Business Process Reengineering Revisited Good Uses of a Formerly Discredited Business Strategy

Business Process Reengineering Revisited Good uses of a formerly discredited Business Strategy

Academic Paper for the Internship Seminars WS 2009/2010

Georg-Simon-Ohm Hochschule Nürnberg International Business Pre-MIFE

Submitted by: Alexandra Pérez Pacheco, Matriculation Number: 2168690 Supervisor: Prof. Dr. Mummert Nuremberg, November 6th 2009

Table of Contents

List of Abbreviations 1. Introduction

iii 1

2.

Business Process Reengineering (BPR) 2.1 2.2 2.3 The Reengineering Concept The Participants (Who will perform the BPR) The Methodology

1 2 2 3 4 5 8 iv

3. BPR Criticism 4. BPR Successful Implementation 5. Conclusions References

ii

List of Abbreviations

BPR TQM

Business Process Reengineering Total Quality Management

iii

1.

Introduction

The main aim of this paper is to review the Business Process Reengineering (BPR) idea from its initial formulation by Michael Hammer, to describe its basic concepts and to illustrate how despite the general negative image it earned during the last decade, its thoughtful implementation can still lead to a rapid and decisive growth without the usually associated negative effects that came with it. This report is made of four main parts. In the first part, the origin of the idea is underlined, and then it is summarized and examined. This part is mainly based on the book by Michael Hammer and James Champy “Reengineering the corporation”. In the second part the criticism that this management technique has suffered is described and explained. In the third part, the implementation of a BPR by Corning Inc. shows how this process can be successfully articulated without the associated negative effects. Finally, a conclusion to the findings in this research is drawn.

2.

Business Process Reenginering (BPR)

Although for some the idea of Business Process Reengineering can be traced back to the concept of “Strategic leap” proposed by Robert H. Hayes and Steven C. Wheelright in...