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What Makes Business Process Reengineering Different?
BPR goes beyond a simple organizational restructuring. It actually encompasses everything necessary to identify, produce, and deliver a product or service. It is a way organizations can achieve changes in performance as measured by indicators like cost, cycle time, service, and quality. BPR is implemented through a variety of tools and techniques that focus on the business as a set of related, customer-oriented core business processes—not as a set of organization functions. The changes can be radical, or fairly incremental, depending on the organization.
Managers tend to see BPR from a different viewpoint. For them, it is a way to redefine an organization’s larger mission statement, a way to analyse critical success factors, or a way to re-design the organizational structure. Often, after a successful BPR, managers have changed their traditional methods of thought and really have committed themselves to the “customer”—be it the solider or the teacher.
Starting with a “Clean Slate”
BPR starts by looking at an organization’s business processes from a "clean slate" perspective. This helps determine how they can rebuild their processes to enhance their efficiency and improve quality. By doing so, organizations also typically discover many cost savings opportunities.
The BPR process has several different building blocks that enable you to develop a sound platform to build on. Some of the major components are as follows:
All of these various processes help create better business practices for organizations, helping them answer the questions…
At the end of the day, BPR can help solve some significant challenges for federal agencies as they look to become leaner, greener, and do more with less.
Let Us Hear From You
Could Business Process Reengineering work for your organization? Why or why not?
Ms. Monica Painter is a Partner with IBM Global Business Services. She is IBM’s Global Leader for Lean and “Green” Six Sigma and she is the Operations Strategy Leader for the Public Sector’s Operations and Supply Chain Management Practice. She has twenty years of client sales, engagement management, consulting, team facilitation, and management experience. She also has a strong background in business transformation and innovation, business process management, supply chain management, change management, including strategic alignment, organization design and development, stakeholder analysis and communication, business performance improvement including analytics, and change acceleration. Ms. Painter is a certified Master Black Belt and is known across industry as a Subject Matter Expert.
She holds a B.S. in Marketing and Management from The McIntire School of Commerce, University of Virginia, and an MBA specializing in Organization Behavior & Finance from The Wallace E. Carroll School of Management, Boston College.
Monica Painter (firstname.lastname@example.org)