case study business process reengineering

Business Process Reengineering Examples – Understand and Learn from them

Do you know what business process reengineering is?

I t’s the radical reconsideration of a business process to achieve dramatic improvement in cost, quality, service and speed performance. Business process reengineering is the analysis and redesign of company processes. Check out some business process reengineering examples below.

You should observe some points when implementing business process reengineering, such as:

• A change of focus from management to the customer
• Managers must give power to their team’s
• Focus on results
• It’s not positive to score points, but to lead and teach
• Simple and optimized processes are better than complicated and intricate processes
• If a process continually doesn’t work, it’s time to come up with a new one, looking to the future.
• Always identify goals and purposes
• Keep the company mission in mind

Only by following these recommendations will business process reengineering work as expected.

Now that you understand what Business Process Reengineering is, let’s look at some examples and case studies.

Also see: What is process reengineering methodology?

Business process reengineering examples: BPR that works

There’s nothing better than tried and true BPR examples to really understand the subject. With this in mind, we’ve separated some business process reengineering examples that have been successful.

Business process reengineering examples : Fast food company

An example of business process reengineering that we can cite is that of a fast food company.

Completely redesigning the delivery of products can give you unexpected results. In this type of restaurant, the process goes like all others, the customer orders, the order goes to the kitchen, which prepares the meal and then delivers to the consumer.

Business process analysts realized that it would be more advantageous if the meal portions were previously prepared in a separate center, and delivered to the restaurants daily.

When the customer orders, staff place everything together and deliver it. This is a complete change in the process, resulting in greater control, fewer accidents, greater employee satisfaction, and increased ability to focus on customer needs, all without losing quality.

CURIOSITY : The next time you go to a hamburger fastfood restaurant, note that your cup is always placed in the center of the tray, reducing the risk of it falling over.

To relax before you check out the next Business Process Reengineering case study, watch this fun video:

Business process reengineering examples : company selling commemorative cards

In a company that offers products such as Christmas, anniversary, commemorative cards, etc., renewing the stock and changing the design of the cards is constantly fundamental.

On average, it takes three months for new items to reach the shelves. Across market research , it’s possible to realize that there would ideally be new products every month.

At first glance, it’s easy to say that the delay was at the production stage. When analyzing and mapping the process, it’s verified that the creation stage was the most time consuming.

Oftentimes the creative team receives the concept and several employees begin to perform the same task (duplicate actions), or an idea takes days to get off the paper. With this information, we can redesign the process completely, defining a cross-functional team from concept and creation, with incredible results in speed, costs and effectiveness.

This is an example of business process reengineering that shows the importance of studying the process and then modifying it.

Also see: Process mapping examples.

Process reengineering is about finding new solutions to old processes, check out this video because, often, we’re unable to see obvious process change solutions:

Business process reengineering examples : Creation, application and proofreading

One of the most distressing tasks for teachers and students, whether in universities or schools, is test creation, their use by students and subsequent marking.

One of the great problems teachers face is the student’s writing, which is often unintelligible, brought on by the students’ weariness to write by hand.

The solution? The application of evidence through electronic forms in notebooks where students can type, as well as having access to other tools that assist in their answers, such as spreadsheets.

To prevent students from querying improperly, these devices don’t have a wi-fi or internet enabled connection. They’re simple (and low-cost) devices in which the students upload the tests via pen-drive and then the teacher collects them. The teacher then connects the data to a system that helps them correct the tests (without needing to interpret the writing), share comments with students, access performance statistics, and access a database of questions that helps to develop the tests.    

See this infographic that summarizes the steps of Business Process Reengineering in a schematic way:

Business process reengineering examples : Creative Quartets

The process of creation in advertising agencies is divided, in brief, into 6 stages:

• The customer service team interviews the customer and passes the information to the planning team
• The planning team makes the necessary studies. Then develops strategy and delivers the request for the creation of pieces for the creative pair (editor and designer)
• After developing the requested pieces the creative pair alongside the planning and customer service teams carry out a presentation meeting. Eventual adjustments are then made to the campaign
• Customer service presents the campaign to the customer, often in conjunction with the creative pairing and planning team. Then receives customer feedback
• The process resumes, if the client requests adjustments or disapproves of the campaign

You should’ve noticed that these processes have four agents: the creative pair, a customer service professional, and a planning agent.

Conflicts between creation, planning and customer service are very common. Customer service complain of deadlines and not understanding the scope as much as the others. Creatives and planning, defend their points of view and claim that they’re doing the correct work and that customer service must convince clients of this.

To end this conflict in teamwork , an agency has developed creative quartets in which the 4 professionals work in their area of expertise, but divide a table and everyone are jointly abreast of all steps from the process, from the initial briefing to receiving customer feedback.

With this closeness, it became easier for each one to understand the difficulties of the others, generating a synergy that made this process much more productive and agile, becoming an example of successful process reengineering.

Know more: Definition of process management

Check out this schematic chart with important information on Business Process Reengineering:

Business process reengineering examples : Cereal products

The process of transforming food into cereal products begins on the farm with the harvest. This is followed by primary processing, packing and transportation to the processing plants (depending on the grain).

This large company analyzed its process and discovered a serious logistical problem. It lost almost 20% of the grains harvested during transportation from farms to the factories, located near the biggest consumption centers, due to the precariousness of the roads.

After a study, this Business Process Reengineering case came to the conclusion that it would be more profitable to move the factories nearer to the farms. Afterwards, they transport final products to large centers with much fewer losses.

The old factory sheds were transformed into distribution centers, helping to reduce the impact of the initial investment, they already had docks and other ready-made logistics infrastructure.

Know more: Watch this video with more in-depth details on what is Business Process Reengineering, take advantage of it now:

Business process reengineering examples : Non-integrated system

It might also be that your company has a disconnected system. This forces each team member or customer to go through several departments and people to solve a problem.

People lose information, they constantly repeat data, which frustrates everyone. You can solve this by a general change in the company’s system. Integrate systems with effective software that makes all information clear and available.

These are just a few business process reengineering examples, and how BPR can help companies with problems. Business Process Reengineering case studies, like these, are key to being inspired and provoking thoughts of innovative solutions for your business.

It’s important to remember that you shouldn’t make changes before mapping and modeling processes. For this, HEFLO is the best tool in the market, which allows you to understand exactly what your company needs.

Now that you’ve read about Business Process Reengineering examples, also check out examples of how to reduce costs in your company and get onto it now!

3 Comments . Leave new

Nice article. Well explained these terms and infographics really help me to understand this concept.

Thank you very much.

Good article. How can this be applied in small (tiny) organizations, mainly in trading businesses?

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How AI Is Helping Companies Redesign Processes

• Thomas H. Davenport,
• Matthias Holweg,
• Dan Jeavons

Companies like Shell and DBS Bank are using it to change how their work gets done.

The idea of business process reengineering is making a comeback, this time driven by artificial intelligence (AI). In the 1990s, the implementation of enterprise resource planning systems and the internet allowed companies to make changes to broad business processes, but the expectations of the radical changes hoped for were often unfulfilled. However, AI enables better, faster and more automated decisions, allowing companies to improve efficiency and produce better outcomes. Companies — from banks to industrial firms — are already using AI to transform their processes.

In the 1990s, business process reengineering was all the rage: Companies used budding technologies such as enterprise resource planning (ERP) systems and the internet to enact radical changes to broad, end-to-end business processes. Buoyed by reengineering’s academic and consulting proponents, companies anticipated transformative changes to broad processes like order-to-cash and conception to commercialization of new products.

• Thomas H. Davenport is the President’s Distinguished Professor of Information Technology and Management at Babson College, a visiting scholar at the MIT Initiative on the Digital Economy, and a senior adviser to Deloitte’s AI practice. He is a coauthor of All-in on AI: How Smart Companies Win Big with Artificial Intelligence (Harvard Business Review Press, 2023).
• Matthias Holweg is the American Standard Companies Professor of Operations Management at Saïd Business School at the University of Oxford and a visiting professor at the Huntsman School of Business at Utah State University.
• Dan Jeavons is the Vice President for Computational Science and Digital Innovation at Shell. He has played a key role in scaling digital and data science technology across Shell’s businesses, and has led the multi award-winning Data Science Centre of Excellence since its inception in 2013. He is based in Bangalore.

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Adaptive model to support business process reengineering

Noha ahmed bayomy.

1 Information Systems Department, Faculty of Computers and Artificial Intelligence, Helwan University, Ain-Helwan, Cairo, Egypt

Ayman E. Khedr

2 Information Systems Department, Faculty of Computers and Information Technology, Future University in Egypt (FUE), New Cairo, Cairo, Egypt

Laila A. Abd-Elmegid

3 Information Systems Department, Faculty of Computers and Artificial Intelligence, Helwan University, Ain-Helwan, Cairo, Egypt

Associated Data

The following information was supplied regarding data availability:

The dataset with 1080 records in Comma Separated Values (CSV) format of tax employees’ responses in 2019 is available in the Supplemental File .

Analysis was conducted by:

1. Running Waikato environment for knowledge analysis (WEKA) tool, selecting the explorer application and loading dataset into WEKA tool.

2. Loading and converting dataset into Attribute-Relation File Format (ARFF).

3. Applying the Apriori algorithm for association rules discovery which achieves the relationship between Critical Success Factors (CSFs) of Business Process Reengineering (BPR) and Performance of Business Processes.

The one constant in the world is change. The changing dynamics of business environment enforces the organizations to re-design or reengineer their business processes. The main objective of such reengineering processes is to provide services or produce products with the possible lowest cost, shortest time, and best quality. Accordingly, Business Process Re-engineering (BPR) provides a roadmap of how to efficiently achieve the operational goals in terms of enhanced flexibility and productivity, reduced cost, and improved quality of service or product. In this article, we propose an efficient model for BPR. The model specifies where the breakdowns occur in BPR implementation, justifies why such breakdowns occur, and proposes techniques to prevent their occurrence again. The proposed model has been built based on two main sections. The first section focuses on integrating Critical Success Factors (CSFs) and the performance of business processes during the reengineering processes. Additionally, it implements the association rule mining technique to investigate the relationship between CSFs and different business processes. The second section aims to measure the performance of business processes (intended success of BPR) by process time, cycle time, quality and cost before and after reengineering processes. A case study of the Egyptian Tax Authority (ETA) is used to test the efficiency of the proposed model.

