Business Process Reengineering Analysis

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In today’s ever-changing world, the only thing that doesn’t change is ‘change’ itself. In a world increasingly driven by the three Cs: Customer, Competition and Change. Many companies are on the lookout for new solutions for their business problems. Recently, some of the more successful business corporation in the world seem to have hit upon an incredible solution: Business Process Re-engineering (BPR).
BPR is known by many names, such as ‘core process redesign’, ‘new industrial engineering’ or ‘working smarter’. All of them imply the same concept which focuses on integrating both business process redesign and deploying IT to support the re-engineering work. (Yih Chang Chen, 2001)
Next, for the continuous process improvement means
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Business process re-engineering (BPR) is the fundamental rethinking and radical redesign of business process to achieve dramatic improvement in critical areas, contemporary measure of performance such as cost, quality, service and speed according to Hammer & Champy, 1993.
BPR's main objective is to break away from old ways of working, and effect radical (not incremental) redesign of processes to achieve dramatic improvements in critical areas (such as cost, quality, service, and response time) through the in-depth use of information technology also called business process redesign. It focuses on process and not tasks, jobs or people.
Business process reengineering is a radical change activity that cannot be repeated if it goes wrong the first time. It is often a high risk activity that involves monetary investment and a risk of demotivated employees. In is essential to have buy in all the way from top management down and it should have a broad functional
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The business process has to make fundamental changes to improve productivity and quality. Fundamental is the term of what and how. The term “What” represent as a static performance. It relates to the operations which the company has to perform to achieve the business objective. And “How” describe as the sequence of the performance. The sequence of activities would be carried out in order to accomplish an operation. If “what” is an input a data-entry from a customer, then “how” is the sequential of the input process of a data-entry. The method of carrying out the activities of the defined operation can vary from time to time according to the change of technology, customer expectation and company

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