BPR : ایجاد شرایط برای موفقیت

The business process improvement (BPI) literature is replete with advice on how to improve business processes, but what is lacking is a holistic approach that encompasses the most important facets for long-term success—methods to facilitate people, an organizational structure conducive to empowerment, and a systematic method for solving problems. The study offers an in-depth examination of the BPI methodology used by Caterpillar. The case details what Caterpillar has done to make BPI work and offers tips to help other organizations overcome obstacles to BPI success. A theoretical model is developed that offers a conceptual view of holistic BPI.

Successful business process improvement (BPI)hinges upon top management support, customer satisfaction,cross-functional teamwork, and a systematicmeans of solving problems. 1-3 However, aholistic framework that depicts how people in anorganization can work together to implement BPIsolutions has not appeared in the literature. 4 Hence,the author presents a framework which includes asystematic methodology for guiding BPI efforts, amanagement structure for creating a conduciveenvironment for change, and mechanisms forempowering workers. To explore the value of such aframework, an in-depth case study was conducted. The case describes how Caterpillar Inc. (Peoria, IL)introduced BPI into one business unit, MossvilleEngine Center (MEC), six years ago and saved between$10 and $20 million. Caterpillar MEC manufactures avariety of small and medium-sized diesel engines.The engine centre employs approximately 5000 peoplewith 1200 in management positions. Total revenue for Caterpillar Engine Division is $3.7 billion.At the request of Caterpillar MEC, detailed financial analysis was not included.

Theoretical ImplicationsThe conceptual model appears to be holistic and comprehensive because it matches what is going on in acompany that has been successful with BPI for over five years. An organization is made up of people whodo work at different levels. Executives lead, managersfacilitate, and people complete projects and relatedtasks. Executives set the strategy and champion thecorporate culture. Managers carry out strategy andmake it work in the corporate culture with peopleand other resources. People are provided tools and(hopefully) support and decision-making power toeffectively solve business problems. Business strategy and BPI are related in that process problems requirelong-term solutions to be effective and they must bealigned with business goals and the customers servedby the organization. The three pillars model addresseseach of these issues. The model should evolve as morecases are examined. For instance, MEC has emphasizedprocess improvement from a business perspectiverather than an IT perspective.Practical ImplicationsAlthough one must be careful not to generalize basedon one case study, other organizations can use themodel as a high-level blueprint to guide BPI initiatives.The BPI literature is replete with advice on howto reengineer, but what is lacking is a holisticapproach that encompasses the most important facetsfor long-term success--people, organizational structure,and a systematic method for solving problems.The difference between success and failure hingesupon an organization's view of reengineering. Reengineeringorganizational change requires a strategicorientation rather than a tactical or operational one.Reengineering must be carefully planned, properly financed, and strongly reinforced. Hence, reengineeringshould be considered in the strategic planof the organization since it must be endorsed andenforced by top management.