Business Process Reengineering: Improving in New Strategic Directions

Dixon, J. Robb; Arnold, Peter; Heineke, Janelle; Kim, Jay S.; Mulligan, Paul

doi:10.2307/41165768

Cited by 104 publications

(63 citation statements)

References 7 publications

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“…Early advocates of BPR touted it as the next revolution in obtaining breakthrough performance via process improvement and process change [17]. Since 1990, different researchers such as Hammer [9], Harrington [18], Klein [19], Davenport [13], Johansson et al [20], and Dixon et al [21] have developed different definitions of BRP. Hammer and Champy [12] defined BPR as a fundamental redesign of organizational processes to create radical improvement in vital areas such as cost, quality, service, and speed.…”

Section: Introductionmentioning

confidence: 99%

Business Process Reengineering Implementation: Developing a Causal Model of Critical Success Factors

Jamali¹

2012

IJEEEE

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Abstract-Business Process Reengineering (BPR) has become a popular managerial tool to deal with dramatic technological and business changes in today's competitive environment. BPR help organizations to throw away their old fashioned processes to achieve new heights of success. However, BPR implementation is a difficult task. Literature indicates that many organizations have failed to achieve the expected results. The present study attempts to throw more light to the subject. Through a comprehensive review of literature, critical success factors (CSF) that influence the success of BPR programs are identified. Then, using a DEMATEL methodology, these CSF and the causal relationships among them are analyzed. Results indicate that "top management commitment", "IT infrastructure", "training" and "adequate financial resources" are of critical importance in BPR implementation projects.

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Section: Introductionmentioning

confidence: 99%

Business Process Reengineering Implementation: Developing a Causal Model of Critical Success Factors

Jamali¹

2012

IJEEEE

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“…Hammer and Champy (1993) define BPR as "the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical contemporary measures of performance, such as cost, quality, service, and speed." Johansson et al (1993) provide a description of BPR relative to other process-oriented views, "Business Process Reengineering, although a close relative, seeks radical rather than merely continuous improvement. It escalates the efforts of JIT and TQM to make process orientation a strategic tool and a core competence of the organization.…”

Section: Business Process Reengineeringmentioning

confidence: 99%

The Role of the Performance Measurement Systems on Business Process Reengineering: An Empirical Study of Turkish Small and Medium Scaled Manufacturing Firms

Zehir¹,

Altındağ²,

Günsel³

2008

South East European Journal of Economics and Business

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Abstract:Today, companies have begun to adopt more flexible structures to adapt to the rapidly changing environment. From the beginning of the 1990's, companies have needed radical changes to their organizational structures, especially their process methods. Companies need more flexible and faster organizational structures to respond effectively to their customers' growing variety of needs. This new concept of process reengineering has become an appealing alternative for companies.Reengineering means rebuilding an organization and its entrenched conceptions and design. Competition is intensifying today; reengineering is a convenient method of establishing a new and active structure.Reengineering tries to specify the role of performance measurement in the reengineering process. The effects of a current performance measurement system, the role of performance measurement, empowerment, integration and long-term strategic alignment are the basic subjects of reengineering. These elements are presented in this paper with positive statistical results. The results of the research and the trends observed are discussed and suggestions are presented for both managers and academicians.

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“…Reengineering can be introduced as a difficult and risky process but it is still the best option for the enterprises which want to take the new strategic path, although dangerous by itself (Dixon, Arnold, Heineke, Kim, & Mulligan, 1994;Adeiemi & Aianda, 2008). However, according to Hammer (1995), reengineering brings changes, new ideas, attitudes, new technologies and work organization.…”

Section: Notion Of Reengineeringmentioning

confidence: 99%

Implementation of 5S tools as a starting point in business process reengineering

Vorkapić¹,

Ćoćkalo²,

Djordjević³

et al. 2017

JEMC

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The paper deals with the analysis of elements which represent a starting point in implementation of a business process reengineering. We have used Lean tools through the analysis of 5S model in our research. On the example of finalization of the finished transmitter in IHMT-CMT production, 5S tools were implemented with a focus on Quality elements although the theory shows that BPR and TQM are two opposite activities in an enterprise. We wanted to distinguish the significance of employees' self-discipline which helps the process of product finalization to develop in time and without waste and losses. In addition, the employees keep their work place clean, tidy and functional.

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Business Process Reengineering: Improving in New Strategic Directions

Cited by 104 publications

References 7 publications

Business Process Reengineering Implementation: Developing a Causal Model of Critical Success Factors

Business Process Reengineering Implementation: Developing a Causal Model of Critical Success Factors

The Role of the Performance Measurement Systems on Business Process Reengineering: An Empirical Study of Turkish Small and Medium Scaled Manufacturing Firms

Implementation of 5S tools as a starting point in business process reengineering

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