Business Process Reengineering
(BPR)

ナレッジセンター

Business Process Reengineering方法(BPR)は「組織プロセスの基本的な再考慮そして根本的なデザイン変更としてHammerおよびChampyによって、費用の現在のパフォーマンスの徹底的な改善、サービスおよび速度」を達成するために記述されている。

よりもむしろ私達が完全なプロセスを見るべきである会社を機能専門に組織して(生産、会計、マーケティング、等のように)および各機能が行う仕事を見るために、HammerおよびChampyは推薦する。 材料の獲得から、マーケティングおよび配分の方の生産の方に。 1つは一連のプロセスに会社を再建するべきである。
 

顧客のための価値創成はBPRのための一流の要因であり、情報技術は頻繁に重要で可能にするな役割を担う。 比較しなさい: Relationship Marketing

ミハエルHammerおよびジェームスChampy

リエンジニアリングの主要な支持者はミハエルHammerおよびジェームスChampyだった。 Reengineering the Corporation、Reengineering Managementおよびアジェンダを含む一連の本では、彼らは1つの部門からの別のものに仕事で渡るずっとたくさんの時間が無駄になる論争する。 彼らはチームを任命することはプロセスですべての仕事を行うのは遠いより有効であることを主張する。

Business Process Reengineeringへの5つのステップアプローチ

ダベンポート(1992年)はBusiness Process Reengineeringモデルへの5ステップアプローチを規定する:

1. ビジネス視野およびプロセス目的を開発しなさい: BPR方法はコスト低減、時間の減少、出力品質改良のような特定の経営目標を意味するビジネス視野によって運転される。
2. 設計し直されるべきビジネス過程を識別しなさい: ほとんどの会社は最も重要なプロセスに焦点を合わせるまたはビジネス視野と最も対立するアプローチを使用する「影響が大きい」アプローチを。 会社の少し数はその「徹底的なアプローチ」を組織内のすべてのプロセスを識別し、次にデザイン変更の緊急の順序で順位をつける試み使用する。
3. 既存のプロセスを理解し、測定しなさい: 古い間違いの繰り返すことを避け、ベースラインを未来の改善に提供するため。 比較しなさい: Scientific Management
4. それをてこで動かす識別しなさい: それの意識は機能BPRに影響を及ぼすことが可能であり、またそうするべきである。
5. 新しいプロセスのプロトタイプを設計し、造りなさい: 実際の設計はBPRプロセスの終わりとして見られるべきでない。 むしろ、それは連続的な繰り返しを用いるプロトタイプとして、見られるべきである。 プロトタイプの隠喩は決算、業績の速い配達とBusiness Process Reengineeringのアプローチ、および顧客の介入および満足一直線に並べる。

BPR方法、の付加的な第6ステップが時々見つけるように: 最近設計されていた第一次プロセスの方の組織構造および支配モデルを、適応させるため。

BPRは勧められるかどうか影響を及ぼす一般的なの情況

それが困難であるがこれについての一般的なの助言、次のとおりである考慮することができるある要因を与えなさい:

• 競争は明らかに会社に優っているか。 比較しなさい: 所要経営
• 構成の多くの対立があるか。
• 会合の高周波非常にあるか。
• 非構造化のコミュニケーションの余分な使用か。 (メモ、電子メール、等)
• 漸進的な、増加改善のより連続的なアプローチを考慮することは可能であるか。 (見なさい: Kaizen)。

BPRの評論家は近づく

リエンジニアリングはそのようなプロジェクトが頻繁にずっと大量の一時解雇で起因しているので悪評を得た。 Business Process Reengineeringの導入を囲んだReengineering the Corporationの著者が達するために伝えられるところによればコピーの膨大な数を買ったという事実のための過剰人気にもかかわらず、部分的にベストセラーの上は期待に、方法完全に応えなかったリストする。 主な理由はそれのようである:

• BPRは構成のパフォーマンスを限る要因がプロセスの無効果であると仮定する。 これは本当常にであるかもしれない。 またBPRはこの仮定を認可する平均を提供しない。
• BPRは「汚点のない経歴」とのパフォーマンスの改善のプロセスを始める必要性をすなわち全く無視する現状の。quoを仮定する。
• BPRは構成の抑制に改善の努力を焦点を合わせる効果的な方法を提供しない。 (Theory of ConstraintsのGoldratt著される)。
• 時々、または多分かなり頻繁に、漸進的な、増加変更は(Kaizenのような)よりよいアプローチであるかもしれない。
• BPRは考える米国の方法の方に文化的に偏りのある。 (見なさい: Cultural Dimensions)

BPRはKaizenと比較した

KaizenがBPR方法と比較されるときKaizen philosophyが人間志向ののゆとり、実行し、長期的な訓練を要求し容易あるが、変更の小さいペースだけ提供する。 Business Process Reengineeringのアプローチは一方ではより堅い、技術方向づけられて、それ可能にする根本的な変更をが、かなりの変更の経営スキールを必要とする。

本: Hammer and Champy - Reengineering the Corporation

本: Davenport - Process Innovation

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BPRを下記のもので比較しなさい:  Outsourcing  |  Change Phases  |  Catastrophe Theory  |  Organic Organization  |  Core Group Theory  |  Appreciative Inquiry  |  Positive Deviance  |  Forget Borrow Learn  |  Planned Behavior  |  Force Field Analysis  |  Kaizen  |  価値工学  |  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

経営ハブに戻る: 変更と組織 |  マーケティングと販売   |  戦略とイノベーション  |  サプライチェーンと質

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