Business process reengineering

“Business process reengineering encompasses the envisioning of new work strategies, the actual process design activity, and the implementation of the change in all its complex technological, human, and organizational dimensions”

“To succeed at reengineering, you have to be a missionary, a motivator, and a leg breaker.”

“Reengineering posits a radical new principle: that the design of work must be based not on hierarchical management and the specialization of labor but on end-to-end processes and the creation of value for the customer.”

“Reengineering is the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical contemporary measures of performance such as cost, quality, service and speed.”

“Business Process Reengineering seeks radical rather than merely continuous improvement. It escalates the efforts of JIT and TQM to make process orientation a strategic tool and a core competence of the organization. BPR concentrates on core business processes, and uses the specific techniques within the JIT and TQM "toolboxes" as enablers, while broadening the process vision.”

“Business process engineering aims to achieve the greatest efficiency possible in terms of business-organizational solutions. Organizational departments, reengineering project teams or even business process owners can be responsible for process engineering. While work schedule development for manufacturing processes might be institutionally allocated to a certain department for years as job preparation, other kinds of business processes are not quite as regimented.”