Introduction

Re-engineering is the suggested solution when the current system doesn’t work satisfactorily or when critical system improvements are required to emulate competitive organizations. Elapatha & Jehan (2020) (p. 2), defined Business Process Re-engineering (BPR) as “the fundamental rethinking and radical redesign of business process to achieve dramatic improvements in critical, contemporary measures on performance”. Many organizations applied BPR since 1990 but the success rate was just 30%. The Business Process Re-engineering (BPR) cycle, shown in Fig. 1 , consists of four steps that should be followed in order, where each step considers different aspects of re-engineering ( Khedr, Kholeif & Saad, 2017 ).

Critical Success Factors (CSFs) are set of factors that should be identified and accomplished by the managerial level of an organization to increase the chances of successful implementation. The success of BPR implementation relies on identifying and analyzing critical success factors of BPR. CSFs can be categorized as internal (endogenous) and external (exogenous). The endogenous CSFs are related to the issues and conditions within the organization that the managers can control. The exogenous CSFs are related to the issues outside to the organization that the managers may not be able to control ( Dubey & Bansal, 2013 ; Maleki & Beikkhakhian, 2011 ; Performance Measure Guide, 2019 ). In this research, the major CSFs of BPR are less bureaucratic (flatter structure), egalitarian culture and leadership, customer focus, change management, use of information technology, project management, adequate financial resources, collaborative working environment, top management commitment, and organizational structure.

For information about CSFs previously mentioned, refer to Cheng & Chiu (2008) , Hussein et al. (2013) , Iqbal, Nadeem & Zaheer (2015) , Maleki & Beikkhakhian (2011) , Mekonnen (2019) and Nzewi, Nzewi & Moneme (2015) . From our point of view, organizations should adopt a Quality Management System (QMS) that is defined as a formal system that documents the processes, procedures, and responsibilities for achieving quality policies and objectives concept and application because it helps them achieve their goals and the need to work to create and provide the requirements for this concept ( Stravinskiene & Serafinas, 2020 ).

Data mining is used to predict and extract patterns of full information. Association rule mining is one of data mining components. It is the most serious model that has been created and vastly studied by the data mining community ( Khedr & Kok, 2006 ). Also, it uses association rules which are an important category of methods for discovering patterns in data. Association mining has been applied in many fields. The business field is considered one of the best areas in which association mining has been applied where finding purchasing patterns or connects between products is very useful for making decisions and efficient marketing ( Khedr & Elseddawy, 2015 ). Examples of applications of association mining include discover patterns in biological databases, extraction of knowledge from software engineering metrics, web personalization, text mining, telecommunication networks, market and risk management, inventory control etc. The goal of association rule mining is to extract interesting correlations, frequent patterns and associations or casual structures among sets of items in the transaction databases or other data repositories. Slimani & Lazzez (2014) stated association rule mining first time is introduced by Agrawal, Imielinski & Swami (1993) . Association rule (If-Then rule) is defined “it includes picking out the unknown interdependence of the data and finding out the rules between those items”. There are two measures with association rules which quantify the support and confidence of the rule for a given data set.

Taxes are the lifeblood that supplies government treasuries in countries with revenues and funds their civilized development projects. The tax is considered to be the oldest financial source for the state due to the large amount of money that it provides to the state’s public treasury. Its importance has increased with its increasing share in the public revenue structure. As well as the large role that taxes play in achieving the country’s political, financial, social, economic and development goals. The importance of the tax comes from being a basis for the development of societies and working to redistribute wealth and get in among segments of society and benefit various individuals through services and development projects. The tax is an amount of money that is imposed by the governmental authority so that the state can implement important matters for it. Tax is imposed in different countries of the world, the methods and mechanisms for collection are different for it. The current structure of taxes types in Egypt, as directed in Fig. 2 , includes both direct taxes and indirect taxes ( Egypt Tax Summaries, 2018 ). Firstly, direct taxes play a large role in the Egyptian economy and are imposed on personal or corporate income. They are classified into three forms of taxes involving income tax, real estate tax and agricultural land tax. Secondly, indirect taxes are taxes levied on goods and services. They are also classified into three forms of taxes including value added tax (VAT), customs duties, and stamp duties. For more information about mentioned forms of taxes types, refer to Ali et al. (2017) .

Each tax authority in Egypt consists of the same five main processes with four sub-processes that occur in sequential order and the stakeholders are the employee and the financier (taxpayer) that can be described in Fig. 3 . This research focuses on income tax related to the personal tax (wages and salaries) in the case units for this study, which are used in the basic processes of taxes. Due to the confidentiality of the taxpayers’ data, the researcher’s request to obtain the data of the taxpayers or access their database was rejected to prepare a common database that includes the two types of taxes (direct and indirect) for the taxpayer to unify the tax return. Therefore, the researcher faced the difficulty in implementing To-Be registration process.

Customer Relationship Management (CRM) is described in the following aspects ( Khedr, 2008 ): (1) CRM is a strategic focus on customer behavior and communication with customers; (2) CRM is a software technology for predicting the most valuable customer from collecting the customer data. (3) CRM is a business process mainly uses target customer data to improve the efficiency and effectiveness of the business. (4) CRM is a commitment to achieving customer satisfaction. From our point of view, Customer Relationship Management (CRM) is not for customers or goods, but also for taxpayers and public tax authority. To achieve the satisfaction of tax payers, the Egyptian Tax Authority must improve and deliver more superior service than expected. So, it is important to add CRM as a core business process with the key tax processes in Egyptian Tax Authority which will help to increase tax revenues in the state budget by building effective communication with financiers to better serve them, facilitate the collection of tax amount as soon as possible and achieving voluntary commitment that is part of the Egyptian Tax Authority’s vision. The main goal of CRM process is to resolve taxpayers’ complaints and maintain relationships with taxpayers.

This paper is organized into fourth sections as follows: “Literature Review” this section presents a literature review that has attempted to address business process reengineering models and comparison between these models and our proposed model. “Adaptive Model to Support Business Process Reengineering” this section describes building the proposed adaptive model to support business process reengineering that consists of two subsections A and B: (A) BPR Implementation and (B) BPR Success in order to follow the steps of its implementation. “Materials and Methods” this section clarifies the data collection methods and techniques. “Results and Discussion” this section describes step-by-step the implementation of the adaptive model of BPR in two units of Egyptian Tax Authority and discusses the findings. The end of paper provides conclusions of the overall results of the paper and recommendations for future work are proposed based upon the study findings.

Literature Review

Awolusi & Onigbinde (2014) , suggested a model that studies the relationship between CSFs of BPR and operational and organizational performances. Thus, examines the impacts of operational performance on organizational performance. By measuring operational performance that indicates to improve quality of products, cost reduction and high flexibility will give a positive effect on the organizational performance which relates to financial and non-financial measures to express the successful implementation of BPR. The effect of change of management system and culture, organizational structure, project planning and management and information technology infrastructure on the success of BPR (improving business performance) of all Nigerian oil and gas companies has been confirmed empirically excluding management support and competence.

Ayzatullova, Lyadova & Shalyaeva (2015) , provided an approach to BPR during the integration of the Domain Specific Modeling (DSM) of business process and process mining tools. An analysis of the current approaches to business processes improvement and its restrictions have been showed. The process mining methods are connected to BPR stages and tasks. The advantages of using the domain specific modeling tools (DSM platforms, Language workbenches) have been confirmed.

They described a brief comparison of different visual languages notations and model transformation examples. Domain Specific Modeling (DSM) platform maintained mutual understanding between specialists. Meta Language DSM platform is the foundation of integration tools. Some domain-specific languages DSL (metamodels) and transformation have been presented. The complexity of analyst’s work is reduced by the implementation of integrated tools.

Iqbal, Nadeem & Zaheer (2015) , presented a model that studies the relationship between critical success factors (CSFs) of BPR and Business Process Efficiency (PBE) that is defined as the levels of performance for business processes by reducing cost, cycle time, delays and duplications and Process Conflict (PC) that is defined as disputes and disagreements about resource delegation and job responsibilities, then examines the impacts of PBE and PC on organizational performance (financial and non-financial performances). Model is tested by using structural equation modeling Analysis of Moment Structures (AMOS). The findings clarify that CSFs has a positive effect on PBE. Thus, PBE will increase the performance. On the other hand, there is no relationship between CSFs and PC, so Process conflict will reduce the performance.

Omidia & Khoshtinata (2016) , suggested a model that describes the effect of technical factors like (process management, change management) and organizational culture like (involvement, integration, capability) moderating the human factors on the implementation of BPR. Correlation tests and structural equation modeling were used for data analysis. Statistical Package for the Social Sciences (SPSS) and Analysis of Moment Structures (AMOS) software were used for data analysis. Accordingly, this model is needed for employees to recognize the company’s proven problems, the need to change, support the implementation of re-engineering and not be afraid of losing their jobs. Time and cost should be allocated for the re-engineering process and a training program for employees on new processes. Managers should encourage employees to participate in the design of new processes and motivate them so as not to resist the process change. The use of IT support is also essential in the implementation of reengineering in order to support decision-making and solve the challenges in the organization.

A framework for supporting redesign decision making is established by Phiphopsuthipaiboon & Boonsiri (2016) . The framework is used to determine the necessary and unnecessary steps for the service processes in computer center that would be re-engineered through four phases of BPR life cycle. It focuses on reduce cycle time and steps in new process as a success of BPR. So, the step took a time over 1 hour called suspected unnecessary step.

According to the current conditions, all organizations need a basic and scientific model in order to help them achieve the desired results for a competitive advantage. Many studies popped up proposing models to find out the relationship between CSFs of BPR and the operational performance/the organizational performance, various others suggest methodologies and models to redesign business processes, each methodology had different phases and there is no assessment of the success of BPR. However, the scope to integrate CSFs and performance of business processes as a measure of BPR success during reengineering processes for a competitive advantage slightly disregarded by most of the researchers. Because critical success factors are an essential step in the process redesign stages, they must be studied to avoid the failure of BPR. On the other hand, most studies agreed on the study tools, as they were mostly the questionnaire, and sometimes they were based on personal interviews and the analysis of the questionnaire through using regression analysis and exploratory factor analysis to understand the causal relationship, with the exception of few of them mentioned above where data mining techniques were used. The following Table 1 is built to illustrate a comparison of the previous examples between BPR models and the proposed model.

So, the previous issues are handled by the proposed model as will be illustrated in the following section.

