Running head: BUSINESS PROCESS RE-ENGINEERING 1

Business Process Re-Engineering

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June 30, 2020

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Business Process Re-Engineering

The reengineering of business processes (BPR) is the revival of a central business

method to increase the production, efficiency, or cost savings of the commodity. Usually, it

entails the study of workflows, identifying sub-par or ineffective procedures, and discovering

means of removing and improving them. Some benefits of using BPR are reduced costs and

cycle times and improve quality. Reengineering of the business by removing unproductive

tasks and the workers who carry out them decreases expenses and processing times. Group

reorganization removes management tier demands, speeds up processes, and avoids delays

and reprocessing arising from many handovers. Similarly, this improves productivity by

growing labor heterogeneity and ensuring transparent process ownership. Employees are

accountable for their success and may assess their output dependent on immediate input (Ray,

2011).

On the other hand, some disadvantages of BPR are inadequate knowledge, wrong

direction and irregularity in implementation, and insufficient and incorrect placement of

resources. The department wants to learn when and when the reengineering methods are to be

applied. A reasonable emphasis must be given to the reengineering business process. Workers

will hold enough expertise for BPR, supplemented by effective reengineering programs in

business processes. The implementation is a complete waste of resources if it is carried out in

the wrong processes. The lack of essential resources for reengineering the business process is

first and foremost necessary to disrupt the commitment of the organization to the process of

reengineering. The mechanism in place must be easily available at the right moment where

required. Once appropriate. Expert human resources, enough budgeting/funding, correct

collection of BPR tools, information databases, and expertise in and out of the program,

quality, and prompt clearance will all be ready for usage. Instant rivalry benefits cannot be

caused by BPRE. The cycle needs to be continued for measurable progress. It does not
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assume, though, that BPRE functions in all company systems. Most citizens may not want to

reengineer (Mohapatra, 2012).

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References

Mohapatra, S. (2012). Business process reengineering: Automation decision points in

process reengineering. Springer Science & Business Media.

Ray. (2011). Enterprise resource planning. Tata McGraw-Hill Education.