Business Process Reengineering
(BPR)

Centro de Conhecimento

   

Fundamental reconsidering e radical redesigning de processos organizational. Explanação do Business Process Reengineering do Hammer e do Champy.

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Business Process ReengineeringO método do Business Process Reengineering (BPR) é descrito pelo Hammer e pelo Champy como “a reconsideração fundamental e o redesign radical de processos organizational, a fim conseguir a melhoria drástica do performance atual no custo, os serviços e a velocidade”.


Melhor que organizando uma empresa em specialties funcionais (como a produção, a contabilidade, o marketing, etc.) e para olhar as tarefas que cada função executa, o Hammer e Champy recomendam que nós devemos olhar processos completos. Da aquisição dos materiais, para a produção, para o marketing e a distribuição. Um deve reconstruir a empresa em uma série dos processos.
 

A criação do valor para o cliente é o fator principal para o BPR e a tecnologia de informação joga frequentemente um papel permitir importante. Compare: Relationship Marketing

 

Hammer de Michael e James Champy

Os proponents principais do re-engineering eram Hammer de Michael e James Champy. Em uma série dos livros including Reengineering the Corporation, Reengineering Management, e a agenda, argumentam que distante demasiada hora está desperdiçada, passando em tarefas de um departamento a outro. Reivindicam que é mais eficiente distante apontar uma equipe que executa todas as tarefas no processo.


Um abordagem de cinco etapas ao Business Process Reengineering

Davenport (1992) prescreve um abordagem da cinco-etapa ao modelo do Business Process Reengineering:

  1. Desenvolva a visão do negócio e os objetivos process: O método do BPR é dirigido por uma visão do negócio que implique objetivos de negócio específicos tais como a redução de custo, redução do tempo, melhoria de qualidade da saída.
  2. Identifique os processos do negócio a redesigned: a maioria de empresa usam o abordagem “high-impact” que focaliza nos processos os mais importantes ou aqueles que opõem mais à visão do negócio. Pouco número das empresa usa “o abordagem exhaustive” esse tentativas de identificar todos os processos dentro de uma organização e de dar-lhes prioridade então em ordem do urgency do redesign.
  3. Compreenda e meça os processos existentes: para evitar repetir de erros velhos e para fornecer uma linha de base para as melhorias futuras. Compare: Scientific Management
  4. Identifique-o ergue com alavanca: a consciência dELA potencialidades enlata e deve influenciar o BPR.
  5. Projete e construa um protótipo do processo novo: o projeto real não deve ser visto como o fim do processo do BPR. Rather, deve ser visto como um protótipo, com iterações sucessivas. O metaphor do protótipo alinha o abordagem do Business Process Reengineering com a entrega rápida dos resultados, e a participação e a satisfação dos clientes.

Como uma 6a etapa adicional do método do BPR, às vezes você encontra: para adaptar a estrutura organizational, e o modelo do governance, para o processo preliminar recentemente projetado.


Circunstâncias genéricos que influenciam se o BPR é aconselhável

Embora seja difícil dê o conselho genérico sobre isto, alguns fatores que podem ser considerados são:

  • A competição outperform claramente a companhia? Compare: Gerência da rotação
  • Há muitos conflitos na organização?
  • Há extremamente uma alta freqüência das reuniões?
  • Uso excessivo de uma comunicação non-estruturada? (memorandos, email, etc.)
  • É possível considerar um abordagem mais contínuo de melhorias graduais, incrementais? (veja: Kaizen).

