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Business Process Reengineering |
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BPR Method |
Summary of the Business Process Reengineering Method. Abstract |
© / ™Davenport and Short, 1990 Hammer and Champy, 1993 |
The Business Process Reengineering method (BPR) is defined by Hammer and Champy as 'the fundamental reconsideration and radical redesign of organizational processes, in order to achieve drastic improvement of current performance in cost, service and speed'. Value creation for the customer is the leading factor for BPR and information technology often plays an important enabling role.
Davenport (1992) prescribes a
five-step approach to Reengineering Business Processes:
As a 6th step of the BPR approach some mention to adapt the organizational structure and governance model towards the newly designed primary process. When should BPR be used? Although it is difficult to give generic advice on this, some factors that can be considered are: - is the competition outperforming the company by factors? - are there many conflicts in the organization? - is there an extremely high frequency of meetings? - excessive use of non-structured communication? (memos, emails, etc) - is a more continuous approach of incremental improvements not possible? (see: Kaizen). When Kaizen is compared to the BPR concept, is it clear the Kaizen philosophy is more people-oriented, more easy to implement, requires long-term discipline. The Business Process Reengineering approach on the other hand is harder, technology-oriented, enables radical change but requires major change management skills. T I P : Here you can discuss and learn a lot more about Business Process Reengineering. Compare with the BPR Method: Outsourcing | Change Phases | Organic Organization | Core Groups | Planned Behavior | Force Field Analysis | Kaizen | Value Stream Mapping | Change Management | Six Change Approaches | Managing for Value | Dimensions of Change | Eight Attributes of Management Excellence | Five Disciplines | Ten Principles of Reinvention | Fourteen Points of Management | Blue Ocean Strategy |
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