Reengineering 1

What is Re-engineering?

Re-engineering is a tool used to optimize a process such a way to obtain maximum output.

Summary:

Business process reengineering is essential to drive the industry (Bhaskar, 2017). Still,

there is always some misconception about this BPR, one of the common misconceptions is that

the introduction of technology is considered reengineering by most people but that is not the

case, Reengineering is not just downsizing, restructuring, reorganization, automation to clear this

myth and assisting in the overall implementation of reengineering in a right and efficient way

author and his team research and analyzed various case studies to come with the reengineering

model discussed in this journal. His model splits business into five different divisions, namely:

Strategy, Process, Enabling tool, Organization, Culture (Bhaskar, 2017). The outline of each is

mentioned below:

1. Strategy: The author explained that before Reengineering, the manager needs to

understand the company's Goals, Vision of the company and once this step is understood,

he said we would know where Reengineering is necessary.

2. Process: this is the next crucial step in Reengineering, and the goal of the manager would

be to prioritize the critical process first.

3. Enabling tool: helps us achieve the desired goal of Reengineering.

4. Organizations: subjected to Reengineering will need to change with the existing system

in terms of Job availability etc. So, management must be prepared to counterattack these

changes. 
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5. Culture: it is the responsibility of the management to motivate the employee to adapt to

this new change slowly. 

Discussion

Business process reengineering is vital for any industry as we know we are not

always using the most efficient process to perform a task/ fabricating product. There is always a

more efficient and economical way to achieve the process. One of the ways to identify our least

efficient process is by implementing BPR (Business process reengineering), and the catch here

would be to implement the procedure correctly. Several companies implemented the

reengineering process but still did not have a sufficient increase in inefficiency. It is due to some

misconceptions, which were cleared of in the journal. After completing the journal based on my

experience with prior subjects, I noticed that the vendor-based management system is an ideal

example of this business process reengineering. This process is a simple change of the existing

system. It allows vendors to refill their stock when they deem many necessary chains like Target

and Walmart utilize this process. Even though this business process reengineering helps

companies improve their overall efficiency and helps cut down costs, there are also some

disadvantages. One of the significant drawbacks is cost. Before implementing this process,

companies need to know where they stand in terms of resource allocation as analyzing,

implementing this process requires a lot of resources to be allocated, and for a company not

performing correctly, they need to ensure if the BPR is necessary now. The next drawback is the

risk, if the existing process is being changed. Before implementation, the companies need to

ensure people are sharing the vision if not it is the responsibility of management to divert their

vision and line it with the company, This step is mandatory for the success of any process.
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To conclude, business process reengineering is necessary, but the company needs to evaluate its

stand first before committing to this change. Pre-planned BPR is always successful. BPR is not

an overnight success. It requires time and dedication, and if the done right company can enjoy

the advantage of Total customer satisfaction, Competitive advantage, Cost advantage, Clear

vision.