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Business Process Reengineering
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Source : http://ezinearticles.com
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last activity : 07 06 2010 20:18:04 +0000
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Business Process Reengineering means not only change but also dramatic change. What constitutes dramatic change is the overhaul of organizational structures, management systems, employee responsibilities and performance measurements, incentive systems, skills development, and the use of information technology. Successful BPR Model can result in enormous reductions in cost or cycle time. It can also potentially create substantial improvements in quality, customer service, or other business objectives. The promise of BPR is not empty it can actually produce revolutionary improvements for business operations.
The business process, rather than new technology, the source of the next great innovation in the global economy the way the process called the assembly line, rather than new technology, was the great innovation of the industrial economy? It very much depends who you ask, and just what's being done in the name of BPR, it would seem.
Six Sigma also has a lot of overlap with Business Process Improvement efforts in Enterprises. However, I truly believe that unless Enterprises start looking at BPMS as an enabler for process and business innovation as opposed to process efficiencies, they will be using only half the potential.
For BPM to be successful and valuable to the enterprise, the speed and agility of IT organizations implementing and integrating the process automation components must match the speed and agility of business analysts redesigning the process.
Many unsuccessful BPR attempts may have been due to the confusion surrounding BPR, and how it should be performed. Organizations were well aware that changes needed to be made, but did not know which areas to change or how to change them. As a result, process reengineering is a management concept that has been formed by trial and error or in other words practical experience. As more and more businesses reengineer their processes, knowledge of what caused the successes or failures is becoming apparent.
The Common Steps to follow when Performing BPR are...
The value of BPR clearly lies not just in how it is done, but exactly what is being done in BPR's name.
The business process, rather than new technology, the source of the next great innovation in the global economy the way the process called the assembly line, rather than new technology, was the great innovation of the industrial economy? It very much depends who you ask, and just what's being done in the name of BPR, it would seem.
Six Sigma also has a lot of overlap with Business Process Improvement efforts in Enterprises. However, I truly believe that unless Enterprises start looking at BPMS as an enabler for process and business innovation as opposed to process efficiencies, they will be using only half the potential.
For BPM to be successful and valuable to the enterprise, the speed and agility of IT organizations implementing and integrating the process automation components must match the speed and agility of business analysts redesigning the process.
Many unsuccessful BPR attempts may have been due to the confusion surrounding BPR, and how it should be performed. Organizations were well aware that changes needed to be made, but did not know which areas to change or how to change them. As a result, process reengineering is a management concept that has been formed by trial and error or in other words practical experience. As more and more businesses reengineer their processes, knowledge of what caused the successes or failures is becoming apparent.
The Common Steps to follow when Performing BPR are...
- Begin Organizational Change
- Build the Reengineering Organization
- Identify BPR Opportunities
- Understand the Existing Process
- Reengineer the Process
- Blueprint the New Business System
- Perform the Transformation
The value of BPR clearly lies not just in how it is done, but exactly what is being done in BPR's name.
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