Bpr-Mis

INTRODUCTION:

The globalization of the economy and the liberalization of the trade markets have formulated new conditions in the market place which are characterized by instability and intensive competition in the business environment. Competition is continuously increasing with respect to price, quality and selection, service and promptness of delivery.

Removal of barriers, international cooperation, technological innovations cause competition to intensify. All these changes impose the need for organizational transformation, where the entire processes, organization climate and organization structure are changed.

In today’s ever-changing world, the only thing that doesn’t change is ‘change’ itself. In a world increasingly driven by the three Cs: Customer, Competition and Change, companies are on the lookout for new solutions for their business problems. Recently, some of the more successful business corporations in the world seem to have hit upon an incredible solution: Business Process Reengineering (BPR).

Some of the recent headlines in the popular press read,

“Wal-Mart reduces restocking time from six weeks to thirty-six hours.”

“Hewlett Packard’s assembly time for server computers touches new low- four minutes.”

“Taco Bell’s sales soars from $500 million to $3 billion.”

The reason behind these success stories: Business Process Reengineering!

Business Process Reengineering Formally Defined:

Hammer and Champy have revolutionized the idea of reengineering. They define

BPR as, “the fundamental rethinking and radical redesign of business systems to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service, and speed.” [Hammer, Champy, 2001]

In this definition you can find four important key words:

• Fundamental: "Why do we do what we do?" and "Why do we do it the way we

do?" Reengineering ignores what is and concentrates on what should be.

• Radical: Disregarding all...