business process reengineering

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The search for, and implementation of, radical change in business processes to achieve breakthrough improvements in products and services

1) 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 2) Change programs aimed at realizing benefits by simplifying and automating processes and making any required changes in strategy, systems, rules, and jobs

A methodology that examines, rethinks, and redesigns mission, products, and services within the political, social, and economic environment of the organization It seeks to achieve dramatic mission performance gains from multiple perspectives It is a key part of a process management approach for optimal performance that continually evaluates, adjusts, or removes processes (Ref 4)

A systematic, disciplined improvement approach that critically examines, rethinks, and redesigns, and implements the redesigned mission-delivery pro-cesses to achieve dramatic improvements in performance in areas important to customers and other stakeholders BPR is also referred to by such terms as business process improvement (BPI) or business process development, and business process redesign While the term can be applied to incremental process improvement effort, it is more commonly and increasingly associated with dramatic or radical overhauls of existing business processes

The concentration on the improvement of business processes that will deliver outputs that will achieve results meeting the firm's objectives, priorities and mission

A process redesign that involves discontinuous rather than incremental change and the breaking of traditional notions of how an organization accomplishes its work, generally taking maximum advantage of information technology

"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 Aside: Tools that support BPR include process modelers (and simulators) that allow organizations to run what-if scenarios on their key business processes Other BPR tools enable an organization to set goals and gather information about current or projected processes

A fundamental rethinking and radical

A methodology for radical, rapid change in business processes achieved by redesigning the process from scratch and then adding automation Aimed at cost reductions of 70% or more when starting with antiquated processes, but with a significant risk of lower results

The process of analyzing, redefining, and redesigning business activities to eliminate or minimize activities that add cost and to maximize activities that add value

Restructuring and transforming a business process by a fundamental rethinking and redesign to achieve dramatic improvements in cost, quality, speed, and so on

The search for, and implementation of, radical change in business processes to achieve breakthrough improvements in products and services (7) See also Disruptive technologies, key business processes

a technique for implementing radical change in a process by defining the sequence of activities that most effectively deliver the outputs that the customers want

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a systematic, disciplined improvement approach that critically examines, rethinks, and redesigns mission-delivery processes in order to achieve dramatic improvements in performance in areas important to customers and stakeholders

The fundamental rethinking and radical redesign of business processes to achieve dramatic organizational improvements

Method to improve organizational performance by evaluating and redesigning business processes

Significant organizational change designed to improve the functioning of an organization as opposed to merely dropping in an information system with no attempts at changing and improving the organization

A term coined by Hammer and Davenport in the early Nineties As originally defined in their books it emphasized starting from a blank sheet and completely reconceptualizing major business processes and using information technology in order to obtain breakthrough improvements in performance The term became unpopular in the late Nineties and many business people associate BPR with failures Those who still use the term have redefined it to mean what we mean by Business Process Redesign

DoD business process reengineering comprises a set of activities designed to improve the performance of DoD functional activities by reorganizing the performance of value-added work to minimize non value-added work

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busi·ness proc·ess reengineering

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bîznıs prôses riencınîrîng

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/ˈbəznəs ˈprôˌses rēˌenʤəˈnərəɴɢ/ /ˈbɪznəs ˈprɔːˌsɛs riːˌɛnʤəˈnɪrɪŋ/