Business Process Redesign (BPR) Or Reengineering Is The

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Term Paper Title	Business Process Redesign (BPR) Or Reengineering Is The
# of Words	911
# of Pages (250 words per page double spaced)	3.64

     Business Process Redesign (BPR) or Reengineering is "the
fundamental rethinking and radical redesign of business processes to achieve
dramatic improvements in critical, contemporary measures of performance,
such as cost, quality, service, and speed" (Hammer and Champy,
Reengineering).  Since the BPR idea has surfaced it has been under constant
ridicule by the popular press.  They say it takes far too long, creates
management headaches, fails 70% of the time, and it's only for big
companies with big checkbooks (Hydrel...).  However, I feel that with the
right plan, the right people, and total commitment from those involved, BPR
or Reengineering can work for any company.

The Hydrel Experience
     A good example of this is Hydrel, a manufacturer of in-ground and
underwater lighting equipment.  They were about to begin selling their
products in the international market, and were afraid their current systems
could handle the rapid increase in volume.  So the company president, Craig
Jennings, hired the D. Appleton Company (DACOM) to help reengineer the
company's plans to handle its growth rate.  After DACOM reviewed Hydrel's
functional areas and the desires of the top-level management, they concluded
that the order management and inventory control process had to be
redesigned to meet the demands.
     Then they comprised three teams: process, quality, and information.
But before the three teams could work separately, they had to go through a
process to determine if the team members were on the right team, and if they
could work together.  So each of the three teams reviewed employee
personalities using the Pearson Personality Inventory (Hydrel...).  After using
the PPI system they found that all the teams were compatible, and began
working on the job at hand.
     The process team attacked the reengineering of the "Manage Customer
Order" process which included all contact with prospects, customers, and
sales agents the moment a question came up.  Then they invited customers
and suppliers to air their own issues and ideas about their company.  All of
them had something to say about the company and were impressed with the
reengineering effort.  The Hydrel process team concluded its redesign work
with a delivery process that removes 37% of the order management activities
(Hydrel...).  And also designed a new computer system to carry out the new
process.  The new computer system will also be used by the quality team to
update their new metrics system.  The quality team d...

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