few operational and/or management processes that are either critical to success in its industry or are chosen as a basis for differentiation. Consequently, the focus of business reengineering and the way that business reengineering initiatives make their most important contributions is to bring about dramatic changes in the performance of those few fundamental (core) business processes where major improvement is critical to competitiveness. Business process reengineering involves developing business vision and process objectives, prioritizing objectives and set stretch targets, identifying processes to be redesigned, identify critical or bottleneck processes, understanding and measuring existing processes, identifying current problems and setting baseline, brainstorming new process approaches, designing and building a Prototype of the Process, and implementing and technical aspects. organization’s In order to achieve a dramatic increase in efficiency, productivity, or profitability, a drastic change in the design of the organization's processes is required. That is why reengineering is a useful tool that has been adopted by and hailed as one of the current major drivers of change within many organizations. Business Process Reengineering is playing a vital role in the enhancement of productivity and efficiency of many organizations. A crowd of interrelated tasks that creates value is called a business process. At reducing wastage, improve efficiency and ultimately reduce costs. An increase in consumer requirements for both product and service efficiency and effectiveness has resulted in Business Process Reengineering. Reengineering also helps organizations to throw away their old fashioned processes to achieve new heights of success Hammer and Champy, (1993) also stated that BPR focuses on processes and not on tasks, jobs or people. It endeavors to redesign the strategic and value added processes that transcend organizational boundaries. Market competition is compelling firms to reconsider how they are organized to compete. As a basis for change, they are exploring a variety of concepts including time-based competition, quality function deployment, activity-based costing, quality circles, continuous improvement, process innovation and chief among all these attempts to improve business process is BPR. Hammer and Champy (1993) distinguished the following characteristics that are common to BPR project, and that makes BPR implementation significant to a firm includes Several jobs are combined into one; Workers make decisions and own processes and outcomes. The division between doing and deciding is thus eliminated, as this resulted in delays and lower employee
few operational and/or management processes that are either critical to success in its industry or are chosen as a basis for differentiation. Consequently, the focus of business reengineering and the way that business reengineering initiatives make their most important contributions is to bring about dramatic changes in the performance of those few fundamental (core) business processes where major improvement is critical to competitiveness. Business process reengineering involves developing business vision and process objectives, prioritizing objectives and set stretch targets, identifying processes to be redesigned, identify critical or bottleneck processes, understanding and measuring existing processes, identifying current problems and setting baseline, brainstorming new process approaches, designing and building a Prototype of the Process, and implementing organization’s and technical aspects. In order to achieve a dramatic increase in efficiency, productivity, or profitability, a drastic change in the design of the organization's processes is required. That is why reengineering is a useful tool that has been adopted by and hailed as one of the current major drivers of change within many organizations. Business Process Reengineering is playing a vital role in the enhancement of productivity and efficiency of many organizations. A crowd of interrelated tasks that creates value is called a business process. At reducing wastage, improve efficiency and ultimately reduce costs. An increase in consumer requirements for both product and service efficiency and effectiveness has resulted in Business Process Reengineering. Reengineering also helps organizations to throw away their old fashioned processes to achieve new heights of success Hammer and Champy, (1993) also stated that BPR focuses on processes and not on tasks, jobs or people. It endeavors to redesign the strategic and value added processes that transcend organizational boundaries. Market competition is compelling firms to reconsider how they are organized to compete. As a basis for change, they are exploring a variety of concepts including time-based competition, quality function deployment, activity-based costing, quality circles, continuous improvement, process innovation and chief among all these attempts to improve business process is BPR. Hammer and Champy (1993) distinguished the following characteristics that are common to BPR project, and that makes BPR implementation significant to a firm includes Several jobs are combined into one; Workers make decisions and own processes and outcomes. The division between doing and deciding is thus eliminated, as this resulted in delays and lower employee