INTRODUCTION Business process re-engineering (BPR) is a business management strategy, originally pioneered in the early 1990s, focusing on the

analysis and design of workflows and processes within an organization. BPR is different from other approaches to organization development (OD), especially the continuous improvement or TQM movement, by virtue of its aim for fundamental and radical change rather than iterative improvement. Michael Hammer claimed that most of the work being done in the companies does not add any value for the customers and this work should be terminated. Thus, companies should reconsidered their systems and processes in order to maximizing the value of customer while minimizing consumption of resources in delivering their products and services. A similar idea was advocated by Thomas H. Davenport and J. Short in 1990. However, after years of BPR evolution, there are some critics on this strategy. Some people claims that BPR was a way to dehumanize the work place, increase managerial control and to justify downsizing with major reductions of the work force. After the publications of the critics, the industries considered business processes as a starting point for business analysis. Redesign then has become a widely accepted approach and is a standard part of the change methodology portfolio, but is typically performed in a less radical way as originally proposed.

items or workers in a business process. Business Process Reengineering also eliminates non value-adding processes in a workplace. In a traditional oriented company. The workers not only try to keep the boss happy or to work through the bureaucracy but what is more important is the fact to satisfy the customer needs. that by definition produces a result that somebody cares about. and accomplishment from their jobs. For instance. The employee performs a whole job. Besides that. Being able to eliminates non value-adding processes can reduces the firm’s operating cost as the workers’ contributions towards the company will increase and consequently. closure. This eventually increase the effectiveness of company as all workers are aware of the processes to which they belong and they have a greater sense of responsibility towards them. This can enhance the productivity of the company since it can reduce time consuming for certain processes. As management invests teams with the responsibility of completing an entire process. the management expects the employees to follow some specific rules but for reengineered companies. they would appreciate if the employee can make their own rules.ADVANTAGES A big advantage of reengineering is that the work becomes more satisfying because the workers get a greater sense of completion. jobs in a reengineered environment will on the whole be more highly compensated. . Furthermore. it must also give them the authority to make the decisions needed to get it done. a process or a sub-process. by implementing BPR a company may find a better way to produces its products by using a new advanced technology and thus can reduce workers (labour cost) in the production department. BPR can also identifies waste and encourages ideas which can actually help the business to pinpoint obsolete steps.

BPR will not be successful if there is lack of management support and poor acceptance in the company. N. Unfortunately. Thus. when a company adopt the BPR. When implementing the BPR. Reference: Rock. There are some disadvantages and risks that companies might faced to implement this strategy. Companies that wish to use Business Process Reengineering must determine the best strategy and follow through with the objectives. this will give a negative impact towards the workers. it will had to undergo downsizing and terminate some of the workers. .DISADVANTAGES Not every company will succeed by applying Business Process Reengineering at their company as between 50 % and 70 % of the organizations which have undertaken a reengineering effort do not achieve the dramatic results they have intended. Bowie State University Maryland. Europe. Very often. forgetting completely about the people involved. the company strictly will focus on the efficiency and technology and disregard the workers in the organization. many companies implement BPR as a fad. L.(2003 March). Examining The Relationship Between Business Process Reengineering and Information Technology. BPR can be a very good method to improve the success of a company. There might have some workers who dislike sudden changes in the company. When clearly thought out and implemented properly. Workers will be most concerned about their job status after a reengineering and they will often show this by promoting opposition to the plan. Employers must confront this and deal with the workers’ concerns and not their arguments.

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