The term again of arranging business processes and/or English Business Process Reengineering was coined/shaped 1993 by Michael hammer and James Champy. They defined it as: ""… fundamentally rethinking and radical redesign OF business processes ton achieve drama TIC improvements in critical, contemporary measures OF performance, look for as cost, quality, service, and speed." Contrary to the business process optimization with the only individual processes to be arranged more effective, here fundamental considering of the enterprise and its processes takes place.

The effects of this concept are extremely differently judged. Critics criticize the too small consideration of the acquired empirical values, those during the existing business processes are shown and ignoring the necessary learning process of the coworkers of the enterprise. A further, not underestimating point of criticism, is the view of the middle management. This is regarded as obstacle with the implementation of BPR, which should be overcome as fast as possible. The middle management offers resistance, since the re-organization of the organization is to lead to substantial personnel savings. If this is not the case, then the personal opportunities for advancement of each particular are reduced by the training of flatter hierarchies. The proponents stress the necessity for the paradigm change in the enterprise organization caused by the information technology and the these positions approach in the current discussion each other on. Thus Michael hammer stresses meanwhile the meaning of the process analysis and weakens the demands after fundamental and radical interferences. Hope for "dramatic improvements" is more and more replaced by hope to stop the downtrend and become again competitive. On the other side it is meanwhile general ideas that business process and supported as far as possible by information technology must be defined, optimized.

Basic statements

Business Process Reengineering (BPR) is essentially based on four basic statements:

1. BPR orients itself at the critical business processes
2. The business processes must be aligned to the customers
3. The enterprise must concentrate on its core authority
4. The possibilities of the current information technology for the process support must be used intensively.

In practice thereby often only particular of these basic statements is noticed or converted. It is not useful however to an enterprise anything, if it concentrates on its core authority and its customers ignores. The installation of a complex software, without the critical business processes to have analyzed before, is just as unreasonable define and optimize. The thought of the BPR lives in concepts like "Professional services automation" away. This becomes most obvious with the label "Business Process automation", in addition, the other designations like "services Process Optimization" or "service Workflow Optimization" make the connection still clear. Increasing thinking during processes settles also in the standardization. Thus the DIN ISO 9001:2000 defines the quality management by processes. Embedded in totally quality management can be used BPR in order to repair existing pent-up demand of the enterprise fast, in order to continue afterwards again with the continuous improvement process. "Management by Projects" finally offers an action and a guidance model for the process orientated adjustment of the enterprises that the megatrends of the flat hierarchies with high personal responsibility and the globalization at the same time becomes fair.

Definition + example

With the term Business Process Reengineering (BPR) is meant the reorganization of the business operational sequence in an enterprise. BPR represents an organizational measure, which aims at to arrange the organisational structure of the enterprise completely new over a deeply seizing analysis of the existing operational sequence.

The process orientated beginning assumes that that organizational matching subtasks are combined into a process, in order to achieve a certain event. The treatment of a process, for example the installation of PC systems, takes place integrativ and thus department-spreading. The process places an holistic viewpoint of the expirations contrary to the function-oriented sequence organisation into the foreground. For the successful execution of the process, whose result is based on the customer requirements, the assigned coworker or a process team is responsible.

In consistent application BPR replaces the traditional function-oriented viewpoint of the operational sequence organisation. BPR is used, in order to arrange expiration and structure-referred organisational structure of the enterprise altogether more economical and more flexible.

As a result of the omission of unnecessary transport and idle running time a faster turn-around time for the complete run of this procedure arises. During a reduction of costs resulting from this the customer can be served not only faster, but also lower-priced. The competitive ability of the enterprise is strengthened.

Literature

• Hammer, M.; Champy, J.: Business Reengineering. The radical cure for the enterprise. ; Frankfurt, New York; Campus publishing house, 5. Aufl., 1995, ISBN 3-593-35017-3 (summary out '' Campus management '')
• Osterloh, m./frost, J., 2003: Process management as core authority - like you Businesses Reengineering strategically to use can. Zurich: Gabler (4. , edition updated).

Articles in category "Business Process Reengineering"

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