Business Process Reengineering

Business Process Reengineering

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Business Process Reengineering

Introduction

Business operations in today's environment are dynamic and enterprises are constantly searching for better opportunities. The challenges for business firms are to select and implement proper management strategies and concepts, which connects the tradition business environment to the external factors. BPR is one of the latest concepts which have saved many firms from bankruptcy. The purpose of this paper is to explore the importance of this method and how it is beneficial for the organisation with respect to the implementation and awareness for its employees (Hammer & Champy, 1993). The concept of BPR is related to the organisations that are aware of the applications of desired changes. Reengineering is a complex process and requires a perfect set of systems before it is going to implement in an organisation without checking its imperfections and flaws.

BPR is not generally participative in a sense that all those who will utilize the coordination can participate in its blueprint. A researcher, Michael Hammer suggests that BPR must consist of a team work, which possesses multi skills and having expertise in group problem solving, for instance as in the lean production. However, the reorganisation and enhanced efficiency of the redesigned process can decrease staff and make work more demanding for those that stay behind (Mumford, 1994, p. 325).

Although reengineering is profit based concept, it also a promoter of human brain capital strategies to encourage the team works (Hammer & Champy, 1993). It is dependable on less technique management and modernizations such as Total Quality Management (TQM) (Davenport, 1993) in encouraging creativity of employees, either all the way through process mapping or empowerment (Knights & McCabe, 2001, p. 625).

Discussion

Business Process Reengineering (BPR)

BPR is a pattern that is utilized by a number of organisations to continue to exist in this competitive era of business. BPR is the system that provides the maximum output to the business firm and improves their benchmark in terms of operational cost, value, service, and pace (Hammer & Champy, 1993). In conclusion, Johansson in 1993 presents a narration of BPR with respect to the process-oriented concepts, such as Total Quality Management (TQM) and Just-in-time (JIT), and state:

“Business Process Reengineering, though a close relative, seeks fundamental rather than simply incessant development. It raises the hard works of JIT and TQM to create process orientation as a strategic device and a core competence of the firm. BPR focuses on interior business procedures and employs the definite methods within the JIT and TQM toolboxes as enablers, at the same time as broadening the development and vision” (VectorStudy, 2013).

BPR removes all the old fashioned business concepts and processes. The most important thing in this regard is the creativity of design for a particular business process. Some of the points should be in consideration to accomplish smooth BPR systems, for instance, the employees must accept this change and make their understanding regarding the change in their jobs, workflow, and know-how in information technology ...