Críticos do abordagem do BPR

O Reengineering ganhou uma reputação má porque tais projetos resultaram frequentemente em dispensas maciças. Apesar da exagerada que cercou a introdução do Business Process Reengineering, parcialmente o venceu ao fato que os autores de Reengineering the Corporation compraram reportedly números enormes das cópias para alcançar o alto do bestseller alista, o método não viveu inteiramente até suas expectativas. As razões principais parecem ser aquela:

  • O BPR supõe que o fator que limita o performance da organização é o ineffectiveness de seus processos. Isto pode ou não pode sempre ser verdadeiro. Também o BPR não oferece nenhum meio validar esta suposição.
  • O BPR supõe a necessidade começar o processo da melhoria do performance com “um slate limpo”, isto é negligencía totalmente o quo do status.
  • O BPR não fornece uma maneira eficaz focalizar os esforços da melhoria nos confinamentes da organização. (Como feito por Goldratt no Theory of Constraints).
  • Às vezes, ou talvez completamente frequentemente, uma mudança gradual e incremental (tal como Kaizen) pode ser um abordagem melhor.
  • O BPR é culturally inclinado para a maneira dos E.U. de pensar. (veja: Cultural Dimensions)

BPR comparado a Kaizen

Quando Kaizen é comparado com o método do BPR é espaço livre que o Kaizen philosophy é mais humano-orientado, mais fácil de executar, mas reque a disciplina a longo prazo e fornece somente um ritmo pequeno da mudança. O abordagem do Business Process Reengineering na uma mão é mais duro, tecnologia-orientado, ele permite a mudança radical mas requer habilidades de gerência consideráveis da mudança.


Livro: Hammer and Champy - Reengineering the Corporation -

Livro: Davenport - Process Innovation -


Fórum de BPR
  BPR - Time Reduction versus Cost
Doing away the manual processes and bringing in technology and tools to make a process time efficient is one way of doing BPR.
However, technology and tools also come at a certain cost. That's why decision makers are often hesitant to invest in ...
     
 
  Deterministic Machines Concept in BPR
Hi all, could anyone give me a clarification regarding deterministic machines concept in BPR please? How can BPR be viewed in the view of deterministic machine view?...
     
 
  Developing a Standard Framework for BPR
After reviewing literature, I think that there exists no standard process of BPR. Every company redesigns its processes in its own way.
I believe different cultures, strategies and organizational structures are the main reasons of adapting so ma...
     
 
  Is BPR Helping ERP or is ERP Helping BPR?
I am a PhD student and my area is BPR. I just want to know your expert opinion (just general) regarding the relationship of BPR and ERP.
It is a fact that BPR uses technology for efficiency however, I have come across that ERP is doing the same....
     
 
  Cases and Causes of BPR Failure / BPR Disasters
Hello,
I'm doing research on BPR failure cases. Unfortunately, I can't find any cases to illustrate my research. Could you please tell me where I can find this kind of cases?
Thank you in advance....
     
 
  Alignment of BPR and IT Solution Approach
I am conducting research as part of a Masters degree on the combination of business process change methodologies i.e. radical and continuous improvement and IT solution approach such as Commerical Of the Shelf (COTS, package software), Business Proce...
     
 
  BPR Works only Top-Down
I am a BPR envangelist and in my experience BPR is only effective if it starts from the top, i.e. when senior managers accept the challenge to first revamp their mental models of management before they engage in the process. Otherwise all BPR efforts...
     
 
  Cases of Successful BPR Implementation / BPR Success Stories
Can you point out companies who were successful in BPR implementation? And what is the success rate of these projects?
I am currently doing my thesis on this topic. Any assistance would be appreciated....
     
 
  Maintaining the Quality of a BPR Programme
How can quality be maintained during a BPR inititiative?...
     
 
  Personal Business Process Reengineering?
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  Business Process Reengineering = People
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  BPR Through E-Governance Initiatives
In the public sector field of a government like India, implementing a 100% BPR would be difficult. Because the waste processes & positions identified out of such exercises would be of greater portion and the government itself would be unsure on how t...
     
 
  Business Process Reengineering in Agriculture
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  BPR is Like A Pipeline Through Pour Water
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  BPR is not an End, but a Means
BPR is not an end, it is a means to an end....
     
