Business Process Reengineering[BPR,业务流程重组]



 Business Process Reengineering[BPR,业务流程重组]Hammer和Champy给企业流程重组(Business Process Reengineering,BPR所下的定义是“从根本上反思和重新设计业务流程,以实现关键绩效如成本、质量、服务和反应速度的突破性进展”。

不同于对企业的某个单一功能领域(如生产、财务、市场)进行组织和绩效考察,Hammer和Champy建议要考察企业的完整业务流程, 从购料到生产,从市场到分销, 通过一整套的业务流程重组来变革企业。

以顾客为导向的价值创造是运用BPR的最主要因素,信息技术则是使BPR成为现实的最重要角色。 比较: Relationship Marketing[关系营销]


Michael Hammer和James Champy

Michael Hammer和James Champy是BPR的主要拥护者, 在《企业重组》(Reengineering the Corporation)、《重组管理》(Reengineering Management)及《企业行动纲领》(The Agenda)等一系列的著作中,他们认为,大量时间在工作任务从一个部门向另一个部门的传输过程中,被浪费掉了。 他们主张,委任一个专门团队,执行流程中的各个环节的工作任务,会更有效率。



  1. 树立企业愿景,制定流程目标: BPR模型以企业愿景为驱动,以节约成本、节约时间、提高产出和质量为目标。
  2. 辨认有待重新设计的企业流程: 大多数企业运用“高效法”(High-Impact Approach)聚焦最为重要的流程,或是与企业愿景常常发生冲突的流程。 极少一部分些企业运用“穷尽法”(Exhaustive Approach)找出企业的所有流程,然后优先考虑亟待重新设计的流程。
  3. 认识和衡量现有业务流程: 避免重复过去的错误,为将来的改进提供一个底线基准。 比较: Scientific Management[科学管理]
  4. 寻找流程重组的IT技术: 对这一技术要有充分认识,要能够胜任BPR
  5. 设计和建造新流程模型: 不要将此步骤视作BPR五步流程的终点, 而要把它当作一个模型(Prototype),当作一个循环反复过程的新起点, 这一模型(Prototype)把BPR和快速导出结果的目标统一了起来,把顾客的参与和满足统一了起来。

有些情况下,还要执行第六步: 根据重组后的主要流程,相应调整企业结构和管理模型。



  • 竞争对手是否明显超过了自己的公司? 比较: Turnaround Management[重建管理]
  • 组织内是否矛盾冲突四起?
  • 公司是否频繁召开会议讨论解决问题?
  • 是否大量使用非结构化的通讯手段? (如备忘录、电子邮件等)
  • 是否有可能采取一种渐进提高的办法? (参见: Kaizen[改善])。


因为重组结果往往是大幅裁员,BPR因此染上恶名。 尽管对BPR的宣传介绍甚嚣尘上(有报道称,为了使《企业重组》登上畅销书榜首,作者自购了不小的数量),从事实来看,BPR并未达到其宣称的效果。 主要原因是:

  • BPR假设企业绩效的制约因素在流程中是无效的, 但实际情况并非总是如此。 同时,BPR也无力证明这一假设。
  • BPR假设绩效改进需要一个全新的炉灶,完全忽视企业现状。
  • BPR[企业流程重组]不提供有效方式集中改善努力于组织的限制。 (如由Goldratt完成在Theory of Constraints[约束理论])。
  • 有时或者可能相当经常,逐渐和增加变动(例如Kaizen[改善])也许是一个更好的方法。
  • BPR是典型的美国人思维方式,具有偏颇性。 (参见: Cultural Dimensions[文化尺度])


将Kaizen与BPR作比较,很容易发现,Kaizen更人性化,更容易执行,是一个长期过程,变革的步子很小。 与之相反,BPR却是以技术为导向的疾风骤雨式变革,追求彻底变化,需要相当大的变革管理技能。

参考书: Hammer and Champy - Reengineering the Corporation [中译本《改造企业》,台湾牛顿出版公司,1993] -

参考书: Davenport - Process Innovation -

业务流程重组 小组

小组 (30名成员)



