarities of the process of change in these focus areas of companies. The general conclusion on the given scientific research is formed.
International Journal of Business and Management, 2012
Increased competition and globalization compels most organizations to become innovative and adopt change approaches. Business Process Reengineering is one of the most popular change management approaches that can bring incredible solutions to corporations. BPR has arisen as a solution for companies to improve their performances; elevate their efficiencies and gain a competitive advantage in this everlastingly developing and changing world. Even though there have been successful and unsuccessful cases stated in the literature, BPR has been touted as a vital management tool in order to achieve dramatic improvements and organizational competitiveness, if it is implemented properly and carefully. In this context; with this study, we analyze Business Process Reengineering as today's prominent management trend for organizational change, examine an reengineering project that has been undertaken in a multinational electronics and electrical equipment company, make suggestions for the areas that can be improved, and finally present survey results of employees` point of view regarding this project in their company.
IEEE Transactions on Engineering Management, 1999
Business process reengineering has been prominently discussed and implemented in a large number of firms around the world. While the notion of radical change is intuitively appealing to "fix" organizational woes, it has not always met with the degree of success originally claimed by its many proponents. This article studies the evolution of the reengineering concept and its evolution toward the broader notion of process change management. Reported here are the results of two studies that explore reengineering from a project implementation perspective and an organizational perspective at two different points in time. The results show remarkable consistency in the importance of nontechnology management issues concerning strategy, change, and people. Further, the notion of continuous change seems to be becoming more important. The study provides a foundation for identifying key variables that can be studied in order to effectively manage this multifaceted phenomenon.
TIJ's Research Journal of Science & IT Management - RJSITM, 2013
Most companies today practised business process reengineering to enhance overall performance and efficiencies of the companies. Business process reengineering has been adopted by many companies in an effort to improve their competitive position and enhance their ability to provide customer satisfaction. It is also considered as one of the important necessities for the companies to fortify situation in the market. Decision for a reengineering process is usually taken up by upper level managers who enjoy authority. This research attempts to explore possibility of business process reengineering at the bottom line of the decision hierarchy of the company where there is limited authority for making decision to make change. This research will provide results of an experiment on business process reengineering undertaken at the operations level in a telecom company. It studies impact of the business process reengineering on the productivity and performance of the company with the changes m...
Organizational processes today are markedly different than they were 100 years ago. Processes are what organizations do. When processes become old and inefficient and can't deliver results that they were originally designed to, they can't cope up the business dynamics in the environment in which they operate, they must be redesigned or replaced. Business Process Reengineering (BPR) is a process-based management tool that can deliver, redesign or replace inefficient processes, as required, with a breakthrough results. As such it can be applied to a single process, a group of processes, or the entire processes comprising the organization. The purpose of this study is to assess the effect of BPR on organizational performance of Bureau of Finance and Economic Development(BoFED).The data for this current study were obtained from primary source that was analyzed . In the study, both quantitative and qualitative data collection methods were employed. The instrument used to gather data for quantitative study was Likert scale questionnaire whereas for qualitative was used observation and interview. Major findings were customers of BoFED satisfied with speed of service delivery, quality of service, cycle time. However in the bureau still there is no strong base line performance evaluation system, employees have not given any benefits regarding salary increment, compensation, promotion and empowerment up to this moment. Based on the finding of the study the paper concludes that business process reengineering has become useful weapon for any organization that is seeking for improvement in their current organizational performance and intends to achieve organizational objective. It recommends that reengineering process remains effective tool for organizations striving to operate effectively and efficiently.
Process reengineering: A review of enablers
International Journal of Production Economics, 1997
In an attempt to improve productivity, performance and overall competitiveness in both domestic and global markets, organisations have realised that there is a need to reform their business practices and become more customer focused. Consequently, these organisations have recognised the need for organisational change, but do not necessarily know how and what to change, to achieve improvements in productivity and performance. Process reengineering has been described as the elixir for achieving dramatic improvements in production time and cost. Process reengineering is not about fixing current processes, but rebuilding them, with the aim of process improvement. This paper will explain what is meant by process reengineering and suggests that before an organisation attempts to process reengineer, a thorough understanding of current practices, procedures and enablers of change are required. Typically, information technology is implemented as the key change enabler of process reengineering implemented as the key enabler without prior consideration to other enablers such as organisational, human resource and total quality management. This paper suggests that the use of information technology as an enabler is rarely sufficient to cause process change. The paper concludes by suggesting that a combination of information technology, organisational and human resource enablers and a total quality management based philosophy are requisite for the effective redesign of business processes.
Business Process Reengineering (BPR): A Strategic Choice
2012
This article reviews the Business Process Reengineering (BPR) vision of radical business process change, focusing upon the use of information technology, to facilitate a shift away from linear work organization towards parallel processing and multidisciplinary team working. To approach such a change, by focusing on the technologies aspect to the detriment of a regard on managerial, technological and human resources management, might however handicap a lot the chances of succeeding of such a project. Organizational structures and human resources management politics indeed shape the positioning of actors facing the change project, and constitute the appropriation context of those technologies. This article aims to show the significance to articulate those three poles of reengineering.