Most of the leading organizations worldwide have rethought their objectives from the foundations, modifying their structural base and have oriented them towards processes, one of the tools used is the reengineering of business processes, based on factors or value criteria, focused on the customer, increasing the speed of innovation, developing new products, obtaining greater competitiveness and greater market share, in this way they can remain current in the long term while maintaining leadership.
According to Hammer and Champy (1993), they define reengineering as “the fundamental reconception and radical redesign of business processes to achieve dramatic improvements based on performance and critical factors such as cost, quality, service and speed”.
A business process can be defined as the set of operations whose purpose is to produce an item, good or service with value for the customer. Business process reengineering (BPR) is based on a root improvement that focuses on the processes that are key to the organization or company, having as support the basic techniques of just-in-time (JIT, for its acronym in English) and total quality management (TQM, for its acronym in English), with these techniques improvements are obtained in the short and medium term observing some results, companies that only handle JIT and TQM tend to stagnate due to poor growth; by adding the BPR to the previous techniques, the processes are potentiated and they become the center of business operations in this way,In addition to increasing internal effectiveness, companies achieve a greater impact on the market.
There are some models for the implementation of process reengineering to be carried out successfully, we will focus on two of these models, one is the global change wheel and the other is the reference framework.
The global change wheel is based on a "business system diamond" proposed by Michael Hammer, describing the four elements that make up a business system; the processes, jobs and structures of the organization, management systems, and beliefs and behaviors. The Texas Instruments company perfected it by adding a circle and three fundamental words, placing the client in the center of the system indicating that it is the point on which all the parts must turn, the technology interacting at the level of the elements of the organization, the which must be aligned to meet the client's requirements and an external circle where it placed the culture, which has a great weight in the effectiveness of the organization,With the use of this diagram, there is a better understanding and understanding of what reengineering seeks in the organization, as the client remains at the center of all activities, the greater the probability of success of the BPR. Technology must be present in the creation and implementation of processes through the appropriate hardware and software, in the redesign of new production lines, implementation of new machinery, etc.
The implementation model using the frame of reference was developed by the Texas Instruments company, it is a list of activities that have been successfully proven in the achievement of projects, they are the best practices that allow to have a sequence of activities giving order and repetition to the job. This methodology offers a structure for the project, the techniques necessary to carry out the activities and an understanding of BPR in all areas of the organization. It is made up of four reengineering phases: project initiation, process understanding, new process design, and business transition. Based on the management of change throughout all phases, the initial results will occur in an average of twelve months from the formation of the BPR team.
After a reengineering process we can mention some of the benefits such as: performance becomes collective, satisfaction, orientation and vision are customer-centric, performance evaluations are by work teams, the focus is operational, success is for performance, positions are multidimensional, guidelines are broad and flexible, leadership is fostered.
Bibliography
- Hammer, M., Champy, J. (1993). Reengineering the Corporation: A Manifesto for Bussines Revolution. New York, NY: HarperCollins. Johansson, H., Mc. Hugh, P., Pendlebury, A., Wheeler, W. (2009). Business process reengineering. Mexico: Limusa. Lester, D. (1996). Beyond reengineering. Mexico: CECSA.
