Introduction “In a world where so many people are so deprived, it’s a sin to be so inefficient” Michael Hummer Business Process Reengineering (BPR) is an important topic in the business related world. It is a topic in which there is a considerable amount of literature that has been written over the past two decades. This paper will be reviewing existing literature on the subject of BPR, with the aim to bring the reader up to date with the latest academic articles on the subject. The review will analyse the reasons for success and failures when implementing BPR into the business place. In the 1990’s BPR was an extremely hot topic among many organisations. The markets were changing rapidly as new technologies were being introduced across …show more content…
Hammer (1990) outlined that Business Process Reengineering was a business management strategy. He focuses on the designs of business processes within an organisation. His main aim is for companies implementing his strategies to become world-class competitors. Hammer wants the reader to look at processes as a whole and not just a collection of parts. Therefore, the management can choose the best way for the company to carry out the process and redesign it. In essence, he is pointing out that the managers of these firms can “reengineer” their businesses. Hammer (1990) article is called “Reengineering Work: Don’t automate, elaborate” which introduces his concepts. Hammer and Hershman (2010) develop this title further in an extract from their book where they state “Don’t Automate, Obliterate”. In 1990 there was not the computer power that there was in 2010 and Hummer wanted to redesign processes to make them faster. In 2010, Hummer and Hershman argue not to “use IT just to make existing processes faster” but to “be prepared to design completely new processes”. Hammer (1990) identifies that Taylor (1911) was incorrect in that there is no “one right way” to a task in an organisation. For example Taylor’s methodology would suggest that if something went wrong during a process, a supervisor would be brought in to make sure the job was done more efficiently. Under the BPR methodology, these mistakes …show more content…
Hammer(1990) came up with the term Business Process Reengineering in his article, “Reengineering Work: Don’t automate, elaborate”. Hammer (1990) outlined that Business Process Reengineering was a business management strategy. He focuses on the designs of business processes within an organisation. His main aim is for companies implementing his strategies to become world-class competitors. The concept of BPR has developed over time with the advancement in technology. This literature review analysed the failures of the BRP implementation and the success of the BRP implementation. Petrozzo and Stepper (1994), Cao et al (2001) both highlight how it can be difficult for the BRP strategy to be a success when implemented in a organisation. Cao et al (2001) performed a study where 70% of all organisations implementing a BRP system were failures. In the article by Al-Mashari and Zairi(1999), they showed us the five crucial factors that needed to be adhered to in order to have a successful implementation of a BRP system. When these factors were not followed thoroughly, the BRP strategy would likely not be a
In today's competitive marketplace, all firms are seeking ways to improve their overall performance. One such method of improvement, recently adopted by many firms, is benchmarking. Benchmarking is a technique used to evaluate internal business processes. "In this analysis, managers determine the firm's critical processes and outputs, baseline those processes, then compare the performance of each process against a standard outside the industry" (Bounds, Yorks, Adams, & Ranney 1994). To effectively improve a business process to world-class quality, managers must find a firm that is recognized as a global leader, not just the industry standard. Successful benchmarking requires tailor-made solutions, not just blind copying of another organization. Measurement and interpretation of data collected is the key to creating business process solutions.
world are adopting BPO as a strategic business solution. The BPO industry is very diverse,
Bjerke, Juel M. "Week 2 Lecture Notes - Achieving Business Process Excellence and Process Re-engineering." MFGO 601 - The Globally Integrated Manufacturing Company. 2 Nov. 2011.
How BI solutions are used as decisive factors in their development and in business process management
Ruth, S., & Aguilar, S. (2003). Business process modelling: Reviewand framework. Department of Production Economics, 01.
Smith, M. (2002) “Business Process Intelligence – BI and Business Process ManagementTechnologies are Converging to Create Value Beyond the Sum of their Parts”, IntelligentEnterprise, Dec. 5, 2002, pp. 26. [LexisNexis Academic].
The eTOM Business Process Framework serves as a model for categorizing all the business activities performed by the service provider. Each area of business activity is defined in form of process components which can be broken into different levels of detail. These process components can then be positioned within a model to show organizational, functional and other relationships. They can also be linked to process flows facilitating end-end modelling. The eTOM can be used as a blueprint for categorizing and standardizing the activities performed by the service provider.
Systematic starting over and reinventing the way a firm ,or a business process, gets its work done. Defined by Michael Hammer and James Champy (in their 1993 book ‘Reengineering The Corporation’)as “Fundamental rethinking and radical redesign of business process to achieve dramatic improvements in critical measures of performance such as cost ,service and speed.”See also Business Process
Hammer, M. & Champy, J. (2001). Reengineering the corporation. New York:HarperCollins Publishers, Inc. ISBN 0-06-055953-5
The success of an organization is dependent on the efficiencies and effectiveness of its processes and procedures. The goal of our Business Process Improvement (BPI) services is to assess and evaluate the current processes within your organization and implement action steps to improve productivity, efficiency and increase cost savings.
In the next sections of this literature review, we would like to introduce as follows. Section 3 will be the background of BPMN development. Section 4 will introduce BPD in detail to provide an overall understanding of how to use BPMN. Then the section after section 4 describes how BPMN can improve the processes, and some examples will be used. Section 5 provides our recommendations and comments on current BPMN approach. Finally, last section is the conclusion about this literature review.
Besides, BPM is committed to the integration of the three pillars of an enterprise architecture - people, processes and information - into a single management and discipline to manage, control, and dominate innovation (Scheer & Nüttgens, 2000). One of the values of BPM is its ability and commitment to exploration, design, deployment, interaction, operation, optimization and analysis of complex, long-life, multi-company business processes. BPM is also the trade process to IT infrastructure, which provides a platform for the implementation of part of their identity and application design cycle. All in all, BPM’s goal is to develop and achieve a constant value generation cycle, the value of which is enhanced by the continuing process, and strive to maintain competitive advantage and dominance. in almost all
Processes are purposeful events that achieve a goal (Source Making, 2014). Making computers for sale, processing patient samples to inform a doctor of the health status of a patient, or building a road are all processes. Each process in a business is interdependent and must either be performed sequentially or in in parallel (Source Making, 2014). Each process must be mapped and planned so that they are executed in an organized and controlled manner.
The BPM discipline has been built with the basis on office automation, work- flow management, operations research, lean manufacturing, six sigma, and business process reengineering [[60][61][56][11]].
Business process reengineering (BPR) is a management approach aiming at improvements by means of elevating efficiency and effectiveness of the processes that exist within and across organizations. The key to BPR is for organizations to look at their business processes from a "clean slate" perspective and determine how they can best construct these processes to improve how they conduct business.