Put the decision points where the work is performed, and build controls into the process.Departments that work in parallel should be sharing data and communicating with each other during their activities instead of waiting until each group is done and then comparing notes. Link parallel activities instead of integrating their results.A multinational organization does not need separate support departments (such as IT, purchasing, etc.) for each location anymore. With the communications technologies in place today, it becomes easier than ever to not worry about physical location. Treat geographically dispersed resources as though they were centralized.There is no need for one part of the company to process information created in another part of the company. When one part of the company creates information (like sales information, or payment information), it should be processed by that same department. Subsume information-processing work into the real work that produces the information.
The example Hammer gives here is purchasing: instead of having every department in the company use a purchasing department to order supplies, have the supplies ordered directly by those who need the supplies using an information system. Using information technology, many simple tasks are now automated, so we can empower the person who needs the outcome of the process to perform it.
Reengineering the corporation michael hammer pdf download how to#
Hammer provides some guidelines for how to go about doing business process reengineering: Most of us think in terms of how to do small, local improvements to a process complete redesign requires thinking on a larger scale. BPR is fully understanding the goals of a process and then dramatically redesigning it from the ground up to achieve dramatic improvements in productivity and quality.
We should “reengineer” our businesses: use the power of modern information technology to radically redesign our business processes in order to achieve dramatic improvements in their performance.īusiness process reengineering is not just taking an existing process and automating it. Instead of embedding outdated processes in silicon and software, we should obliterate them and start over. Yet the watchwords of the new decade are innovation and speed, service, and quality. They are geared towards greater efficiency and control. Many of our job designs, work flows, control mechanisms, and organizational structures came of age in a different competitive environment and before the advent of the computer.
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