Adaptive Model to Support Business Process Reengineering

Organizations require a scientific and basic model to meet their needs according to current circumstances. The main goal of Adaptive Model to Support Business process Reengineering is to specify where the breakdowns happen in BPR implementation, why they happen and how they can be prevented to guarantee successful implementation of reengineering business processes and improve its performance. The proposed model entitled Adaptive Model to Support BPR has been built based on BPR life cycle approach. There are number of factors that affect the BPR implementation are termed as CSFs of BPR. Upon the completion of BPR implementation, performance is measured before and after re-engineering by cost, time and quality (intended success of BPR). Due to the existing gaps in BPR researches, our model will focus in details on evaluating the effects of these CSFs on the performance of pre and post reengineered business processes. This is a model that is enclosed to its methodology underneath to implement the steps of model. According to Adaptive Model to Support BPR, it is implemented in two sections as shown in Fig. 4 .

A. Section 1: BPR implementation

The main goals of this section are to find and understand the associations between CSFs of BPR and the performance of business process by using apriori algorithm of association rule mining, identify and analyze the current business processes to detect disconnects and value-adding of each process as well as determine proposed changes to decide how to redesign some of the selected processes in order to help the organization achieve their business goals and strategies. BPR Implementation section is performed on four stages which are: (1) Prepare for BPR, (2) Analyze As-Is, (3) Design To-Be and (4) Implement. Each stage contains a series of sequential steps that are executed in order.

B. Section 2: BPR success

The main goal of this section is to measure the performance of business processes through two stages which are Analyze As-Is for the existing business processes and Design To-Be for the re-engineering business processes in BPR Implementation section by cost, process time, cycle time and quality and compare the performance in these two stages to determine the variations expressed as BPR success. The main performance measures types are described as shown in Table 2 below.

Materials and Methods

The basic form of this research is descriptive and correlative. Descriptive research designs are used to gather information on current state of phenomena and describe the relationship between variables. Correlation research design is used to discover the relationship between two concepts. It is measured by a five—point scale ranging from 1 to 5, where “1 = strongly disagree, 2 = Disagree, 3 = neither disagree nor agree, 4 = Agree and 5 = strongly agree” ( Jehan & Elapatha, 2020 ). Its most important features are simple to build and reliable, participants can read and complete it easily and more viable for measuring the good results. Ultimately, this case study is confirmed as a method for exploratory research. The main source of data collection for this research is surveys through the use of questionnaire. Survey research is appropriate way of generalizing from a sample to a population, allowing this effect to draw conclusions on the entire population. The population includes all managers, supervisors and employees of the Egyptian Tax Authority in two authorities (Joint Stock Companies and Helwan). The prepared questionnaire in this study divides into three parts as shown in Table 3 . The first part A of the questionnaire, respondents clarifies background information about their name (optional), gender, education, job degree and how long they have worked in the organization. The second part B of the questionnaire consists of 33 statements about CSFs of BPR stemming from 11 factors adopted from ( Cheng & Chiu, 2008 ; Iqbal, Nadeem & Zaheer, 2015 ; Maleki & Beikkhakhian, 2011 ; Mekonnen, 2019 ; Nzewi, Nzewi & Moneme, 2015 ; Sorunke & Nasir, 2016 ). The third part C of the questionnaire asks respondents to estimate the performance of the organization’s existing processes whence cost, time and quality. There were 1,123 questionnaire forms administered, of which 1,080 were usable, 19 forms were ignored due to missed vital data and 24 forms were received empty because respondents do not find enough time to fill out the questionnaire due to the large number of tasks assigned to them.

The Cronbach’s alpha was calculated to test the robustness of the data by the following formula adopted from Jehan & Alahakoon (2020) .

Here, K is the number of items in a scale, σ i 2 is the variance of i th item and σ t 2 is the variance of the scale (total) scores.

Awolusi & Onigbinde (2014) indicated that for acceptable reliability, the Cronbach’s alpha should be 0.7 and above based on the questions. All scales have reliability coefficients above 0.7 where Cronbach’ Alpha (CA) of 33 items of CSFs was 0.9582 and CA of three items of performance of business processes was 0.8543.

In all 1,080 (96.17% response rate) questionnaires were accepted and analyzed. The data analysis and processing relied on the application of data mining. Data mining is a statistical technique that used to analyze the results of the extracted data to provide knowledge in a humanized format for the visions of future development plans.

Waikato Environment for Knowledge Analysis (WEKA) is a free machine learning software that contains a set of algorithms for predictive modeling and data analysis. Association rule mining is used to detect the most frequent itemsets and connections between data items by apriori algorithm in WEKA tool which has some characteristics such as simplicity, easy implementation, and efficient algorithm for extracting all repeated itemsets ( Ali & Hamed, 2018 ).

An Evaluation Framework for Business Process Modeling Techniques (BPMTs) is used to decide how to select appropriate model technique for Business Process (BP). This framework is divided into two phases which are the first phase of gathering requirements about the need of Business Process and the second phase of matching the needed requirements with the BPMTs characteristics. For more information about mentioned framework, refer to Abdel-Fattah, Khedr & Nagm Aldeen (2017) .

Results and Discussion

This section describes the step-by-step application of the model and its results as follows:

Stage one: prepare for BPR:

This stage consists of four steps as follows:

Step 1: initiate the building of BPR team.

The BPR team is firstly created to prepare a pilot study and interviews with stakeholders to know how willing they are to accept the change in their business so as to avoid resisting the change when the implementation of the new changes is completed which can lead to the failure of the BPR and big loss of money and time. In addition to gathering all information about organization and its activities to analysis the overhead activities of the organization in order to determine which of them need to reengineer for keeping in touch with the real objectives of organization. At the end of the implementation of BPR, this team will train stakeholders on the new changes.

Step 2: prepare a questionnaire for studying the relationship between CSFs of BPR and performance of business processes expressed as BPR success.

The questionnaire form for studying the relationship between CSFs of BPR and Performance of Business Processes expressed as BPR success was constructed based on successful studies previously constructed in the related field of study. There are two independent variables; Critical Success Factors (CSFs) of Business Process Re-engineering (BPR) and performance of business process which used a 5-points scale.

Step 3: identify the current processes and basic information of the business.

The history of the tax sector in Egypt is described, the types of direct and indirect taxes, and the changes that have occurred in tax sector. This was followed by submission of selected two case units: Joint-Stock Companies Tax Authority and Helwan Tax Authority and determine the specialization and departments of each. The current processes (As-Is model) in Egyptian tax authority are illustrated in detail in terms of its goal, input, activities, output and limitations.

Step 4: collect the data from respondents via the prepared questionnaire.

The data collected on the number of employees in two case units. Based on results statistics after analyzing questionnaire form in terms of the Mean and Standard deviation, it has two main conclusions that can be illustrated:

The first conclusion is about the level of satisfaction among the tax employees with the current CSFs. The results show that most of employees are disagree with existing CSFs which activated in their business (all the means are below than 3 except 6) means that relate to managers constructively use the idea of their subordinates, Quality Management System (QMS) works successfully on decreasing errors, cost and pledging the identification and control of processes, organization seeks to empower staff and dismantle the current structure, train employees on the new process, develop strategic plans, employees are responsible for the results of their business and give employees the necessary validities to enable them to perform their tasks. The second conclusion is about the level of satisfaction among the tax employees with the current performance of business processes. The results show that in general most tax staff are disagree with their processes that performed with more time, cost and less quality. Limitations and obstacles exist in processes. Processes aren’t integrated (all the means are below 3).

Stage two: analyze As-Is:

Step 1: propose a way using data mining algorithms to determine the csfs which are related to the performance of business processes and have big effects in terms of cost, quality, process time, cycle time..

• Selecting the dataset which included 1,080 records with Comma Separated Values (CSV) format for tax employees’ responses in 2019 after eliminating 24 non-responding employees because of their large number of works, they do not have time to fill out the questionnaire form and 19 ignored for missing the vital variables by respondents.

• After loading and converting dataset, there are 40 attributes; Attribute of name Qa1 is ignored because it is not the focus of this study, in addition to being optional.

Step 2: analyze the current (As-Is) processes and determine disconnects and value-adding of each process.

The current processes (As-Is models) of taxes are illustrated in detail. Analysis the current processes in Egyptian Tax Authority is very important, because they are previously modeled manually without using a specific modeling technique. So, it is important to model the current processes for analysis that will help in finding out the problem of detecting errors in the model such as redundancy, ambiguity etc.

Step 3: measure the performance of (As-Is) business processes.

In Joint Stock Companies Authority (for 122 sample of soft copy tax returns and 236 hard copy tax return), total of cycle time is 563 h, total of quality is 66% and total of cost for all processes is 7,756,250 EGP while in Helwan Authority (172 samples of hard copy tax returns), total of cycle time is 575 h, total of quality is 52% and total of cost for all processes is 7,655,250 EGP.

Step 4: identify the processes that need to re-engineer.

BPR team will decide which business processes that need to reengineer based on analysis the gathered information of two authorities and its activities in addition to measuring the performance of current (As-Is) business processes of each authority as presented in previous two steps in this stage. BPR team finds that all processes need to reengineer.

Stage three: design To-Be:

Step 1: create one or more alternatives that align with the strategic objectives of the organization to improve (as-is) processes that need to re-engineer..

The most important critical success factors are discussed that need to be reengineered in Egyptian Tax Authority which align with its strategic objectives and impact on the current processes as follows:

Critical success factors of BPR findings from association rules:

• 1. Organizational structure

The organizational structure is the key factor of success factors that has a significant impact on re- engineering the processes in Joint Stock Companies tax authority and Helwan tax authority. The structure of each organization consists of different aspects such as values, traditions, philosophies, hierarchies, authorities and rules ( Jurisch et al., 2012 ).

The Egyptian Tax Authority is striving to adopt a unified organizational structure for direct and indirect taxes based on the Integration Law in 2006. From our point of view, this caused that the Egyptian Tax Authority needs bureaucratic models, which require the distribution of responsibilities among the different departments and other organizations as well as adjusts its procedures to suit the integration of the two types of taxes. It is necessary to link all databases related to the affiliated authorities of the Egyptian Tax Authority or the authorities that the Egyptian Tax Authority needs to share data with it, such as the civil registry in order to ensure the accuracy of the taxpayer’s data and the Ministry of Finance. This facilitates the taxpayer’s submission of one tax return that includes all taxes that must be collected from him to combat tax evasion based on building a unified organizational structure. This confirms the BPR principle that states “treat geographically dispersed resources as though they were centralized”. Some respondents indicated during the interview that the authority needs to establish a risks and crises management unit that works to solve the crisis, anticipate crisis before it occurs and work to avoid it. Effective communication channels must be established among all departments of the authority.

• 2. Use of information technology

The initiative of the Egyptian Tax Authority to change old processes using information technology is not BPR, but it is automation. There is a misunderstanding in BPR initiatives that give a lot of focus to information technology in the redesign processes that are not among BPR principles. Information technology must be treated as an executor for desirable reengineered processes.

