Business Process Reengineering can be defined in many ways, including as:
The intent of business process of reengineering is to make organizations significantly more flexible, responsive, efficient, and effective for their customers, employees and other stakeholders.
When process of reengineering is applied, a business’s priorities must change in the following ways:
Downsizing or restructuring means doing less with less but on the other side BPR is doing more with less.
One reason the change in BPR is radical rather than incremental is “to avoid being trapped by the way things are currently done” (Vidgen). BPR, therefore, is a technique that focuses on the processes that span an organisation, as opposed to being functionally or organizationally focused.Concept of reengineering cannot be reduced to processes alone because its principles are applied in all parts of an organization, and it has significant fundamental objectives. Companies use business process reengineering to improve performance substantially on key processes that impact customers.
The change management is an essential skill to facilitate the insertion of newly-designed processes and structures into working practices, and to deal effectively with resistance. This is considered to be a crucial component of any BPR effort.
The purpose of reengineering is to make all your processes the best-in-class.
Business processes are characterized by three elements:
We cannot improve or measure the performance of a hierarchical structure. But, we can increase output quality and customer satisfaction, improving processes reducing the cost and cycle time.
The problematic part of the process is processing. Business process reengineering mainly intervenes in the processing part, which is reengineered in order to become less time and money consuming.
Business process reengineering means to take everything from the beginning, from the foundation, to change fundamentally, drastically and dramatically.
For this, the business is reinventing itself from a blank sheet of paper that you put in front of you and begin to answer this questions: “Why exactly do we do what we are doing?” and “Why do we do it like this?”.
In the organizations where the management is asking: “How do we do it sooner?”, “How can we do it cheaper?” or “How can we do it better?” it gets to apply, in the end, only process improvements.
Quite often it is necessary for an organization to revise and re-examine its decisions, goals, targets etc., in order to improve the performance.
Most organizations are not process-oriented, they are focused on tasks, on jobs, on people, on structures, but not on processes.
The process – oriented organization has a number of benefits compared with the functional one, like:
Doing more with less requires redefining personnel roles and responsibilities, changing processes and systems, and refining service to customers.
The reengineering projects are designed on the specifics of each company. Process reengineering is not a standard, uniform and uniformly applicable in any field, it needs to take into account a multitude of variables specific to the company and the industry for which it is designed and implemented.
Process Reengineering Life Cycle includes six sequential stages:
Business Process Reengineering refocuses company values on customer needs, redesigns core processes, reorganizes a business into cross-functional teams with end-to-end responsibility for a process, rethinking basic organizational and people issues and improving business processes across the organization.
Seven principles that could be used to reengineer and help streamline workflows, thus improving quality, time management and cost (Hammer and Champy).
When applying the BPR management technique to a business organization the implementation team effort is focused on the following objectives:
Practical experience in organizations where process reengineering was implemented, shows the following: the quality was improved by 84%, production circle time was reduced by 35%, cost of product development decreased by 54% and profit increased by more than 35%.
Eric M. and M. Stefanovi
Business process reengineering (BPR) should not be considered downsizing, restructuring, reorganization, and/or new technology. It is the examination and change of five components of the business: strategy, process, technology, organization, and culture.
The motivations for reengineering and our engagement are many, including to:
One of the goals of BPR is to support a company organizational change in order to achieve viable improvements and raising of critical processes.
BPR involves innovation. Creating new products and services, as well as positive thinking are critical to the success of BPR.
After our engagement we need to determine whether a certain process within your organisation requires minor healing (continuous process improvement) or a major surgery (process reengineering).
In reality, a company cannot always improve on a continuous basis, because at a given point, improvement is either impossible, infeasible or extremely expensive. One, then has to innovate or reengineer. On the other hand, we cannot always reengineer either. Generally, after reengineering, it is necessary to debug, improve, refine and fine tune. At a given point, then continuous improvement has to be stopped and reengineering has to be taken up, if the company wants to remain competitive. This pattern applies to both products and services. Both continuous improvement and reengineering (innovation) are necessary to drive “breakthrough” in organisational performance. One should innovate, then improve, innovate, then improve again and so on and so forth.
Business process improvement begins by documenting what one does today, establishing some measures for process flow, measuring performance, and identifying and implementing improvement. Business process reengineering begins with defining the scope and objectives of the reengineering project, learning from customers, employees, competitors, and technology, creating a vision for the future and designing new business processes, creating a plan for action during the transition period, and implementing a solution. BPR efforts are far more comprehensive than those involved in business process improvement.
The essence of BPR is a radical change in processes, which differs from the typical BPI that is characterized by only symptomatic, gradual changes. Therefore, the defining characteristic of BPI, when compared to BPI and other methods of change management, is that it is a radical change and not a gradual improvement of processes. BPR is the analysis and redesign of workflow within a company and between companies.
So, the main difference between BPi and BPR is that BPI looks into ways to improve the processes in the existing structure whereas BPR strives for dramatic improvements so that the organization breaks away from conventional wisdom in such a way that the change becomes cross functional in scope after crossing all boundaries.