BPR can be defined as “the profound rethinking and revolutionary redesign of business process to reach spectacular improvements of public presentation, such as cost, quality and service”.
The key words here are profound, radical, dramatic and physical process: BPR recognizes that there is a need to change functional power structures.
A “Business process” can be thought of as a collection of activities that takes one or more kinds as follows.
A re-engineered outgrowth has certain device characteristics:
(a) Often several lines of work are fluxed into one
(b) Workers often make decisions.
(c) The steps in the physical process are performed in a logical ordering.
(d) Work is performed where it makes most sense.
(e) Checks and controls may be cut back, and quality ‘built in’.
(f) One coach renders a single point of contact lens.
(g) The advantages of centralized and decentralized surgical procedures are blended.
We named seven rationales of BPR:
(a) Processes should be designed to attain a trusted consequence rather than focusing on subsisting jobs.
(b) Force who uses the yield from a physical process should perform the outgrowth. For example, a company could set up a database of approved providers; this would allow forces who actually ask provisions to order them themselves, perhaps using online applied science, thereby doing away with the need for a separate buying procedure.
(c) Information processing should be included in the workplace which makes the selective information. This does away with the specialization between information gathering and information processing.
(d) Geographically propagated resources should be treated as if they are concentrated. This allows the welfare of centralization to be obtained, for example, economies of scale through central negotiation of provision contracts, without losing the benefits of decentralization, such as responsibilities.
(e) Parallel activities should be linked up rather than integrated. This would need, for example, co-ordination between team work on different prospects of a business process.
(f) ‘Doers’ should be allowed to be self-managing. The traditional differentiation between workers and coaches can be got rid of: determination attentions such as technical s ms can be provided where they are required.
(g) Information should be captured once at reference. The statistical distribution of info makes this possible.