So far, the tax processes in Egypt are done manually although the electronic payment process has already been developed to some extent and the taxpayers have some electronic options to pay off their liabilities. However, it needs further analysis to enable taxpayers to easier and safer to pay tax liabilities to the Egyptian Tax Authority. To implement the changes to the processes to be re-designed using information technology must take into account the following:

• - All information systems within the authority must be effectively integrated and tax procedures checked to formulate them in line with the new implementation of processes, so that duplication of responsibilities can be averted and easily removing non-value-added transactions from the systems.
• - The effectiveness of information technology infrastructure must be measured quantitatively to ensure its success.
• - Proper use of all information technology related resources including desktop computers, laptop computers, servers, network equipment, printers, scanners, mobile Internet connection devices, software etc. that invest in BPR to implement reengineering of taxes processes at the expected level of quality.
• 3. Adequate financial resources

BPR is very expensive process. Respondents indicated that top management does not allocate capital or make plans to finance the re-engineering of existing processes. And that it is necessary to provide all the requirements and work tools to help the Authority’s employees to finish the work assigned to them in an easy way.

It is necessary for the Egyptian Tax Authority to draw up a budget plan to re-engineer the current processes, as it is a long-term investment for the Authority and will benefit from it with a lot of benefit. The capital allocated to the required changes in the Authority should not affect its obligations, workers’ wages, or any costs to its customers. We recommend that a training plan is prepared, as part of the financing plans for the BPR process, by the top management in the authority for its employees to encourage them to accept new changes and to develop themselves.

• 4. Egalitarian culture and leadership

Based on what respondents indicated in the interview and the questionnaire, there is no communication between employees in the authority and managers or an exchange of views and opinions. They explain that their proposals need to be taken into account in carrying out administrative processes. The features of the innovative organizational culture and leadership are the effective use of employee ideas for the authority to achieve the desired results, coordination, employee participation and friendly interactions. We propose to hold a monthly meeting between the managers and employees in the Authority in order to discuss the proposals submitted distribute the tasks to each individual and set an executive plan to perform the tasks in a specific time.

• 5. Change management

Change management is a practice that the authority follows in aligning changes in organizational activities in order to meet challenges and meet customer needs. A best practice is the reward system which was one of the most important items that respondents mentioned with dissatisfaction and that the current system of rewards is completely unfair and needs to be reviewed.

Through the interview with the respondents, they indicated that it is important to study a new tax law that is in line with the current era, as the current law is marred by many difficulties, and many amendments have occurred and it does not meet the needs of the present time.

Also, all employees of the Authority need to retrain; each of them within the limits required by the work carried out by him due to the current training in the authority is insufficient and characterized by incompetence and inadequacy. Finally, because of BPR changes organizational processes, employees must have sufficient skills to carry out new tasks. Through an appropriate training program, employees will have an in-depth understanding of their new tasks.

• 6. Customer focus

There are three questions under this factor, namely organization provides training for employees to determine the interaction with customers for creating long-term relations with them, employees have the motivation to carry out an effective training and the organization is able to provide customers’ demands based on the effective analysis of their requests. These questions illustrate that BPR aims to build long- term relationships by providing the necessary training for employees to deal with taxpayers and paying the employee to obtain training in relation to his work, redesigning workflows with the aim of improving the efficiency and effectiveness of customer relationship which is a process suggested in this study in order to provide financers’ demands and solve their complaints.

• 7. Top management commitment

Top management must have sufficient knowledge of BPR implementation and make important decisions in the BPR implementation process. Top management must motivate staff and friendly interaction with the BPR team. Additionally, Top management should use information and communication technology (ICT) to enhance efficiency of public service delivery ( Alahakoon & Jehan, 2020 ). Respondents indicated through the questionnaire, a great disagreement with the strategic plans laid down by the top management in the authority, and they need to develop to suit the requirements of taxpayers and attract them to the authority by adding new activities that take into account the quality improvement, reduce crises and reduce the percentage of errors.

Some CSFs were included in this research such as less bureaucratic, project management, quality management and collaborative working environment for which WEKA did not find a significant association due to data set's attributes of success factors differ in each industry or organization from the other, depending on its business strategy and the logistical services it provides.

Step 2: use appropriate business process modeling techniques to design To-Be processes.

To-Be Processes are designed with the most suitable modeling techniques that are provided in each As-Is process. Business Process Modelling Notation (BPMN) Modeling Technique is applied in To-Be processes in registration process, risk management process, tax audit process, distraint/ enforced collection processes and customer relationship management process, while Unified Modeling Language Activity Diagram (UML-AD) Modeling Technique is applied in disputes resolution process.

Step 3: measure the performance of the re-engineered (To-Be) processes.

In Joint Stock Companies Authority (for 408 electronic tax return), total of cycle time is 264.55 h, total of quality is 6% and total of cost for all processes is 4,861,750 EGP while in Helwan Authority (124 electronic tax return), total of cycle time is 231.30 h, total of quality is 6% and total of cost for all processes is 4,840,250 EGP.

Step 4: compare the results of measuring the performance of business processes by four items namely, cost, quality, process time, cycle time through two stages As-Is stage and To-Be stage then identify the differences that support the successful implementation of the re-engineering process.

Findings comparison and discussion:

The performance of business processes has been measured by four items namely, cost, quality, process time and cycle time through two stages As-Is stage and To-Be stage then identifies the differences that support the successful implementation of the re-engineering process. BPR team decided to focus on eliminating unnecessary costs by reducing the cost of pool for each activity, reducing the frequency of activities to improve the quality of processes and saving time through the re-engineering process as shown in the Tables 8 and ​ and9 9 below. In Joint Stock Companies, total cycle time in As-Is is 563 h with six official working hours equivalent of 94 working days which leads to the need for additional hours to work in the quarterly period while total cycle time in To-Be is 264.55 h/quarterly equivalent of 44 working days in the rate of change 53%. The rate of change in quality of processes is 90% for five processes while the rate of change in total of resource cost is 37%. In Helwan Authority, total cycle time in As-Is is 575 h with six official working hours equivalent of 85 working days which leads to the need for additional hours to work in the quarterly period while total cycle time in To-Be is 231.30 h/quarterly equivalent of 39 working days in the rate of change 53%. The rate of change in quality of processes is 88% for five processes instead of four processes as in As-Is while the rate of change in total of resource cost is 37% like in the other authority.

There are significant differences in time, cost, and quality based on previous comparisons to measure the performance of processes through interviewing the respondents of employees, supervisors and top management for introducing sufficient and relevant arguments to our case study. Respondents have pointed out that there are several reasons that led to these differences, which are the obstacles in the current processes (As-Is), and they are as follows: (1) repeating processes due to the lack of a unified system, (2) processes are executed manually and not electronically due to lack of readiness for technical change, (3) lack of a working environment commensurate with the tasks assigned to employees to reduce the percentage of errors, (4) the absence of communication channels between the departments of the Authority or between the employees and the top management to take their proposals into consideration in implementing the processes. (5) the lack of well-studied strategic plans to amend the organizational structure or tax law that is compatible with the current era. (6) activating the risk management process with all authorities instead of the audit process employees performing both processes that need high efficiency and accuracy to detect the risks and work to avoid it. All these reasons are due to the failure to study the factors that affect the processes that are previously explained above and applied in each process assigned to them in the new system (To-Be) to become factors of success rather than reasons/factors for the failure of processes in the authority for improving the performance.

Stage four: implement:

This is the final stage of the model that consists of the following three steps:

Step 1: implement and test To-Be processes.

To-Be processes are implemented in all units of ETA. Then, we should continuously test process performance (cost, time and quality) to make improvements on them in addition to create an executive plan based on performed BPR to ensure that improved processes are activated over a long-term period.

Step 2: train staff on new processes.

After the completion of the new processes implementation, all employees of the Authority must be trained on them before embarking on their actual work in the Authority and generalize them so that these processes are applied by the employees properly and also give the desired results from their implementation.

Step 3: improve process continuously.

Action progress is accomplished by conducting questionnaires and conversations with those who did not initially participate directly with the re-engineering to know how much more informed the people feel, how much more commitment the top management presents and how well the BPR teams are agreed in the wider perspective of the authority. Total Quality Management (TQM) is used as a tool to handle with different problems encountered throughout the BPR effort and to continually enhance the process.

Conclusions

The model is used to determine where the breakdowns happen in BPR implementation, why they happen and how they can be prevented. This research paves the way for integrating CSFs of BPR and the performance of business processes in order to enhance processes and support successful implementation of BPR. According to the results, there are seven identified factors impacting on BPR success (as expressed by measuring performance of business processes) by using data mining techniques includes: (1) organizational structure, (2) use of information technology, (3) adequate financial resources, (4) egalitarian culture and leadership, (5) change management, (6) customer focus and (7) top management commitment. These factors have been integrated with performance of business processes to implement reengineering the processes of Egyptian Tax Authority successfully through stages of proposed model. The performance of business processes has measured before and after reengineering processes in addition to determining the variation in performance that confirm the success of BPR through applying the adaptive model. There is a similarity in the results of improvement in both authorities through rate of change in time, quality, and resource cost. The improved performance of the processes leads to the Egyptian Tax Authority getting a good reputation and a good name. Taxpayers get the best services that facilitate the way they pay for the tax amount imposed on them. New processes help tax employees to perform their tasks with great accuracy and high efficiency to reduce taxpayer complaints and avoid tax evasion.

We have attempted to build a proposed model that fits all industries but it has been applied to one industry such as taxes that is appropriate for our data set and this model extracted the factors affecting on this industry. It lacks some development and updating to be fit other industries because each one is different from other. Therefore, we recommend that we update the model to be applicable with different data set of other industries through doing globalization in order to extract many different critical success factors that influencing on performance of business processes then we can get a standard model for all industries.

On account of time limitations, some substantial issues have been left outside the scope of this study. Therefore, we recommend that it is necessary to measure customer satisfaction with the service provided to them after reengineering processes in a pilot test of processes. Besides, the benefits of applying business process reengineering (BPR) should be identified via our proposed model on organizational performance. The other direction of future work aims at giving more concentration on the Business Process Reengineering software tools which let the performance of business process to be estimated in order to support business process reengineering and making more implementation on the proposed model of BPR.

Supplemental Information

Supplemental information 1, funding statement.

The authors received no funding for this work.

Additional Information and Declarations

The authors declare that they have no competing interests.

