How to succeed at re-engineering

Citation

(2001), "How to succeed at re-engineering", Measuring Business Excellence, Vol. 5 No. 2. https://doi.org/10.1108/mbe.2001.26705baf.005

How to succeed at re-engineering

How to succeed at re-engineering

M. Attaran and G.G. Wood, Management Decision (UK), Vol. 37 No. 10, 1999

Briefly discusses the value of implementing business process re-engineering (BPR) initiatives, arguing that when implemented properly they can increase productivity and flexibility, improve quality and reduce inventories. Offers case study examples of companies in the USA that have successfully implemented BPR programmes, including Wal-Mart, Hallmark and the Ford Motor Company; and outlines what can be learned from these companies; for example, the critical importance of leadership. Considers several fundamental reasons why many companies report difficulties in obtaining any benefits from BPR; for example, a misunderstanding of the concept itself; applying BPR inappropriately (for instance, it should not replace total quality management); and failing to appreciate that all aspects of business should change, including management. Emphasizes the need for a new way of thinking on the part of management and the need for appropriate training for employees, since they will require new skills in the wake of BPR.

Quality focus says: Theoretical but with practical applications. The article covers a broad range of issues including aspects of BPR, leadership and training.