 
  Misunderstandings around BPR
Many people misunderstand the concept of BPR as a natural phenomenon or for resisting changes to roll back from its unfavorable impact. Say downsizing. Such people are heard in quoting wrong sayings like "Blood Pressure Raising", but the truth is BP...
     
 

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Melhores Práticas - BPR Premium
  The Role of HR in Business Process Reengineering (BPR)
We already know BPR is not about IT only. But I'd like to find out what can or should be the role of HRM (Human Resource Management) in effective BPR implementations?
Thanks for sharing your thoughts......
     
 
  Faster and more Flexible than BPR - Alternative Approaches?
Is there any other alternative to BPR? Something that is more flexible, faster and with less work than BPR....
     
 
  Is BPR Useful for Small Companies (SMEs)?
Can BPR be used in small and middle size companies as well?...
     
 
  Reward Management During Business Reengineering
More often than not, Kenyan organizations in need of adapting to changes in the competitive business environment fail to satisfy the needs of the diverse groups of employees within the company. Many employees are exiting, new ones joining in and othe...
     
 
  ERP and Business Process Reengineering
Business process reengineering involves radically changing the status quo to fulfil customer's expectation and keep them coming back. This involves change management thinking and implementation of organisational principles. ERP helps in integrating d...
     
 
  BPR is needed in Ethiopia
I believe BPR is an important change management tool. It is a radical tool. You can't help or solve all the bureacratic mess created on customers with any other tools - be it Kaizen , TQM, etc.
That is why the Government of Ethiopia a...
     
 

Expert Tips (ENG) - Business Process Reengineering Premium
 

Comparison Kaizen vs. Innovation

In 1992, A. Meckel made this useful comparison of Kaizen (K) versus Innovation (I):
1. EFFECT - K: long term and continuous, but not dramatic; I:...
Usage (application): Appreciate the Differences...
 
 
 

List of Reasons for Business Process Reengineering Failure

Re-engineering usually fails due to 15 main reasons in 4 main categories:
A. Failure due to the actual re-engineering process:
...
Usage (application): BPR Implementation, BPR Pitfalls
 
 
 

Success Factors of BPR

Abdolvand et al. (2008) mention five factors that are critical for successful Business Process Reengineering :
1. Egalitarian leadership: ...
Usage (application): BPR Best Practices, BPR Implementation
 
 
 

Comprehensive Step by Step BPR Approach

In their article “Business Process Reengineering: Building a Comprehensive Methodology”, Guha, Kettinger and Teng are offering the Process Reengine...
Usage (application): Generic Business Process Reengineering Methodology
 
 
 

BPR Guidelines by Hammer

MIT Professor Michael Hammer has been identified as the pioneer of the BPR concept.
In his earlier perspective, BPR consisted of a radical redesi...
Usage (application): BPR Implementation Best Practices
 
 
 

How to Re-engineer the Process Flow?

The process flow re-engineering phase in BPR cannot be standardized and summarized in a checklist since there are no fixed rules that can apply to all...
Usage (application): Guidelines and Ideas for Process Redesign
 
 
 

Leadership Strategies for Change

In response to the high rate of change failure, Ken Blanchard and his team have developed the Blanchard Leading Through Change program, in whic...
Usage (application): Initiate, implement, develop and sustain change
 
 
 

Using Appreciative Inquiry to Improve Business Processes

Organizations focusing on developing their processes may use the appreciative process to i...
Usage (application): Alternate Approach
 
 
 

Innovating Bottom-up or Top-down

Check out 2 recent articles by professor Deschamps on ...
Usage (application): Corporate Innovation Approaches
 
 
 

Business Processes by Goal

The main goals of Business Process Modeling can be classified into three different categories:
1. Descrip...
Usage (application): BPM Categories, BPM Types, BPM Classification
 
 
 

BPR Key Success Factors

In an article, Al-Mashari and Zairi summarize the following elements as the key success factors of a holistic BPR implementation process:
...
Usage (application): BPR, Best Practices
 
 
 

Morris & Brandon's BPR View

Among the most recent scholars who added authoritative builds on BPR, Daniel Morris and Joel Brandon argue reengineering methodologies are just too...
Usage (application): Organizational Change
 
 
 

Harrington's Business Process Redesign

H. James Harrington has been the first to utilize the term Business Process Redesign, to underline his orientation towards a lower impac...
Usage (application): Lower Impact and Less Risky BPR
 
 
 

Business Processes by the Way they Develop

Considering the way that processes may develop, we can differentiate them into the following 2 types of processes:
A.  
 
