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' Business process reengineering is also known as BPR, Business Process Redesign, Business Transformation, or Business Process Change Management.

The fundamental rethinking and radical redesign of business process to bring about dramatic improvements in performance.

performance

achieving Reduced cost Reduced cycle time Greater accuracy Increased inventory turns Reduce non value added activity in the organization Increased customer satisfaction

Means

going to the root of the things and not about improving what already exists

It

is the total rethinking. Beginning with proverbial clean slate and reinventing how you would do your work.

Group

of related tasks that together create a value for a customer

Reengineering

is not down

sizing Reengineering eliminates work, not jobs Reengineering is not restructuring Reengineering is not automation Reengineering is not

Focus

phase as is - to be phase Design phase Design,develop and demonstrate Benefit phase Benefit, internalize and transform

Identify

critical process(s) Form core process reengineering group Define the as is process Carry out ball park quantification of the benefit to the enterprise with process redesign

Design

the reengineered process identify all the change ownership identify all the information flows identify all non value added activities and examine how to eliminate them Assess the current IT level Demonstrate the working of

Simplify

the work of each employee Reduced cost Reduced cycle time Greater accuracy Increased inventory turns Reduce non value added activity in the organization Increased customer satisfaction

Norways wholesale co-operative NKL company began its first pilot project in 1991 and completed it a year later, halving the supply lead time from production to point of sale. The actual time was cut from 70 days to 33 days over an 8 month programme.

One

of the Finance company found that it took 22 days to process an application for insurance, even though it was worked on for just 17 min.! In an ideal world the customer would need to wait only a few minutes, not even the full 17 minutes.

Driving

force behind reengineering is 3 C's:

CUSTOMER COMPETITION CHANGE

BPR

is an important philosophy. It aims to achieve step improvements in performance by redesigning the processes through which an organization operates, maximizing their valueadded content and minimizing everything else. This approach can be applied at an individual process level or to the whole