Abstract
M.Comm.
Business process reengineering seeks radical rather than merely continuous
improvement. escalates the efforts of just-in-time and total quality management
to aUkI e process orientation a strategic tool and a core co petence of the organisation. Business process reengineering concentrates on core business processes. To quote Michael ammer, "The job of business reengineering is to rip the guts out of an organisation and reassemble them in the context of today's changing business worl 99 (An ews, 1994:1).
Correctly implemented, business process reengineering should considerably improve
profits, as well as strengthen and revitalise an organisation. Business process ree gineering is the fundamental) re-design of business processes to achieve dramatic
improvement. Reengineering is about finding or inventing better ways to give customers what they want while simultaneously achieving huge gains in performance and productivity. The focus is on finding the best, most effacient way to deliver to customers what they want - and this focus lands squarely on core processes. Core processes create a product or service of value to external customers d are a key source of competitive advantage.
Reaping the benefits of massive reengineering efforts are not easy. Successfully
challenging and changing existing paradigms take skilful leadership which focuses
on two entwined aspects of reengineering - the technical side and the human side.
The technical side addresses the steps to reinvent the process. The human side
addresses the creation of an organisation in which the reinvented process ca i thrive.
ecause of the drastic nature of change in reengineering efforts, the human side is
particularly important. A successful reengineering project requires the perfect
marriage of the technical and the human elements.
this study, the concept of business process reengineering, with reference to the
different stages and the human side of the process, are dealt with