Noha Ahmed Bayomy conceived and designed the experiments, performed the experiments, analyzed the data, performed the computation work, prepared figures and/or tables, authored or reviewed drafts of the paper, and approved the final draft.

Ayman E. Khedr conceived and designed the experiments, authored or reviewed drafts of the paper, and approved the final draft.

Laila A Abd-Elmegid conceived and designed the experiments, authored or reviewed drafts of the paper, and approved the final draft.

What is Business Process Reengineering (BPR)?

Business process reengineering is a crucial element in the agenda of many large as well as small companies in many industries, with manufacturing and banking/ finance being the leading sectors. It allows organizations to view their business processes from a fresh perspective in order to understand how to redesign them to improve the way they work.

In this guide, we aim to simplify the concept of business process reengineering by explaining what it is and the process steps. We have also provided business process templates that you can use right away to kickstart your own BPR project.

What is Business Process Reengineering

• Steps in Business Process Reengineering

Benefits of Business Process Reengineering

Principles of business process reengineering, bpr implementation | business process reengineering steps, bpr methodologies, business process reengineering case studies.

Business Process Reengineering (BPR) is a strategic management approach that overhauls and redesigns existing business processes to enhance efficiency and effectiveness. It involves analyzing workflows, identifying bottlenecks, and deploying innovative solutions. BPR optimizes operations, cuts costs, and boosts productivity, fostering organizational growth and competitiveness.

In addition to the redesigning of business processes, it also involves the redesigning of associated systems and organizational structures.

Usually, reasons like new market opportunities, increasing competition, poor financial performance, and decreasing market share trigger the need for a business process transformation.

BPR involves the analysis and transformation of several major components of a business. These include,

• Organization

BPR includes three phases; analysis phase, design phase, and implementation phase. It is also referred to as business process redesign, business process change management, and business transformation.

Steps in Business Process Reengineering:

• Identify the scope and goals of the reengineering initiative.
• Map and analyze the current processes, identifying inefficiencies, bottlenecks, and areas for improvement.
• Redesign the processes, focusing on eliminating non-value-added activities, optimizing workflows, and leveraging technology.
• Develop a detailed implementation plan, considering resource allocation, timelines, and change management strategies.
• Implement the redesigned processes, involving training, communication, and stakeholder engagement.
• Monitor and evaluate the outcomes and performance of the reengineered processes, making adjustments as necessary.

Refer to the diagram below for further reference,

BPR plays a major role in organizational performance improvement in terms of cost, quality, delivery, employee productivity, etc. It also helps

Improved efficiency : BPR focuses on eliminating non-value-added activities, simplifying processes, and reducing waste. This leads to improved efficiency and productivity, as resources are better utilized and workflows are streamlined.

Cost reduction : By eliminating redundancies, optimizing workflows, and leveraging technology, BPR helps organizations reduce costs associated with labor, materials, and operational inefficiencies.

Enhanced customer satisfaction : By reengineering processes to deliver products or services faster, with higher quality and improved customer experiences, organizations can enhance customer satisfaction and loyalty.

Increased agility and flexibility : BPR encourages organizations to adopt more agile and flexible processes. This enables them to respond quickly to market changes, customer demands, and competitive pressures.

Quality improvement : BPR emphasizes the identification and elimination of defects and errors in processes. By redesigning processes with quality in mind, organizations can improve product or service quality, reduce rework, and enhance overall process reliability.

Enhanced innovation : BPR encourages organizations to think critically about their existing processes and challenge traditional assumptions. This mindset fosters a culture of innovation, where new ideas and approaches are welcomed.

Improved employee engagement : By engaging employees in process improvement efforts, organizations can tap into their knowledge, expertise, and creativity, leading to higher employee engagement and satisfaction.

Better alignment with business goals : BPR ensures that processes are closely aligned with the organization’s strategic goals and objectives.

Competitive advantage : By optimizing processes, reducing costs, enhancing customer satisfaction, and fostering innovation, BPR can give organizations a competitive advantage in the market.

The 7 rules of Business Process Reengineering (BPR) were originally proposed by Michael Hammer and James Champy in their book “Reengineering the Corporation.” These rules provide guidance for organizations undertaking BPR initiatives. Here are the 7 rules of BPR:

Organize around outcomes, not tasks : BPR emphasizes structuring processes based on desired outcomes or results, rather than individual tasks or functional departments. This ensures a focus on delivering value to customers and stakeholders.

Identify and eliminate non-value-added steps : BPR aims to eliminate non-value-added activities that do not contribute to the desired outcomes. It encourages organizations to streamline processes, reduce waste, and eliminate unnecessary tasks or bottlenecks.

Combine steps : BPR advocates for combining multiple steps or activities into integrated and streamlined processes. This helps to simplify and accelerate process flows, reducing handoffs and delays.

Empower workers : BPR emphasizes empowering employees who perform the processes. It encourages organizations to delegate decision-making authority and provide employees with the necessary skills and resources to take ownership of their work.

Capture information once and at the source : BPR promotes capturing and storing information at the point of origin to avoid redundant data entry and improve accuracy. It advocates for leveraging technology to automate data collection and integration across systems.

Link parallel activities : BPR suggests connecting parallel activities to enable simultaneous or parallel processing. This reduces wait times and accelerates the overall process timeline.

Put decision making where the work is performed : BPR encourages organizations to decentralize decision-making authority and push decision-making to the lowest level possible. This enables faster and more efficient decision-making, as individuals performing the work have the necessary knowledge and context.

To learn about these principles in more detail, refer to this resource .

Reengineering a process focuses on redesigning a process as a whole which includes fundamentally rethinking how the organizational work should be done in order to achieve dramatic improvement. That’s what differentiates BPR from process improvement which only focuses on functional or incremental improvement.

Reengineering might not be appropriate in all situations, especially if your processes only require optimization and if your organization is not looking to undergo dramatic change. In such a case, you can opt for a process improvement technique .

Step 1: Set the vision and business goals

This is where the senior management needs to identify the business situation; customer expectations, competition, opportunities, etc.

This will make it easier to understand the need for change and create a clear vision of where the company needs to be in the future. Then clarify the objectives in both qualitative and quantitative terms.

Step 2: Establish a competent team

The team you select needs to be cross-functional because expertise and perceptions from all levels of the organization are necessary to minimize the chances of failure.

It should be the responsibility of the top management to have a clear vision of the activities that need to be carried out and provide strategic direction. You also need to have an operational manager who knows the ins and outs of the processes. It is equally important to have the right engineers with different expertise from various fields to make the team complete.

At this stage, it is important to have the goals and strategies outlined properly. You can also carry out surveys and benchmarking activities to identify customer needs and analyze the competition.

In this step, it’s also necessary to communicate the business case for change and the objectives of the project to the rest of the employees. This will encourage their feedback as well and help them get ready for what’s to come.  

Step 3: Understand the current process

In this step, you need to select the process(es) that you will be redesigning. Such processes that are broken, cross-functional, value-adding, have bottlenecks or have high-impact on the organization, etc. can be prioritized.

Once you select them, map them out using flowcharts or process maps to analyze them thoroughly to identify the gaps, inefficiencies, blockers, etc.

Then define the right KPIs for the processes in order to monitor that the process has gained the desired effect once you implement them.

Step 4: Redesign the process

Keeping your vision in mind, redesign a new process that effectively overcomes the inefficiencies of the previous process. Here you will create a future-state map that highlights the solutions you have identified for the issues of the current state process.

Step 5: Implement the reengineered process

Once the process has been redesigned, you can run a small test to see how it works by monitoring with the KPIs you defined earlier. This will allow you to make necessary adjustments to the process before implementing it company-wide. If the new process works better than the current one, you can implement it on a larger scale.

There are several business process reengineering methodologies out there, and we have listed some of them below, along with the steps. They highlight more ways of reengineering business processes in addition to what we have discussed above.

• Hammer/ Champy methodology
• The Davenport methodology
• Manganelli/ Klein methodology
• Kodak methodology

Hammer/Champy Methodology

The methodology introduced by Hammer and Champy popularized business process reengineering. It involves six steps.

Step 1: The CEO who initiates the reengineering process should introduce it to the employees by explaining the current situation of the company and his/her future vision for the company.

Step 2: Identify business processes in terms of how they interact within the company and in relation to the outside world. Here process maps can be used to visualize the processes.

Step 3: Select the processes that have the potential to bring value to the company once reengineered and those that are easy to be re-engineered.

Step 4: Analyze the current performance of the processes as opposed to what is expected from them in the future.

Step 5: Redesign the selected business process using creativity, lateral thinking and imagination.

Step 6: Implement the redesigned processes.

The Davenport Methodology

Davenport puts information technology at the heart of business reengineering. The Davenport model covers six steps.

Step 1: Develop business vision and process objectives.

Step 2: Identify the business processes that should be reengineered. Davenport advises selecting not more than 15 processes at a time.

Step 3: Understand the functioning and performance of the selected processes. And set up performance benchmarks for the re-engineered processes.

Step 4: Study how information technology tools and applications can be applied to the newly designed business processes.

Step 5: Design a functioning prototype of the new business process. Allow the team to study the prototype and identify areas for improvement.

Step 6: Implement the tested prototype across the organization.

Manganelli/ Klein Methodology

Manganelli and Klein state only to focus on those business processes that are crucial to the strategic goals of the company and customer requirements.

Step 1: Ask everyone involved to define goals and prepare for the business reengineering project.

Step 2: Select the key business processes for redesign.

Step 3: Study the current performance of the selected processes and determine the future performance that you want to achieve.

Step 4: Develop information technology design to support new processes. And design new work environments for the people.

Step 5: Implement the redesigned processes and the new work environments within the organization.

Kodak Methodology

Developed by the international Kodak organization, the Kodak methodology is applied across all Kodak facilities worldwide.

Step 1: Plan the process of the reengineering project and define all project administration rules and procedures.

Step 2: Bring together your project team,  assign project managers, and design a comprehensive process model for the organization.

Step 3: Redesign the selected processes. This step should conclude with a plan of a Pilot Implementation of the redesigned processes.

Step 4: Implement the newly designed processes across the organization. Adjust the organization’s infrastructure to the requirements of the new processes.

Step 5: The last step is performed parallel to the other steps. Here the project team should find ways to deal with the obstacles that may occur during the reengineering project.

Here are two detailed case studies that highlight specific challenges, solutions, and outcomes of Business Process Reengineering (BPR) projects in different industries:

General Electric (GE) Aircraft Engines

Challenge :

GE Aircraft Engines faced challenges in reducing engine development time, improving quality, and achieving cost savings.