Quotes on Business Process Reengineering
Do you know some deep, famous or funny quotes on Business Process Reengineering? Quotations? Proverbs? Please share them (...)
Costs of BPR - Any ideas?
Hoping that someone can point to some reference providing info on how much a BPR activity would cost -- some percentage (...)
Mental Transformation Required to Implement Business Process Reengineering
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BPR: Lean business processes
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Cases of Successful BPR Implementation / BPR Success Stories
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The Role of HR in Business Process Reengineering (BPR)
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Selective Application
Authors and consultants like Michael Hammer often present big ideas, because that is the realm they deal with as academi (...)
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 a (...)
Business Process ReengineeringTypes
What types of re-engineering processes can be distinguished? Thank you for your input... (...)
Maintaining the Quality of a BPR Programme
How can quality be maintained during a BPR inititiative? (...)
Reward Management During Business Reengineering
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BPR supported by TQM
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BPR in agricultural research?
Is BPR applicable for the agricultural research sector? Is there anyone in the world who can share me the experience how (...)
Business Process Reengineering can be abused
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Required Management Skills
BPR requires highly skillfull management and deep knowledge of what needs to be done. Is it possible to do BPR with less (...)
Personal Business Process Reengineering?
Would anyone help me with one doubt here, can the concept of BPR be implemented in anyones personal life to have a radi (...)
BPR is Like A Pipeline Through Pour Water
We know that drinking water comes through a tube for transporting clean water even when it's going through pour water. W (...)
Business Process Reengineering and Downsizing
Why should BPR proceed downsizing? (...)
Business Process Reengineering = People
In BPR the people are the process and they are central to the success of any innovative change. (...)
BPR needs Positive Thinking
BPR doesn't need a special management skill, rather it needs positive thinking and a changing way of thinking. (...)
BPR: Process Improvements versus Cost
Doing away the manual processes and bringing in technology and tools to make a process time efficient is one way of doin (...)
BPR is not an End, but a Means
BPR is not an end, it is a means to an end. (...)
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 pro (...)
The Role of AI in BPR
What do you think is the role of Artificial Intelligence (big data, self-learning software, digital networks, algorithms (...)
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 (...)
Provincial Business Process Reengineering
I am going to conduct research on BPR in a provincial council sector organization a project monitoring methodology conte (...)
Business Process Reengineering in Agriculture
How to start BPR from clean sheet for large and very old agri industry? Any effective guide line? Thank You! (...)
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 (...)



🥇 What Knowledge is Required for BPR?
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🥈 BPR is needed in Ethiopia
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🥉 ERP and Business Process Reengineering
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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? (...)
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. ra (...)
Developing a Standard Framework for BPR
After reviewing literature, I think that there exists no standard process of BPR. Every company redesigns its processes (...)

Business Process Reengineering专家提示(英语)


Comparison Kaizen vs. Innovation

Appreciate the Differences... (...)

List of Reasons for Business Process Reengineering Failure

BPR Implementation, BPR Pitfalls (...)

Success Factors of BPR

BPR Best Practices, BPR Implementation (...)

Comprehensive Step by Step BPR Approach

Generic Business Process Reengineering Methodology (...)

BPR Guidelines by Hammer

BPR Implementation Best Practices (...)

How to Re-engineer the Process Flow?

Guidelines and Ideas for Process Redesign (...)

Leadership Strategies for Change

Initiate, implement, develop and sustain change (...)

Using Appreciative Inquiry to Improve Business Processes

Alternate Approach (...)

Innovating Bottom-up or Top-down

Corporate Innovation Approaches (...)

Business Processes by Goal

BPM Categories, BPM Types, BPM Classification (...)

BPR Key Success Factors

BPR, Best Practices (...)

Morris & Brandon's BPR View

Organizational Change (...)

Harrington's Business Process Redesign

Lower Impact and Less Risky BPR (...)

Business Processes by the Way they Develop

BPM Categories, BPM Types, BPM Classification (...)

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

Learn form the Differences... (...)

Supply Chain Processes to Consider

Business Process Redesign, Supply Chain Management (...)

Business Processes by Focus Area

BPM Categories, BPM Types, BPM Classification (...)

Types of Change. Classification

Change Management, Organizational Change, Expected/Unexpected Change, Incremental/Radical Change (...)

Davenport's BPR Approach

BPR Implementation (...)

How to Lead an Innovation Team

Best Practices, Innovation Team Management (...)

Process Analysis and Diagnosis Techniques and Tools

BPR, Business Process Modeling (...)

Remember to Focus your Improvement Efforts?

Achieve More With Less, Kaizen, BPR, JIT, Lean, Value Chain (...)

The Role of IT in Business Process Reengineering

BPR, IT (...)

The Process Vision

Process Approaches, Organizational Development, Organizational Change (...)

Typical Improvements by Leveraging Information Technology

BPR, IT (...)

The Human Factor in BPR and Continuous Improvement

The Attitude of People is Key (...)



比较:   Outsourcing[外包]  |  Change Phases[变革阶段]  |  Catastrophe Theory[突变理论]  |  Organic Organization[有机式组织]  |  Core Group Theory[核心组理论]  |  Appreciative Inquiry[肯定式探询]  |  Positive Deviance[正向偏差]  |  Forget Borrow Learn[遗忘借用学习法]  |  Theory of Planned Behavior[计划行为理论]  |  Force Field Analysis[力场分析法]  |  Kaizen[改善]  |  Value Engineering[价值工程]  |  Value Stream Mapping[价值流程图]  |  Change Management[变革管理]  |  Six Change Approaches[六变革法]  |  Managing for Value[价值管理]  |  Dimensions of Change[变革尺度]  |  Eight Attributes of Management Excellence[卓越管理的八个属性]  |  Five Disciplines[五项修炼]  |  Ten Principles of Reinvention[企业型政府重塑10原则]  |  Fourteen Points of Management[质量管理14要点]  |  Blue Ocean Strategy[蓝海战略]  |  Bottom of the Pyramid[金字塔底层]

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