Best Practices in Reengineering: What Works and What Doesn't in the Reengineering Process

Overview

Increasingly aware of the demand to achieve ever more challenging performance targets, more companies are embarking on Business Process Reengineering (BPR) efforts. Yet, the failure rate is reportedly high. Discontent and second-guessing persists about the very nature of BPR, what it is, and how to implement it successfully. In dispelling the doubts in how to proceed, this book shows CEOs, managers, and BPR team members how to benefit most from BPR implementation. Rather than laying out the authors' own program, ...
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Overview

Increasingly aware of the demand to achieve ever more challenging performance targets, more companies are embarking on Business Process Reengineering (BPR) efforts. Yet, the failure rate is reportedly high. Discontent and second-guessing persists about the very nature of BPR, what it is, and how to implement it successfully. In dispelling the doubts in how to proceed, this book shows CEOs, managers, and BPR team members how to benefit most from BPR implementation. Rather than laying out the authors' own program, it relies upon an in-depth international study of 47 companies that have reduced costs, compressed cycle time, and improved customer service through successful BPR techniques. The research clearly illustrates what's right and what's wrong in the reengineering process and captures the practices and approaches that successful companies have taken. All study participants agree that there are distinctive practices - best practices - that work. These proven best practices, common to companies reaching their goals, form the core of this book.

The famed consulting firm of Coopers & Lybrand gives managers the tools they need to ensure reengineering success. The authors explore the basics of the process, then examine the set of turnaround practices that have worked at companies such as Aetna, Ford, and Federal Express. To ensure reengineering success, this insightful book is essential.

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Editorial Reviews

Booknews
Shows CEOs, managers, and business process reengineering (BPR) team members how to benefit from BPR implementation, relying on an in-depth international study of 47 companies, such as Aetna, Chevron, and AlliedSignal, that have reduced costs, compressed cycle time, and improved customer service through BPR techniques. Outlines the fundamental differences between BPR and TQM and demonstrates how to link business strategy with BPR objectives. Annotation c. Book News, Inc., Portland, OR (booknews.com)
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Product Details

  • ISBN-13: 9780070112247
  • Publisher: McGraw-Hill School Education Group
  • Publication date: 3/1/1995
  • Pages: 210
  • Product dimensions: 6.24 (w) x 9.27 (h) x 0.94 (d)

Table of Contents

Preface
Ch. 1 Best Practices in Business Process Reengineering 1
Ch. 2 The Human Factor: BPR as a Change Management Effort 31
Ch. 3 Organizing for Successful BPR 67
Ch. 4 Finding the Right Process 99
Ch. 5 Doing the Right Process Right 129
Ch. 6 Making BPR Stick 155
Ch. 7 Deming Was Right 181
Appendix A. Best Practices 207
Appendix B. Study Participants 211
Appendix C. BPR Contact Data Sheet 215
Index 231
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