• GE implemented BPR to streamline its engine development process. They adopted a concurrent engineering approach, bringing together cross-functional teams at the early stages of design.
• They implemented computer-aided design (CAD) tools and simulation software to accelerate the design and testing phases.
• GE also focused on standardizing and modularizing engine components to simplify manufacturing and reduce costs.
• They collaborated with suppliers to improve the supply chain, optimize inventory levels, and reduce lead times.
• The BPR initiative resulted in a significant reduction in engine development time, from 60 months to 18 months.
• Quality improved, with a 50% reduction in defects, resulting in fewer post-production modifications.
• The streamlined processes and supplier collaborations led to cost savings of over $1 billion.
• GE Aircraft Engines gained a competitive advantage by delivering high-quality engines faster and at lower costs.

Amazon.com faced challenges in improving order fulfillment processes and enhancing customer satisfaction.

• Amazon.com implemented BPR to optimize its order fulfillment process. They introduced advanced warehouse automation technologies, such as robots and conveyor systems, to improve efficiency and speed.
• They redesigned the warehouse layout and implemented intelligent inventory management systems to minimize travel time and enable accurate order picking.
• Amazon.com invested in data analytics and forecasting tools to predict customer demand and optimize inventory levels.
• They implemented customer-centric processes, such as one-click ordering and personalized recommendations, to enhance the overall customer experience.
• The BPR initiatives enabled Amazon.com to significantly improve order fulfillment speed, reducing delivery times and increasing customer satisfaction.
• Warehouse efficiency and accuracy improved, resulting in faster and more reliable order processing.
• The advanced inventory management systems reduced stockouts and improved inventory turnover.
• Amazon.com became a leader in e-commerce, renowned for its efficient operations and excellent customer service.

What are Your Ideas on BPR?

We hope that this guide has helped you get the hang of business process reengineering. Got more questions? Do share it in the comments section below.

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FAQs about Business Process Reengineering

Resistance to change : Employees may resist changes to their roles, responsibilities, and ways of working. Overcoming resistance requires effective change management strategies and clear communication.

Lack of leadership and sponsorship : BPR initiatives require strong leadership support and sponsorship to drive the transformation and overcome organizational hurdles.

Limited resources and budget : Reengineering efforts may require significant resources, both in terms of finances and human capital. Limited resources can pose challenges in implementing the changes effectively.

Technological constraints : Implementing new technologies or systems to support reengineered processes may face technical challenges, integration issues, or compatibility problems.

Incomplete understanding of processes : Inaccurate or incomplete process understanding can lead to ineffective redesign efforts. It’s crucial to thoroughly analyze and comprehend the current processes before attempting to reengineer them.

Measurement and evaluation : Measuring the success and impact of BPR initiatives can be challenging. Identifying appropriate metrics and establishing a baseline for comparison is essential to evaluate the effectiveness of the reengineering efforts.

Business Process Reengineering (BPR) typically involves the participation of various stakeholders within an organization.

• Executives and senior leaders provide the vision, strategic direction, and support for BPR initiatives.
• Process owners are responsible for the management and performance of specific business processes.
• Business analysts contribute to BPR efforts by conducting detailed process analysis, gathering requirements, identifying gaps and inefficiencies, and recommending solutions.
• IT professionals are involved in BPR projects to assess technology requirements, evaluate existing systems, and develop or implement new technology solutions.
• Change management specialists who support the BPR initiatives by designing and implementing strategies to manage and mitigate resistance to change.
• Frontline employees are directly involved in the processes being reengineered.
• Customers/Stakeholders whose feedback and involvement provide valuable insights into areas that need improvement and ensure that the redesigned processes deliver enhanced value.

Business Process Reengineering (BPR) can be applied across various industries to improve efficiency, streamline operations, and enhance customer satisfaction. Here are examples from different sectors showcasing the diverse applications of BPR:

Manufacturing Industry :

• Automating and optimizing production processes to reduce lead times and improve quality.
• Redesigning supply chain processes to achieve seamless coordination and minimize inventory levels.
• Implementing lean manufacturing principles to eliminate waste and enhance productivity.

Healthcare Industry :

• Redesigning patient intake and registration processes to reduce waiting times and improve patient flow.
• Streamlining billing and claims processes to minimize errors and accelerate reimbursement.
• Implementing electronic health records (EHR) systems to improve information sharing and enhance patient care coordination.

Hospitality Industry :

• Redesigning hotel reservation and check-in processes to streamline guest experiences.
• Optimizing housekeeping processes to improve efficiency and reduce turnaround times.
• Implementing mobile technologies for guest services, such as mobile check-in or keyless entry systems.

Transportation and Logistics Industry :

• Redesigning logistics and distribution processes to enhance supply chain visibility and reduce delivery lead times.
• Optimizing route planning and scheduling processes to improve efficiency and reduce fuel costs.
• Implementing real-time tracking systems for shipments and vehicles to improve tracking and delivery accuracy.

Customer Service Industry :

• Redesigning call center processes to enhance first-call resolution rates and reduce customer wait times.
• Implementing self-service portals and chatbot systems to improve customer support efficiency.
• Streamlining complaint resolution processes to improve customer satisfaction and loyalty.

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Amanda Athuraliya is the communication specialist/content writer at Creately, online diagramming and collaboration tool. She is an avid reader, a budding writer and a passionate researcher who loves to write about all kinds of topics.

Transform Your Business with Influential Business Process Reengineering Examples

Organizations often undergo several drastic changes to shift the dynamics of the workplace, with the focus often being to improve productivity and efficiency. This redesigning and reconstruction of the organizational operations to attain better quality can be put under an approach called Business Process Reengineering (BPR) .

Using this approach organizations aim at the complete transformation of the business processes . BPR is a game-changer strategy that paves the way for building a system that helps bring out a business’s complete potential.

Read further to explore more about process reengineering through real-life business process reengineering examples.

What is Business Process Reengineering (BPR)?

Business Process Reengineering (BPR) is the complete restructuring of all business operations to attain more efficiency, reduce expenses, and improve the productivity of the business. Most often, a lot of time is wasted when companies try to improve inefficient processes instead of orchestrating something entirely new for the processes.

Business process reengineering, as the name suggests, is a complete formation of new business strategies and the course of action, and hence, it is often considered to be holistic yet uncertain to some extent. 

For most organizations, the business processes are still run on traditional technology that is outdated and has several limitations like redundancy, not being able to effectively use human labor, etc. are all downgrading the processes. Business process reengineering can make the processes more efficient by replacing the framework with an updated approach. 

How does BPR achieve it? The BPR approach achieves this by analyzing every process and carefully eliminating unnecessary and inefficient parts. An additional functionality that BPR offers is that it will combine similar tasks and drastically reduce the number of steps the employees have to perform. This will achieve two things; first, enhance the employees’ working experience, and second reduce the resources required by the process.

Business Process Reengineering vs. Business Process Improvement  

Even though the common goal of both business process reengineering and business process improvement, the results they produce vary in degree. The BPR initiates the complete change of the process, whereas business process improvement is making minor adjustments and smoothening the existing process. Some other differences can be seen on the following grounds:

• Amount of change: BPR results in a more significant and bigger change when compared to BPI.
• Frequency: Business process improvements can be consistently done regularly. On the other hand, BPR is a project-based initiative that changes the foundation dramatically.
• Reasoning: BPR is implemented as a response to changing standards and demand, while a BPI is a preventive strategy.

Importance of Business Process Reengineering

The term became more popular during the 1990s in an article titled “Reengineering Work: Don’t Automate, Obliterate” written by Michael Hammer. He stated:

“Reengineering strives to break away from the old rules about how we organize and conduct business. It involves recognizing and rejecting some of them and then finding imaginative new ways to accomplish work. From our redesigned processes , new rules will emerge that fit the times. Only then can we hope to achieve quantum leaps in performance.”

Implementing business process reengineering adds tangible value to the efforts that are put into it if the implementation is done right. 

1. Reduced Operational Costs

In a traditional setup, the businesses had to face higher expenditures to meet their expected outcomes and yet remain inefficient. But with business process reengineering, the processes are redesigned, fitting a new framework that requires fewer resources and costs. The BPR takes an approach similar to how we organize personal finances by cutting down on expensive subscriptions. Process reengineering aids in the evaluation of finding such overspending areas and removes those tasks. 

2. Drive Higher Profits

The existing workflows of inefficient business operations are completely altered and rightly prioritize efficiency, and productivity, and achieve the desired output. This will completely drive the productivity of the operations and hence attain higher profits. 

3. Increase Speed and Efficiency

Business process improvements lead to the enhancement of the speed and efficiency of the process. BPR specifically detects the drawbacks in the existing processes that generally bring down the speed and efficiency of the process. So, once these drawbacks are removed it automatically improves the speed and efficiency of the business processes. 

4. Improve the Quality of Products or Services

With improved business processes, employees do not have to focus on burdensome processes. Instead, their complete focus can be given to the betterment of the product or the service. With improvements in process workflow and employee experience, the quality of the product or service increases.  

5. Boost Customer Service

Ultimately, with changes made to the inefficient processes, workers’ abilities, and process administration, the service provided will be multiplied in efficiency and effective customer service can be offered. 

6. Clarified Purpose

With business process reengineering, there is a re-establishment of organizational goals and the entire team is familiarized with the mission set by the organization. Therefore, the focus of the work is fixed again. 

Threats in Business Process Reengineering

Implementing business process reengineering can be significantly impactful and a challenging process as well. Depending on the need, the depth of the impact created can have varied effects on the work dynamics of the organization. Some of the challenges a company would possibly face while implementing BPR are as follows:

Employees Resistance to Change

Sometimes, employees would not be on board with the sudden change, especially when they have been used to doing their work in a certain way for a long period. This can be a cause of concern because if employees are not on the same page as the company’s requirements, the shift cannot be effectively implemented. 

Lack of Understanding

Communicating the reasons behind the changes being made is important. Your employees have to understand the necessity and why this is being done. A lack of understanding of the reengineering process can lead to confusion and frustration. 

Cost of Implementation

Changing the system of work is expensive as it demands new technology to be implemented, training, and other external resources.

Opportunities in Business Process Reengineering

Even with some threats in place, the opportunities that a business process reengineering offers weigh more in terms of quality of the work and efficiency. Here are some of the three major parameters that improve with a BPR process. 

1. Increased Efficiency

Since the processes are streamlined and optimized with the implementation of business process reengineering, businesses can operate more efficiently by reducing resource costs and improving productivity.  

