CC1604_ASSIGN04 - Business Process Reengineering 1 Business...

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Business Process Reengineering 1 Business Process Reengineering Cesar Campana, MMIS0627 Graduate Student, Nova Southeastern University School of Computer and Information Sciences October, 2011 Author Note Cesar Campana, Graduate Student, School of Computer and Information Sciences, Nova Southeastern University. Correspondence concerning this paper should be addressed to Cesar Campana, 2240 SW 50 Av, Fort Lauderdale Fl 33317. E-mail: cc1604@nova.edu Background
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Business Process Reengineering 2 Business Process Reengineer is the fundamental rethinking and radical redesign of business processes to achieve dramatic improvement in critical, contemporary measures of performance, such as cost, quality, service and speed (Hammer & Champy, 1994). This is not a technique that just large companies can apply. Medium companies can also apply a business process reengineer procedure (Greenberg, 1996). Usually the companies create their initial business procedures with certain structure. The problem is when the business grows and the processes they are using do not reach the market needs. In this point a reengineering is needed. There are external factors that will affect the businesses, as the economy, for example. Those factors could be a strong reason as well to apply a reengineering process. It is important for companies to realize when the right time to enter to a BPR process is. After the decision is taken, they should identify the executives that will be on charge. They will be an important element in the implementation because at the end the final results will be based on their analysis and the communication they had with the different departments that feed those processes. According to Balasubramanian (n,d) there are common steps when performing BPR, between them: 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 BPR consultants should identify exactly what processes need reengineering and what BPR methodology they will use to do it. There are several BPR methodologies and tools in the market that the consultants on charge can use. Muthu, Whitman and Cheragui (1999) proposed a consolidated methodology with five different processes that consultants can apply: Prepare for the BPR, Map and Analyze A- Is process, Design to – be processes, Implement reengineering processes, and improve continuously. Even with a consolidated methodology, and several recommendations and cases of BPR
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Business Process Reengineering 3 implementations in other companies, there are failures. Not everything in the BPR’s implementations has a bright and happy ending. In fact, most of the companies that apply a BPR technique failed. According to Malhotra (1998) 70% of the BPR project implementations
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CC1604_ASSIGN04 - Business Process Reengineering 1 Business...

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