مهندسی مجدد فرآیند کسب و کار: بررسی مقالات اخیر

The purpose of this paper is to help demystify the confusion on Business Process Reengineering (BPR). This is achieved through a review of the literature covering the period from the late 1980s to 1998. Articles published in the leading business journals and the more popular business magazines were included in the review, as well as books published on the topic. The paper first discusses the need for reengineering and then reviews the literature under the following headings: definition of BPR, BPR tools and techniques, BPR and TQM co-existence, understanding organisational processes, the reengineering challenge, and organisational redesign using BPR. The review shows that considerable confusion exists as to exactly what constitutes BPR. Authors place different emphasis on the definition of BPR and the many outcomes possible with BPR. The paper concludes with suggestions for future research relating to BPR.

For almost a decade now there has been considerable discussion in the literature on Business Process Reengineering (BPR) and today there still remains considerable confusion, particularly amongst managers, as to exactly what constitutes BPR and how it is different from other change initiatives such as Total Quality Management. This paper presents a review of the existing literature on BPR and based on the literature review, proposes a number of topics that can be developed as potential research projects. The aim is to provide the reader with an understanding of what constitutes BPR and to assist in the better adoption of BPR amongst businesses. The review covered articles published in the leading academic journals and professional business magazines as well as covering books that are commercially available. The period covered was from the late 1980s to 1998. A further aim of this paper is to identify areas for future research. Over 100 references are cited and listed at the end of this paper. In reviewing the literature, we identified six major issues worthy of discussion in this paper. These are: 1. The definition of BPR. This section examines a number of definitions of BPR and the kinds of companies that undertake reengineering projects. 2. BPR tools and techniques. This section identifies the common tools and techniques used in reengineering business processes. 3. BPR and TQM co-existence. This section examines the similarities between BPR and TQM and their co-existence in an organisation. 4. Understanding organisational processes. This section discusses the importance of understanding the whole process. 5. The reengineering challenge. This section identifies the major management challenges relating to BPR. 6. Organisational design using BPR. This section discusses the redesign of processes and some of the risks perceived in embarking on a BPR programme. Before discussing the above issues, the paper first discusses the radical changes that are taking place in businesses and in the market place. The need for a different approach to process management and the need for reengineering are also discussed. The paper ends with some concluding remarks and identifies potential research topics relating to BPR. It is clear from this review that more empirical research is necessary. Based on the literature review presented here, we identify a number of areas for future research relating to BPR.

This paper has presented a review of the literature on Business Process Reengineering. It first discussed the need for reengineering and then presented a critique of the literature on the definition of BPR, BPR tools and techniques, BPR and TQM co-existence, understanding organisational processes, the reengineering challenge and organisational design using BPR. Clearly there is confusion in the literature as to what constitutes BPR. Although it has some commonality with Total Quality Management, for example the concept of continuous improvements, BPR is a radical redesign of business processes to achieve dramatic improvement. A range of tools and techniques can be used for process improvement including process visualisation and flowcharting, operational method studies, organisational change software packages, benchmarking, and process and customer focus groups. BPR has achieved popularity amongst businesses in a very short period of time. Consultants have heavily promoted it, with very mixed results amongst companies that have implemented BPR. Empirical research in BPR has been lagging and it presents the academic community with a considerable opportunity. Based on the literature review presented in this paper, we identify below a number of research topics that can be researched by the academic community. 1. BPR, corporate objectives and organisational structure—investigating the link between BPR and long-term corporate objectives and how these impact on the structure of the organisation. 2. The relationship between the adoption of BPR tools and techniques and business performance. 3. Best practices relating to the adoption of BPR tools and techniques. 4. The extent to which the different elements of TQM facilitate the success of BPR projects. 5. Best practices in managing BPR projects—lessons learnt from successful and unsuccessful BPR projects and identifying the factors critical to success. 6. The role of process owners (and customers and suppliers) in BPR projects. 7. Team work in BPR. 8. The role of top/senior management in successful BPR implementation. 9. Managing the risks involved in BPR. Rigorous, empirically based research in the above areas can help in demystifying the confusion that exists concerning BPR. What is clear from the review presented in this paper is that BPR must be seen as a strategic, cross-functional activity that needs to be integrated with other aspects of management if it is to deliver benefits for the organisation. The key requirement is that managers understand in detail the current business processes before embarking on a BPR project. The application of IT can provide major improvements in the performance of business systems, and while considered a major part of the reengineering activity, must be integrated with the needs of all stakeholders in mind.