Business process reengineering: A process based management tool

Abstract

Purpose -Business systems are made up of processes. Processes are collection of activities of businesses that results in an output. And when processes become old and inefficient and can't deliver results they must be redesigned or replaced. Business process reengineering is a tool for transformation of business process and unconstrained reshaping of all business processes. This study uses case and critical literature analysis (CLA) to investigate and focus on the development of business process reengineering (BPR) application concept and its outcome to the industrial set-up (service giving and manufacturing).Approach/methodology -The goal is achieved by case and critical literature analysis (CLA). The case validates its result and justifies its practicality. This study contributed in the context of BPR as a process based management tool for selecting, managing and reengineering selected processes for overall manufacturing or service quality improvement.Findings -In this study, a series of manufacturing processes and a framework for the guidelines of modeling has shown. Core processes of different industries has presented in effective manner. These validates that business process reengineering is a process-based management tool that can deliver both, either redesign or replace inefficient processes, as required, with a breakthrough result. It can be applied to single, group or entire processes comprising the organization.Practical implications -On the basis of presented case study & process modeling guidelines the managers can use BPR to redesign their inefficient processes.Originality/value -This approach suggests adopting BPR at any cost as a tool to improve all business processes as well as overall productivity and performance by managing their whole process. Case study motivates practitioners/managers towards reengineer and manages their business process.

Business Process Reengineering as the Current Best Methodology for Improving the Business Process

“…Process Customer Input Output Feedback business processes. While Bhaskar (2018) says that almost all companies are built around four key core business processes upon which the ultimate success of the company depends in providing quality product or service leading to survival and growth. These four core processes are the following:…”

Process Reengineering in African Public Sector: Lessons From the Private Sector

“…PR can be described as a tool for process change and management as well as the transformation of the work process. It connotes all procedures needed for the optimizing organizational processes and structures to achieve the best possible result (Bhaskar, 2018). The role of PR in engendering organizational improvement in terms of productivity and performance as seen in previous studies by Hussien et al (2013Hussien et al ( , 2014 and Essam and Mansar (2012) was not incorporated in Bhaskar"s study.…”

“…Although the concept of PR has received the attention of scholars, little has been published about the subject matter in APSOs. There is no doubt that there are still several questions that are yet to be answered particularly concerning the processes and the method that can be used to effectively implement PR (Bhaskar, 2018). According to Mekonnen (2019:109) "PR is the fundamental rethinking and radical redesigning of an entire organizational systemthe process, jobs, organizational structures, management systems, values, and beliefs to achieve dramatic improvements in critical measures of performance, such as cost, quality services, and speed".…”

Redesigning Rewards for Improved Fairness Perception and Loyalty

“…Business process reengineering (BPR) applies its thrust on redesigning the activities in accordance with the changes to maximize the effectiveness and efficiency of the organizations in providing quality products and services to their targeted customers (Abdolvand et al, 2008; Lindsay et al, 2003). Organizations are forced to adjust and readjust their activities in accordance with the changes frequently happening in every aspect of business including human perspectives to remain sustainable and competitive (Habib & Shah, 2013; Nisar et al, 2014; Bhaskar, 2018). The main challenge in implementing BPR is to prepare the human within the business to accept the changes and the main barrier that makes BPR difficult is the lack of concern in handling human issues (Naz et al, 2013).…”