![]() Lead to a reduction in value to the customer and hence to a reduction Typically implemented, BPR drives fear into the organization andĭestroys the social dimension of the sociotechnical system which In direct opposition to Demings warning (Deming, 1986), as Provide quality to the customer and to grow the enterprise for theįuture. Management to lay off the people with the experience needed to The big problem, however, it that the typical implementation ofīusiness process reengineering (BPR) in America is an excuse for Process, can be developed to replace the current one. Alternatively, a newĪnd less costly process, which implements the function of the current Identified and eliminated, thus reducing cost. By mapping theįunctions of the business process, low value functions can be Product, with an emphasis on information flow. ![]() System to bring forth, sustain, and retire the ![]() ![]() From the Perspective of Competitive Advantageīusiness process reengineering (Hammer and Champy, 1993) isĮssentially value engineering applied to the ![]()
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