According to Hammer and Champy, a business process is a:
collection of activities that takes one or more kinds of input and creates an output that is of value to the customer.
With that we can describe Business Process Re-engineering as 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.
These improvements are a result of analyzing the enterprise’s core business processes independently of current reporting lines and functional work units. BPR involves soliciting input from customers, as well as studying and questioning established practices throughout the organization. It is neither a minor nor an easy exercise.
BPR requires changes in organizational structures, management systems and processes, jobs and skills, and culture and values.
Although all BPR projects are unique, most of them share the following six characteristics:
- There is a fundamental rethinking of the way in which activities are carried out and work gets done;
- There is a structural reorganization with changes to existing jobs;
- There are new information technologies, taking advantage of decreasing long-term costs and increasing functionality, to improve access to information and speed of decision making;
- There is a new value system, focusing on value from the customer’s viewpoint and on employee empowerment;
- There is a new performance measurement system to measure both processes and outputs, and
- BPR is carried out successfully through teamwork.
Our approach to BPR, and all process improvement utilizes existing organizational strengths, new technology and professional development – due to our experience Tre can be a welcome perspective to any organizational leader looking to improve how tasks are completed.
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