 

Comparison TQM and BPR | Comparing Total Quality Management versus Business Process Reengineering

Compare TQM and BPR:
Similarities in TQM and BPR:
- Both TQM and BPR are customer-oriented. They both aim on improving the cus...
Usage (application): Learn form the Differences...
 
 
 

Supply Chain Processes to Consider

Critical value chain activities where various process components are typically scattered across several functional departments should defeintely be Usage (application): Business Process Redesign, Supply Chain Management
 
 
 

Business Processes by Focus Area

Depending on their focus, we can distinguish 4 types of business processes:
- Integration intensive Usage (application): BPM Categories, BPM Types, BPM Classification
 
 
 

Types of Change. Classification

Organizational change varies along at least to dimensions (expected-unexpected and incremental-radical) and can be managed by classifying it in one of...
Usage (application): Change Management, Organizational Change, Expected/Unexpected Change, Incremental/Radical Change
 
 
 

Davenport's BPR Approach

Hammer's and Champy's original BPR concept, testified in their numerous publications, has been lately developed and mitigated by the work of Thomas H....
Usage (application): BPR Implementation
 
 
 

How to Lead an Innovation Team

In order to become a great innovation team leader, Ram Charan suggests in the article "P&G's Innovation Culture" (strategy+business, Autumn 2008, Issu...
Usage (application): Best Practices, Innovation Team Management
 
 
 

Process Analysis and Diagnosis Techniques and Tools

Process Analysis and Process Diagnosis can be considered as one single concept, although some differences have been underlined in recent management li...
Usage (application): BPR, Business Process Modeling
 
 
 

Remember to Focus your Improvement Efforts?

Very often organizations consider continuous improvement as committing on improvement efforts, and thus creating projects to implement them, in all ar...
Usage (application): Achieve More With Less, Kaizen, BPR, JIT, Lean, Value Chain
 
 
 

The Role of IT in Business Process Reengineering

Information technology (IT) plays an important role in Business Process Reengineering (BPR). It is considered to be a major enabler for new forms of w...
Usage (application): BPR, IT
 
 
 

The Process Vision

A business process is a set of interrelated activities targeted at a defined and measurable result that adds value to the end user (customer).
Th...
Usage (application): Process Approaches, Organizational Development, Organizational Change
 
 
 

Typical Improvements by Leveraging Information Technology

Business Process Reengineering is considered a key tool for improving the efficiency of an organization in accordance with its goals.
BPR, throug...
Usage (application): BPR, IT
 
 
 

The Human Factor in BPR and Continuous Improvement

In their book “Learning Organizations: Knowledge Management Theories, Models and Case Studies”, Italian F. Azzariti and M. Bortali argue that individu...
Usage (application): The Attitude of People is Key
 
 

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Compare o BPR com:  Outsourcing  |  Change Phases  |  Catastrophe Theory  |  Organic Organization  |  Core Group Theory  |  Appreciative Inquiry  |  Positive Deviance  |  Forget Borrow Learn  |  Planned Behavior  |  Force Field Analysis  |  Kaizen  |  Engenharia de valor  |  Value Stream Mapping  |  Change Management  |  Six Change Approaches  |  Managing for Value  |  Dimensions of Change  |  Eight Attributes of Management Excellence  |  Five Disciplines  |  Ten Principles of Reinvention  |  Fourteen Points of Management  |  Blue Ocean Strategy  |  Bottom of the Pyramid


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