BPR

Business Process Reengineering

Introduction

Rapidly changing market conditions, the emergence of new competing companies, innovative ideas for providing services to clients, a world where the customer dictates the terms of producers, not the opposite often require companies to special flexibility. Nevertheless, many companies have emerged long ago, when the prevalent narrow specialization and multiple transfer of responsibility, both in production and in management, even when the company was dictating to customers what products should be acquired. This approach becomes ineffective when tight deadlines need to run a radically new service, to release a new product or process redesign services specifically for a particular customer. In such circumstances, to remain competitiveness, companies need to look at the process of manufacture "new" eyes, to reengineer the business processes and create high-quality information system. For these purposes, are involved as experts in the reconstruction business, and experts in information systems development. They possess the knowledge to design new cross-business processes, in which responsibility from beginning to end, take on the team capable of performing a wide range of works. In this paper first we understand Business Process reengineering (BPR) and than analyse the importance of information system and information technology.

Re-engineering business processes (BPR)

BPR by definition is the rapid and radical redesign of organizational structures, business processes and strategic value added, supporting the optimization of workflow and productivity in an organization (Davenport, 2005).

Re-engineering business processes (BPR, Business process re-engineering) is a management technique to radically transform organizations and improve dramatically important since the pioneering authors in the business processes convincingly discuss the critical role of IT in the BPR, its impact on the business strategy of a company (Hussein, 2008 ).

To better understand the process reengineering, we first need to know our processes by mapping them. The mapping process is based on a clear strategy to rebuild the organizational actions in a specific approach for analysis. The processes are reconstructed in a series of actions taken by those directly involved in the process. Similarly the map must clearly show the relationships between activities, personnel, information and objects involved in the workflow (Davenport, 2000). So the process analysis must contain all realistic structure of what actually happens in the processes, that is, we should consider identifying actors, interviewing individuals or examining documents that describe standard operating procedures for the type of information that actors receive, who receive it as they receive it, and processed with different types of information and to whom he delivered results (Jacobson, 2005).

Once you align the company with the goal or objective to achieve, i.e., seeking to meet its business strategy in an appropriate manner, we must bring an appropriate model of implementation so that fully to deliver the product or service to the final customer, are in the most efficient and low cost. A model of process redesign or reengineering accepted by his great insight is the Supply Chain Operations Reference SCOR model or simply model (Pnina Soffer, Yair Wand, 2005).

When we align these business processes the ...