Business process reengineering with applications

Abstract

Business Process Reengineering (BPR), which has been one of the most popular management concepts in the recent years, is investigated in this thesis. Many companies implement reengineering in order to improve their efficiencies, achieve performance improvements and they try to reinvent their organization via this new management technique. A brief history of Business Process Reengineering subject is outlined in this study with the aim of understanding the conditions and the reasons of its emergence as a new management concept. Literature is reviewed to understand the subject thoroughly and to find out how this technique has been interpreted in the world. BPR is also compared with other management concepts it is in relation with such as Total Quality Management and Continuous Improvement. Some companies that have implemented reengineering are analysed and their experiences are discussed. Analysis is then focused on a specific multinational computer company. This company's reengineering implementation has been analysed in detail. A research has been conducted in this multinational company. The findings of this research revealed that most of the employees rate reengineering as a successful initiative and they are satisfied with reengineering. The general opinions about the consequences of reengineering implementation are found out to be increased performance, motivation and customer satisfaction. In contrast to expected· BPR results, the employees figured out that processes did not become simpler and workload was not reduced after BPR implementation in their company. Perceptions towards reengineering were more positive going from bottom to top levels of management. Having analysed different companies experiences and conducted a research on a specific company, a business process reengineering methodology is proposed in this thesis. This methodology can help companies to implement their changes efficiently and effectively.