business process re-engineering

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Business Process Reengineering

The use of computers and information technology to improve a company's efficiency. For example, an automobile factory may automate and use more machines, rather than workers, to make cars. Because such companies need fewer workers, they often need fewer managers, who usually command higher salaries. Business process reengineering can increase the speed with which products are made (because machines can work 24 hours a day) and can reduce overhead (because the company needs to pay fewer employees). This is considered beneficial for consumers because it results in less expensive products. However, it is controversial, since some perceive BPR as a cause of unemployment.

business process re-engineering (BPR)

an approach to management which emphasizes the need to organize business operations in a multi-functional way rather than the conventional ‘compartmentalized’ way built round separate functions such as production and marketing.

Under the traditional functional-focused approach, employees tend to identify with ‘their’ own function rather than with the firm as a whole. Given, however, the growing complexity of modern business and the need to adapt to change quickly to remain competitive, BPR requires firms to take a holistic view of their operations stressing that everything which affects outcomes – processes, people, technology etc. – must be effectively coordinated across departmental boundaries. Thus the ‘focus’ of the business is clearly based on satisfying external customer needs as competitively as possible and internal processes are ‘re-engineered’ as appropriate to meet this objective. See DE-LAYERING, DOWNSIZING.

References in periodicals archive ?
There are some unique opportunities in being a computing professional in the 1990s and the turn of the century: There is a significant growing interest in business process redesign, the heart of which is the design of new information systems.
Before joining Merrill Lynch in 1998, he was a principal at the management consulting firm Booz-Allen & Hamilton, where he specialized in strategy, technology, organizational redesign and business process redesign for financial services clients around the globe for almost a decade.
Hayes Management Consulting, named #1 Overall Professional Services Firms by KLAS for 2007 and 2008, provides healthcare organizations with best practices and strategies in areas such as enterprise planning, clinical workflow, business process redesign, revenue cycle management, IT assessments, web development, and interoperability.
Kimberly-Clark, a leading global health and hygiene company, sought to implement a new transportation management system (TMS) along with a business process redesign to reduce its transportation spend.
Hayes consultants are subject-matter experts in strategic planning, clinical workflow, business process redesign, revenue cycle management, IT assessments, web development, interoperability and more.
In addition to compliance expertise, Hayes consultants are subject-matter experts in strategic planning, clinical workflow, business process redesign, revenue cycle management, IT assessments, web development, interoperability and more.
To establish the new system, JR East looked to BearingPoint for its experience and achievements in installing human resource information systems and providing business process redesign consulting.
Greencastle Consulting, a project management and consulting services firm, today announced that Nassau Health Care Corporation (NHCC) of East Meadow, New York, selected Greencastle to provide business process redesign services across a range of clinical, administration and financial areas.
Through business process redesign and automation technologies such as document imaging and advanced data capture, RPI works with companies to transform the core function of back office employees from executing costly data entry activities to a proactive, value-added and audit-centric approach.

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