OMM

1. Business Process Re-Engineering
Aiming at improving organizational performance through the effective use of production
capability and technology, operations strategy such as total quality management (TQM),
business process re-engineering (BPR), just in time (JIT), benchmarking, performance
measurement and many others are commonly used. TQM is based on the principle of
continuous improvement of products and processes aimed at continually satisfying
customer expectations regarding quality, cost, delivery and service. The term BPR was first
introduced by Michael Hammer in 1990 at a Harvard Business Review article. “Re-
engineering the Corporation” as, “Re-engineering is the fundamental rethinking and
redesign of business processes to achieve dramatic improvements in critical, contemporary
measures of performance, such as cost, quality, service and speed” Increases in consumer
requirements for both product and service efficiency and effectiveness have resulted in
BPR.

2. Re-engineering Cycle
Process
Services
Customer
Technology
Employee

3. Reengineering is a rapid and radical re-designing of processes,
services, policies and the organizational structure of an organization. It
can be defined as an art of changing an organization’s way of thinking
and consequently, of doing things in a radical way. The ultimate aim of
re-engineering management is to provide customer satisfaction by
efficient and effective services, and to lay down a set of effective and
efficient processes for the organization. The activities which constitute
business process management can be grouped into three categories, that
is, process design, process execution and process monitoring. It has the
three key target areas; (i). Customer Friendly; (ii). Effectiveness; and
(iii). Efficiency. In order for BPR to succeed, staff and management
must be motivated to achieve the vision and goals of BPR.