Business Process Redesign (BPR) or Reengineering

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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.

Business Process (EPC) in ARIS Express 6

Business Process (EPC) in ARIS Express

English: Business Process Reengineering Cycle

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...