This document provides an overview of the history and contributions of business process reengineering (BPR). It discusses how BPR emerged in the 1990s as a way to streamline processes and eliminate unnecessary work. While initially popular, BPR was later criticized for potentially dehumanizing workplaces. The document also outlines how BPR has contributed to improved process performance, organizational transparency, and customer satisfaction in the public sector. Live examples from companies like GM and Southwest Airlines are provided that demonstrate how BPR has helped organizations cut costs and boost efficiency.

1. HISTORY & CONTRIBUTIONS OF BPR
BY: KARAN KASHYAP
ROLL NO - 13

2. CONTENTS
 HISTORY
 DEVELOPMENT
 CONTRIBUTIONS
 IMPACT OF BPR
 TARGET AREAS
 LIVE EXAMPLES
 CONCLUSION

3. HISTORY
 In 1990, Michael Hammer, a former professor of computer
science at the Massachusetts Institute of Technology (MIT),
published an article in the Harvard Business Review, in which
he claimed that the major challenge for managers is to
obliterate forms of work that do not add value, rather than
using technology for automating it

4.  . A similar idea was advocated by Thomas H. Davenport and J.
Short in 1990, at that time a member of theErnst &
Young research center, in a paper published in the slogan
management review.
 Even well established management thinkers, such as Peter
Drucker and Tom Peters, were accepting and advocating BPR as a
new tool for achieving success in a dynamic world.

5.  . However, the critics were fast to claim that BPR was a way to
dehumanize the work place, increase managerial control, and to
justify downsizing, i.e. major reductions of the work force,and a
rebirth of Taylorism under a different label.

6. DEVELOPMENT AFTER 1995
 With the publication of critiques in 1995 and 1996 by some of
the early BPR proponent coupled with abuses and misuses of the
concept by others, the reengineering fervor in the U.S. began to
wane.
 More recently, the concept of Business process
management(BPM) has gained major attention in the corporate
world and can be considered as a successor to the BPR

7. CONTRIBUTIONS Contribute to Overall
 To What Extent Does BPR
Organisational
Performance of Public Sector Organisations
 To address this sub-question, the constructs that made up the
research framework were
 defined. These include BPR resources, BPR implementation
problem, depth of change
 to IT, IS and organisational systems, BPRCCs, process
performance and organisational
 performance.

8.  To test both the measurement and structural model, data were
collected
through a survey of 209 public sector organisations in Ethiopia.
 The research model explained 54 per cent of the variance in
public sector organisation
 performance and 40 per cent of the variance in business process
performance.

9.  Based on
 the findings of the study, public sector organisations that undertake
BPR managed to
 enhance citizen satisfaction (90 per cent), organisational
transparency (89 per cent),
 organisational responsiveness (94 per cent), service delivery (92 per
cent),
 team/collaborative working culture (91 per cent), employee
satisfaction (78 per cent)
 and the culture of valuing results and customers (88 per cent).

10.  public sector organisations that undertake BPR improved process
performance by reducing the time (93 per cent), work steps (90
per cent) and cost of
government processes (95 per cent)

11. IMPACT OF BPR
 1.BPR is responsible for re-invention
2.BPR is responsible for quality control
Ex. Value Engineering
3.BPR saves time
4.It provides change to the customer
5. It improves the efficiency of an organization
6. Maintain good industrial relation
7. BPR become the means of HRD (Human Resource
Development) with the help of training program proving to
workers for new process.

12. TARGET AREAS OF BPR
 Customer friendly
 Effectiveness
 Efficiency

13. FEW LIVE EXAMPLES
 BPR, if implemented properly, can give huge
returns. BPR has helped giants like Procter and
Gamble Corporation and General Motors
Corporation succeed after financial drawbacks due
to competition. It helped American Airlines
somewhat get back on track from the bad debt that
is currently haunting their business practice. BPR is
about the proper method of implementation

14. GM
 . According the Donald G. Hedeen, this saved GM
10% to 25% on support costs, 3% to 5% on
hardware, 40% to 60% on software licensing fees,
and increased efficiency by overcoming
incompatibility issues by using just one platform
across the entire company.

15. SOUTHWEST AIRLINES
 In 1992, Southwest Airlines had a revenue of $1.7 billion
and an after-tax profit of $91 million. American
Airlines, the largest U.S. carrier, on the other hand had
a revenue of $14.4 billion dollars but lost $475 million
and has not made a profit since 1989 . Companies like
Southwest Airlines know that their formula for success
is easy to copy by new start-ups like Morris, Reno, and
Kiwi Airlines. In order to stay in the game of
competitive advantage, they have to continuously
reengineer their strategy. BPR helps them be original.

16. CONCLUSION
 “reengineering didn‟t start out as a code word for
mindless bloodshed. … The [other] thing to
remember about the start of reengineering is that
the phrase „massive layoffs‟ was never part of the
early vocabulary.” (Davenport, 1995)

17. REFERENCE
 WIKIPEDIA
 Bpr.ca.en
 Teamtechnology.co.uk
 Newtimes .co.rw
 Jbs.cam.ac.uk