Business Process ReEngineering Aiming at improving organizational performance

Business Process Re-Engineering Aiming at improving organizational performance through the effective use of production capability and technology, operations strategy such as total quality management (TQM), business process re-engineering (BPR), just in time (JIT), benchmarking, performance measurement and many others are commonly used. TQM is based on the principle of continuous improvement of products and processes aimed at continually satisfying customer expectations regarding quality, cost, delivery and service. The term BPR was first introduced by Michael Hammer in 1990 at a Harvard Business Review article. “Reengineering the Corporation” as, “Re-engineering is the fundamental rethinking and redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service and speed” Increases in consumer requirements for both product and service efficiency and effectiveness have resulted in BPR.

Reengineering is a rapid and radical re-designing of processes, services, policies and the organizational structure of an organization. It can be defined as an art of changing an organization’s way of thinking and consequently, of doing things in a radical way. The ultimate aim of re-engineering management is to provide customer satisfaction by efficient and effective services, and to lay down a set of effective and efficient processes for the organization. The activities which constitute business process management can be grouped into three categories, that is, process design, process execution and process monitoring. It has the three key target areas; (i). Customer Friendly; (ii). Effectiveness; and (iii). Efficiency. In order for BPR to succeed, staff and management must be motivated to achieve the vision and goals of BPR.