2. Improved Quality

The BPR approach would allow organizations to detect and remove inefficiencies and pitfalls in business operations. This will elevate the quality of the service or product provided thus improving customer satisfaction. 

3. Competitive Advantage

By achieving process improvement, businesses always have the scope for attaining a competitive edge over the competitors in the industry by providing better products and services at the best price possible.

End-to-end workflow automation

Build fully-customizable, no code process workflows in a jiffy., seven business process reengineering steps.

There is a set of specific steps to be followed by organizations to have a successful business process reengineering process. Following a standardized process of implementation can offer a seamless shift that will have a minimal impact on the working of the organization. Let us decode the steps. 

Step 1: Assemble a BPR Team and Set Goals

If you are looking forward to implementing the BPR solution, it is ideal to assemble a team of experts to carry out the process. The team must have members who have a clear idea of what the processes are and be able to judge them objectively. To achieve this, a three-level group of experts is a must.

The Senior Management Team

The senior management team entails the senior managers who are the leaders of this change management. This team will be responsible for strategizing the implementation of the change. They have to make sure that change is being implemented according to the plan in different departments. 

Being the leaders of the process, they are also responsible for planning and delegating tasks among the employees. These managers are also required to review and approve the tasks of the change process. Therefore, a clear knowledge of the organization’s processes and the capabilities of the workforce is required to exercise effective decision-making and task assignment. 

The Operations Managers

Operations managers work under designated teams or processes of the reengineering approach. For instance, in a manufacturing process, the operations manager is designated as the team leader at a specific site. Therefore, the operations manager is the leader of the team who takes care of the implementation with respect to any specific department or process. They are chosen on the basis of their technical knowledge and ability to coordinate people.

The Technical Experts Team

This is the team that is responsible for redesigning the inefficient processes. Anyone with sufficient technical knowledge can be the technical expert in the BPR team. The technical team members have to follow the plan put up by the senior management team and use their expertise to find and remove the inefficiencies in the process successfully. 

Step 2: Measure Existing Processes and Spot Inefficiencies

An important step to take before implementing a new and completely different system in place, it is necessary to understand whether that new system is required or not. To find this out, measuring the efficiency of the existing process is a must step. Until then, it is not ideal to disturb the flow of the process. 

Drawbacks within the processes can be measured by looking at the performance and the output that is generated. Match these outputs with the goals that were set before beginning the process. On a secondary level, the output can also be judged using the average industrial performance with similar processes. This will give a picture of the standard of performance in comparison to the competitors. 

Once this is done, the root cause of all inefficiencies can be spotted and added to the list of improvements. Depending on the number of processes that require improvement, the organization can decide on the need for a business process reengineering. 

Step 3: Communicate the Need for Change

Communicating the upcoming change to the workforce and the stakeholders is crucial. Not all changes are naturally accepted by everyone. Some may resist and will require time to understand the necessity of this change. Therefore, this needs to be properly communicated. The purpose, the changes that are expected to be made, and the expected goals have to be conveyed closely and accurately. A successful BPR strategy will bring more benefits by removing the challenges faced before. 

Introducing strategies like automation can easily improve the quality of the work and also reduce the workload of the employees. They can invest their time and energy in high-value and meaningful tasks. This will maintain the motivation and morale of the employees as well. Here are some of the positive change management practices that can be followed:

• Communicate the vision clearly
• Acknowledge the essentiality of every employee
• Listen to the employees’ concerns
• Be ready to modify the change at any point

Step 4: Map out the Future Processes

Plan the future processes in terms of how you want them to look and work. Creating a new diagram that will give a simplified understanding of what the future processes will look like. This will ultimately help in determining new tools and software that can be implemented to streamline process workflows and cut down on the burden on your employees. 

Step 5: Pick Relevant KPIs and Monitor Them Constantly

Setting the key performance indicators will give a framework to judge the performance of the newly introduced process reengineering. With predefined metrics, a better understanding of the new design is established and can be used to determine the success rate of the reengineering process. Some of the most common KPIs used by different departments are as follows:

Sales Department KPIs:

• Average deal size
• Closed deals per representative
• Customer loyalty
• Number of deals per partner
• Sales cycle time

Marketing Department KPIs:

• Ad click-through ratio
• Cost per lead
• ‘Effective reach
• Response rate
• Customer acquisition cost

Finance Department KPIs:

• Cost of Accounting 
• Cost per transaction
• Time taken to process payroll
• Cost of goods sold
• Earnings before interest and taxes

Step 6: Implement the New Process

Once all the pre-reengineering setup has been completed, it is time to finally implement that change. As the need for change has been communicated, and the project requirements and KPIs are set, implementation can be carried out. The key point to follow is making small changes during the implementation process. As mentioned earlier, a sudden change in the complete process might not be ideal or successful. 

Step 7: Compare KPI Performance and Evaluate the Project Success

Once the changes have been implemented, it is now the stage to check the performance of the process using the set KPIs. If the new process is found to be lacking, a complete analysis of the system can be performed again and identify the drawbacks. It is also essential to check whether the changes that have been made are not affecting the existing processes that were not processed in BPR. Therefore, the effects of the business reengineering process have to be checked in the overall working of the organization.

Real-Life Business Process Reengineering Examples

Here are some of the real-life Business Process Reengineering examples companies to learn from:

Ford Motor Company – Business Process Reengineering Examples

The automobile manufacturer Ford Motor Company, today well-known for its strong brand recognition and innovative products, was struggling to create a spot for itself in the industry in the 1990s among strong competitors like Toyota and Honda. This is where the company initiated a series of BPR activities that completely transformed the business to efficiency. Let us explore the case further. 

Case Study 1:

The underlying problem was found to be the lack of management in the supply chain. Added to this, long lead times, extreme inventory expenses, and several supply chains, visibility was reduced drastically. With these many issues, the company was in a spot where it could not properly respond to the changes in customer demand and also had the power to mark itself in the market. 

The Business Process Reengineering Initiative by Ford

The first initiative introduced by Ford Motor Company was to reengineer their supply process by introducing a new system called the Ford Production System (FPS). This system aimed to reduce lead times, enhance supplier performance and management, and also regulate the inventory costs that came in.

Implementing the change in the existing system provided the company with clarity and visibility into supplier management and also understanding the changing customer behavior and demand. Gradually, Ford was empowered to attain a new level of efficiency, elevate their customer satisfaction, and also increase their profit enabling them to create a spot for themselves in the industry. 

Case Study 2:

In a different case, during the 1980s, several American companies were aiming to reduce the administrative and other expenses of the company, Ford was looking up ways to do this. That is when one of their competitors, Mazda, was running their accounts payable department with only 5 workers. Taking this into consideration, Ford figured their workforce could also be reduced to 100. 

Ford decided to go with automation software that stored and transferred information automatically, reducing the number of employees needed for manual data entry. This innovative strategy completely changed the accounts payable process to much more efficiency. The reengineered process had the following workflow:

• The purchasing department initiates an order which is automatically updated on the online database.
• The resource handling department receives the goods and matches the order details with the product and the information on the database.
• If the order details match, the material control accepts the order on the system. 

Airbnb – Business Process Reengineering Examples

Airbnb is one of the most popular online marketplaces that helps travelers connect with short-term and long-term homestays and people who lend spaces to rent. 

The system in place with Airbnb was filled with bottlenecks and hence delays were often caused, pulling down the efficiency of the process. Since the business had to connect several factors to make the process run, there were delays in the payments made and the process remained complicated and chaotic. As the effects of the lack of a basic management system, Airbnb had to face several obstacles with the booking process, where they had to manually enter data, zero standardization, and delays in the responses received. 

The Business Process Reengineering Initiative by Airbnb

The challenges were tackled by introducing a new automated booking system. Using automation, the manual data entry was transformed and standardization was brought into the process. Streamlining and optimizing certain inefficient tasks completely changed how processes were carried out. Implementing these changes enabled Airbnb to enhance its processes and operations and maintain a consistent rate of customer satisfaction and revenue generation. 

Honeywell – Business Process Reengineering Examples

Honeywell is an engineering and technology company that manufactures products for aerospace and automotive products, and control systems for residential, commercial, and industrial purposes. It specializes in chemicals, plastics, and engineered materials. 

In the 1990s, with many defects and issues in one of their industrial automation and control business units, Honeywell decided to go in for the business process reengineering process. Managing the defects and reducing the cycle time were the two most important key performance indicators set by the company. Their BPR strategy was initiated by analyzing and detecting the problems within the production process. The primary issues were found to be the following:

• The most probable cause of note when teams failed was due to the inefficiency of the authority to make decisions. 
• It was found that each team was only taking care of the quality control of their respective teams and there was coordination between the teams to ensure the quality control as well. 

The Business Process Reengineering Initiative by Honeywell

The lack of teamwork and proper coordination were the core problems, so the company decided to go with BPR. Their strategy was to analyze and map the processes and how to effectively communicate inefficiencies to the workforce. The most crucial thing they did was to completely stop the production for some time.

Following this, the employees were made to take an extensive training session that helped them understand the new production system. Additionally, to elevate the workers’ sense of responsibility, teamwork, and morale, the company scrapped fixed wages and implemented a salary-based compensation that will be determined by the performance levels of the individual workers.

Along with this, quality management, and the TotalPlant factory program were introduced. The old system of integrated hardware, and software programs was removed. Through this reengineering process, Honeywell was able to reduce the following:

• Defects rates by 70 percent
• Customer rejections by 57 percent
• Cycle time by 72 percent
• Inventory investment by 46 percent
• Customer lead times by over 70 percent

Conclusion on Business Process Reengineering Examples

From the business process reengineering examples of Ford, Airbnb, and Honeywell, we can deduce that BPR is a robust strategy to undertake. Solutions like automation, business process improvement, providing training sessions, etc. are efficient BPR strategies that organizations can implement if they are looking to improve efficiency.

Tips for Business Process Reengineering

To acquire a successful implementation, there are a few tips that can be followed by organizations. These tips can guide firms to fix a framework to follow and make result-oriented decisions. Here are a few tips:

1. Identify the Goals and Purpose

The most important thing to do is to have an idea about the goals of your organization, and it is extremely important to determine the purpose of the process as well. When the goals are fixed, the processes can be effectively judged. If the processes are found to be inefficient, then organizations will be in a position to determine whether they require a BPR strategy to be implemented. In this scenario, with the goals in mind, the organizations will be able to clearly define the purpose of the reengineering as well. 

2. Consider the Tools

Leveraging a solid tool is highly recommended as one of the best ways to carry out the process. These software tools can be upgraded according to the organization’s needs. Even upgrading the equipment regularly makes it easier for the employees to work more efficiently, and securely. 

