BUSINESS PROCESS REENGINEERING LIFE CYCLE

Life-Cycle Support for Process Reengineering

A lthough business process reengineering has been touted throughout the decade as a way to streamline organizations and improve productivity, three out of four BPR efforts reportedly fail outright, fall short of their performance goals, or are otherwise botched.1 We see primarily two reasons for this. First, most tools and methods for BPR concentrate on upstream process-design activities like m...

Business Process Reengineering

Business Process Reengineering

Business Process Improvement, Business Process Reengineering, and Business Process Management

• Customer satisfaction: The result of optimizing and aligning business processes to fulfi ll customers’ needs, wants, and desires. • Cost reduction: The result of optimizing operations and supplier processes. • Cycle and fulfi llment time reduction: The result of optimizing the manufacturing and logistics processes. • Quality: The result of optimizing the design, development, and production pr...

AI in Business-Process Reengineering

Fortune 500 company annual reports explicitly discussed reengineering efforts that were currently under way. One analyst recently estimated the annual market for BPR services in U.S.-based companies at $1.8 billion; another predicts a growth of 20 percent each year from 1994 to 1996 (Caldwell 1994). To measure the long-term impact of this work, one must consider a multiple of this figure as the...