Business Process Re-Engineering

There has been increased competition between companies due to the introduction of new technologies since businesses men have ventured into the business sector to generate income and improve on their living standards. Business process reengineering refers to the management process that is used to enhance the efficiency and effectiveness of the business processes that exist within and across the organizations. The process involves improving the business processes by revising their structure and changing the means and ways in which processes should be managed and implemented within an organization.

The business process reengineering tools are used to reduce risks that can hinder an organization from achieving its objectives such as the design, implementation, and operational risks. Design risks are the risks that are associated with issues such as sponsorship and scope issues that include having unsupportive managers and chief executive officers that cannot assist an organization in achieving its goals and objectives. Scope issues are the unrelated strategic visions of an organization. Implementation is the risk that occurs due to leaders that are not attentive in carrying out the obligations that have been assigned to them (Brian D. J., Wetherbe, J. C., Davis G. B. and Noe, R.A. 1997).

Tools that are used in the business process re-engineering

Business process tools are the tools that are used to develop, capture, and present process knowledge. They are classified as; soft system methods, presentation tools, and analysis tools.

Soft systems methods are qualitative or brainstorming techniques that are used to determine how processes should be formalized. Also used in setting process system goals, analyzing problems, for example identifying the causes of process failure such as the cause and effect diagrams and risk analysis of an organization.

Presentation tools are the tools that represent processes that help a user to understand and to communicate current processes or the proposed future process such as role activity diagrams that show the dependency of the individuals, teams, or departments that are within the process. The functional decomposition models are used to view information dependencies that are within the business processes. Time-based tools are the tools that are used to present the decomposition of the process’s lead-time into their value-added and non-value added components of various stages of the process.

Analysis tools are the tools that are used to analyze the behavior of processes over a given period and they exist with different levels of modeling capability such as the pert, Petri nets, and the discrete-event simulations.

Apache is a tool that is used to support the collection of information on the processes that have pictorial messages. It provides a wide range of approaches to designing issues such as maps, analyses, improves, and automating processes that are within an organization (Brian D. J., Wetherbe, J. C., Davis G. B. and Noe, R.A. 1997).

Bonaparte is a tool that is used to help the user display, document, and analyze the corporate structures to optimize the store structures of an organization to enhance its efficiency. Business Design Facility is a tool that is used to show how neutral any generic business re-engineering method can be effectively applied within an organization.

I think is a graphical simulation tool that is designed in such a way that managers can use it to perform their work. The systematic diagrams are constructed in such a way that graphical interface users can use a small yet comprehensive and wholly consistent symbol set to undertake tasks that have been assigned to them. Vensim Arrow is a flexible tool that is used to sketch information or intelligently re-arrange information in a format that is useful to the user. It is easy to use the drawing program and much powerful, as it allows easy re-arrangement and thorough analysis of the visual models.

Business process reengineering tools are not only applied in large organizations, but also in the department and the functional units that use the team building techniques to enhance effectiveness within an organization. It is necessary for the management of the organization to carry out extensive research about how the techniques that should be applied within an organization so that they can maximize their profits to enhance the growth and development of an organization.

References

Is Auditing Guideline Business Process Reengineering (BPR) Project Reviews Document G26 2004. Web.

Reengineering Enterprise Integration Laboratory Department of Industrial Engineering, Tools For Business Process: University of Toronto Rm 207 Rosebrugh Building 4 Taddle Creek Road, Toronto, Ontario M5S 1A4. Web.

Brian D. J., Wetherbe, J. C., Davis G. B. and Noe, R.A. (1997). Reengineering the Systems Development Process: The Link between Autonomous Teams and Business Process Outcomes: Journal of Management Information Systems 14, no.1 41-68.