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Business Process Redesign Or Reengineering
Business Process Redesign or Reengineering Business Process Redesign or Reengineering Business Process Redesign (BPR) or Reengineering is "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" (Hammer and Champy, Reengineering). Since the BPR idea has surfaced it has been under constant ridicule by the popular press. They say it takes far too long, creates management headaches, fails 70% of the time, and it's only for big companies with big checkbooks (Hydrel...). However, I feel that with the right plan, the right people, and total commitment from those involved, BPR or Reengineering can work for any company. The Hydrel Experience A good example of this is Hydrel, a manufacturer of in-ground and underwater lighting equipment. They were about to begin selling their products in the international market, and were afraid their current systems could handle the rapid increase in volume. So the company president, Craig Jennings, hired the D. Appleton Company (DACOM) to help reengineer the company's plans to handle its growth rate. After DACOM reviewed Hydrel's functional areas and the desires of the top-level management, they concluded that the order management and inventory control process had to be redesigned to meet the demands. Then they comprised three teams: process, quality, and information. But before the three teams could work separately, they had to go through a process to determine if the team members were on the right team, and if they could work together. So each of the three teams reviewed employee personalities using the Pearson Personality Inventory (Hydrel...). After using the PPI system they found that all the teams were compatible, and began working on the job at hand. The process team attacked the reengineering of the "Manage Customer Order" process which included all contact with prospects, customers, and sales agents the moment a question came up. Then they invited customers and suppliers to air their own issues and ideas about their company. All of them had something to say about the company and were impressed with the reengineering effort. The Hydrel process team concluded its redesign work with a delivery process that removes 37% of the order management activities (Hydrel...). And also designed a new computer system to carry out the new process. The new computer system will also be used by the quality team to update their new metrics system. The quality team developed a completely new system for the reengineering process. This new metrics system continually updates them on changes in the market that deal with quality. This is important so they can deal with the changes right away and stay competitive. And finally the information team came in to wrap up the whole process and implement the new computer system. They design a system that fit the current demands but is able to grow and expand a the same rate as the company. Due to total commitment from the right people, using the right me...This is ONLY a preview of the article. If you would like to view the entire document, you must subscribe to Electronic References. Please register below now! Get This Full Article After Registration
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