3. Look to the Future

Keeping up with the trends is essential to keep pace with the fast-moving technological updates. This also aids in meeting the changing demands of the clients as well.

Business Process Reengineering Tools

Introducing a complete revamp of the process is a tedious and hectic task. Making a significantly bigger change in the existing workflows can be challenging in many ways. Tackling these challenges can be made easy with the help of business process reengineering tools. These tools have the potential to detect, analyze, and erase the inefficiency in the processes through operations like automation, collaboration, etc. Let us look into some of the most influential BPR tools. 

Cflow is a powerful workflow automation tool that can drastically transform the performance of business operations. Being a no-code workflow platform , it is user-friendly and a perfect solution for improving business processes to efficiency. Cflow allows its users to shift their focus to taking a more strategic and systematic approach to business process reengineering. 

Why use Cflow?

Cflow’s workflow automation platform enables the following: 

• The platform aids in creating flowchart-based workflows with just a drag-and-drop action. This feature comes along with in-built templates for all of the business processes. 
• The tools let its users route tasks easily. Users can also generate customized reminders and notifications regarding tasks, deadlines, and approvals for the respective task.
• It allows you to achieve integration with several other third-party applications.
• It helps you receive customized visually appealing reports and analytics to assess the performance of both the tasks and the employees in the organization.
•  The platform creates a secure place allowing one to have deeper insights and help make report-oriented decisions. 

2. ProcessMaker

ProcessMaker is a visual workflow builder that optimizes several business processes. As a cloud-based software, the platform can automate operations and effectively manage all tasks. With its visual workflow editor, ProcessMaker enables users to create, manage, and monitor all the process workflows without the use of any code. 

Why use ProcessMaker?

• As a visual workflow editor, the platform provides its users with drag-and-drop functionality to easily generate and manage workflows . 
• The platform also gives readily available workflow templates that are customizable, making it easier for the users to initiate the process. 
• The tool performs measured management of the tasks. It allows the easy assigning, delegation, and monitoring of the process in one space. 
• It upholds a system of instant analytics and reporting on the performance of the different tasks. 

Bizagi is an all-encompassing BPM suite that aids in creating, automating, and analyzing the performance of business processes. Like most of the BPR tools, Bizagi also offers a business process improvement system that uses a no-code visual workflow editor to enable users to create, manage, and track workflows effectively. 

Why use Bizagi?

• The platform offers easy navigation with its drag-and-drop interface in the visual workflow editor.
• The in-built workflow templates are customizable helping teams reduce the time taken to create workflows for different common processes. The teams can make necessary edits to the workflow whenever necessary. 
• The tool is cost-effective, scalable, and time-saving, and potentially enhances the process’s performance through effective streamlining.

From the different business process reengineering examples discussed here, we can understand that implementing business process reengineering is a good solution for every business.

However, if your business is falling behind in satisfying the changing trends and customer demands, it is always ideal to go for a business process reengineering process.

BPR may seem complex, but it can guide businesses to be in harmony with demand and trends and also reach the peak of efficiency and productivity.

Cflow is one of the best platforms for achieving successful business process reengineering without much confusion. To explore more about Cflow, sign up now!

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Logistics Information Management

ISSN : 0957-6053

Article publication date: 1 October 2000

A case study conducted in a British company (Company A) on reengineering business processes is presented. It gives an example on how a case study ought to be written in order to go beyond the standard for writing an industrial report to one that is acceptable by academic peers. A good case study ought to contain information that readers can use in replicating the experiences gained and lessons learnt in future endeavours under similar settings. When a collection of good case studies is available to a practitioner or researcher he could formulate his plan for the future and avoid “re‐inventing the wheel”. This is most important to research in operations management because it lends a hand in the building up of a theory in POM to make an impact in its natural settings.

• Case studies

Gunasekaran, A. , Chung, W.W.C. and Kan, K. (2000), "Business process reengineering in a British company: a case study", Logistics Information Management , Vol. 13 No. 5, pp. 271-285. https://doi.org/10.1108/09576050010378496

Copyright © 2000, MCB UP Limited

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BUSINESS PROCESS RE-ENGINEERING: A CASE STUDY AT TURKU UNIVERSITY OF APPLIED SCIENCES

Related Papers

Surapaneni Mohana Murali Krishna

This research project aims at assessing the implementation and challenges of Business Process Reengineering (BPR) in Hawassa University. In order to address persistent problems of inefficiency, ineffectiveness and non-responsiveness in delivering organizational services, BPR proposes a fundamental and radical shift in organizational logics from task-based to process-based thinking (Hammers and Champy, 1993). Survey research design qualitative and quantitative approaches were used. From 1261 administrative staffs sample of 228 respondents were calculated using Calmorin's sample size formula 99% CI. Both probability (simple random) and non-probability (judgmental) sampling techniques were used to acquire the required information from respondent using structured questioner and interview. To identify equitable sample size from each stratum (support and core process) stratified sampling method were used. The researcher used pilot-test (Cronbach alpha) reliability value of 0.94. SPSS 15.0 were used to analyze data. Moreover cross-tabulation X²(Chi-squire) using CI=95% to test the relation among dependent and independent variables. Using thus methods, the survey finding confirmed, extent of BPR implementation did not exceed average value of (65 percent) which recommendations of BPR are not successfully accomplished which needs further effort in the future. Less attention for empowerment, improper application of management system, lack of change management accomplishment and insufficient management support critical challenges implementation of BPR in Hawassa University. While, information technology infrastructure, information technology usage, educating employees and comfort on the redesign process were critical success factors of BPR in Hawassa University. Therefore, for successful BPR implementation the university shall be strong and committed to support employees in different issues. In addition, it is important to adopt new compensation, motivation system, allocating adequate budge for BPR execution, and changing organizational structure and values in the implementation are task of the University to implement and benefit from the project as expected.

Kahirol Mohd Salleh

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Hind Al Sadi

Dr. yehia elzont

Sindhura Kannappan

Presently, competition is becoming more intense, and with the development of new rivals from diverse business organisations with varied objectives, the firm is seeking new forms of competitive advantages that are unusual, difficult to copy, and can be utilized indefinitely. The purpose of the above research is to look atthe impact of Human Resource Management as well as Information Technology in the deployment of methods of Business Process Re-engineering targeted at enhancing the performance of business organisations. The study employs a method of reviewing the literature, with a synopsis of the hypothesis, findings, as well as other research information obtained from relevant sources in order to sustain as the cornerstone for research activities. A number of assertions about human resource management are taken from the literature as well as tested by conducting interviews with key executives in organisations whose business process re-engineering initiatives either have been finished or are currently ongoing. According to the study's findings, business process reengineering techniques mix Human Resource Management as well as Information Technology to create as well as improve firm efficiency. A sample of 153 respondents was collected from a "standard questionnaire," created on a five-point interval scale.

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Introduction There is a new-look menu over at the Consultants' Cafe. Good old soupe du TQM and change management paté are off. Perhaps you would care to try some business process re-engineering instead?[1] During the 1980s, executives were invited to sample and ...

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mohammad abazid

The re-engineering of business processes is critical for institutions across sectors worldwide to achieve performance improvement and competitive advantage. Competition within higher education forces higher education institutions, towards management, approaches such as business process re-engineering to improve effectiveness and efficiency. It is imperative that higher education institutions should priorities the strategic alignment and re-engineering of business processes that provide stakeholder satisfaction to create competitive advantage and survival. Considering higher education institutions operate as an open system, the proposed framework is based on the systems approach to management. Given the dynamic nature of the higher education sector, the proposed framework promotes a business process re-engineering methodology. The aim of this paper is to pinpoint the latest researches, focusing the factors that form the points of BPR implementation in the practical ground of higher education.

Nigussie Daba Heyi

In Ethiopia, Addis Ababa City Administration is implementing business process reengineering in order to improve the performance of its public institutions. During the period June to October 2008, experts drawn from different sectors participated in the redesigning and organizing of business processes through shifting from functional /departmental structure to process-centered organizing practices. This study is part of the initial evaluative studies to assess the effect of business process reengineering on the management of human resources in Addis Ababa City Administration. It is based on a sample of 480 employees drawn from various city departments. Focus group discussions, key informant interviews and personal observations were used to collect data for the study. The study results show that the number of employees in the city increased after reengineering. This was due to new posts created during the reengineering process through the decentralization of some processes to the local levels (sub-city and kebele levels) of the city. Study results further show that even though process selection was adequately done in many departments, some activities were not properly regrouped after processes were redesigned which resulted in multiple approvals and delays in decision making. Employee participation during reengineering was weak. The front line employees did not get sufficient information and proper performance evaluation was not undertaken. Managers were not involved in the designing, coaching and advocacy roles, and are still engaged in operational and routine activities. Employee satisfaction was found to be low because there is no incentive system. However, employees‟ efforts to achieve the set standards and improve service delivery and their initiation for change improved despite the fact that the system as whole is not automated. Further, accountability and responsibility of management also improved as a result of the BPR. Key words: Business process reengineering, decentralization, reengineering process, communication, human resource development, managerial competence, incentive schemes.

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Computational Intelligence for Modern Business Systems pp 185–213 Cite as

Business Process Reengineering in Public Sector: A Case Study of World Book Fair

• M. A. Sikandar 11 ,
• M. Razaulla Khan 11 &
• Anita Sikandar 12  
• First Online: 04 November 2023

217 Accesses

Part of the book series: Disruptive Technologies and Digital Transformations for Society 5.0 ((DTDTS))

This chapter examines the World Book Fair (WBF) organised in New Delhi by the National Book Trust (NBT), India, a public sector entity. The World Book Fair was initially set up as a biennial event but was changed into an annual event from 2012 onwards in an announcement by the Cabinet Minister concerned. The case takes through the challenges that the then NBT Director and his team faced in making this change and outlines how they tackled these challenges. The case study aims to take through an example of how to bring about changes in the functioning of the public sector, with its inherent constraints in terms of resources, bureaucratic inertia, lack of coordination and competing interests. This case study broadly sets to examine the significant presence of the public sector across the world and its dominance in some parts of the world.

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Sikandar, M.A., Khan, M.R., Sikandar, A. (2024). Business Process Reengineering in Public Sector: A Case Study of World Book Fair. In: Kautish, S., Chatterjee, P., Pamucar, D., Pradeep, N., Singh, D. (eds) Computational Intelligence for Modern Business Systems . Disruptive Technologies and Digital Transformations for Society 5.0. Springer, Singapore. https://doi.org/10.1007/978-981-99-5354-7_10

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