Importance Of Business Process Reengineering

Emerge first in 1990, Business process Reeengineering (BPR) by article “Reengineering Work: Dont Automate, Obliterate” written by Michael Hammer and Thomas Davenport. The book “Reenginnering the Corporation: A Manifesto for Business Revolation “ by Hammer and Champy (1993) described business process reengineering as core of redesign and revise of business process to gain drastic improvements in crucial measure of performance.

Davenport(1990) illustrate the idea of redesign business process as :

“...the analysis and design of workflows and processes within and between organisation. Business activities should be viewed as more than collection of individual or even functional tasks; they should be broken down into processes that can be designed

Information technology strain the communication barrier between corporate function and extent business processes must be coherent with the new and electronic form of cooperation with suppliers and customers.

Venkatram(2002) argued that BPR requires enterprise reengineering focusing on information technology used. The significance of introducing Information Technology (IT) in BPR endeavour can be seen in Chen (2009) who found IT is a tool for business process. Information technology is precisely for operational perspective can greatly change and enhance business efficiency in connection with others such as customer, suppliers, partners and organization competitor.

Zulkhairi Md. Dahalin( 2012) claims the lack of a systematic and structured approach to analyze the user requirement independent of specific technology and IT solution can contribute to failure in implementing the user-desired business

Shariful Alam et al.(2011) proposed that BPR is the key to transforming how people work insomuch that a small to a reengineering process can have a dramatic effect on business performance such as better cash flow, quality service delivery, and improve customer satisfaction. Al-Mashari & Zairi,2000; Ozcelik (2010) agreed that BPR as a comprehensive process of transformation and fundamental that obstruct bureaucratic structure in organization to centre process specialisation .

Yasin Ozcelik (2010) has found in overall performance of firms increases significantly after the implementation of the BPR projects. Mahmoud Masumi (2013) in his paper stated the Critical Success Factors (CSFs) which affect the rate of BPR performance success should be understand , which shall lead to gaining competitive advantage.

The implementation of BPR using innovative application of information technology (IT) aims at flexible, team-oriented, and cross-functionally co-ordinated management. The significance of introducing Information Technology (IT) in BPR endeavour can be seen in Chen (2009) who found IT as a tool for business process specifically for operational perspective can dramatically change and improve business efficiency in connection with others such as customer, suppliers, partners and company