BPR Principles
1
 Organize around outcomes, not tasks.
 Have those who use the output of the process perform
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the process.
Subsume information-processing work into the real work
that produces the information.
Treat geographically dispersed resources as though they
were centralized.
Link parallel activities instead of integrating their results.
Put decision points where the work is performed and
build controls into the process.
Capture information once and at the source.
Source: Michael Hammer, “Reengineering Work: Don’t Automate, Obliterate,”
Harvard
Business Review,
July-August, 1990, pp. 104-112.
Sumber
Kepustakaan
:
gunston.gmu.edu/ecommerce/mba731/doc/BP
BPR Principles - Derived
2
 Redesign process steps such that they are perform in a
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correct order. Combine several process steps into one.
Design for parallel subprocesses whenever possible to
reduce waiting time between tasks. Integrate
subprocesses.
Processes may have multiple versions. Remove complex,
exceptions, and special cases.
Empower human potentials. Give front-line workers the
responsibility to make decisions.
Provide mechanism in the process to encourage
individual, team, and organizational learning
Source: Derived from Michael Hammer and James Champy, Reengineering the Corporation: A Manifesto for
Business Revolution, HarperCollins Publishers, Inc., 1993
Sumber Kepustakaan :
gunston.gmu.edu/ecommerce/mba731/doc/BP
Informating, Not Automation
3
An individual without information
cannot take responsibility;
an individual who is given
information cannot help but take
responsibility.
Sumber : Jan Calzon
CEO, Scandinavian Airlines
Sumber Kepustakaan :
gunston.gmu.edu/ecommerce/mba731/doc/BP
BPR Principles - Derived (Continued)
4
 Perform the work where it makes sense.
 Reduce controls and checks. ==> Build in feedback mechanisms at
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each steps to minimize the need for the checkpoints and control.
Minimize reconciliation.
Eliminate multiple external contact points. ==> Use case managers
to provide a single point of contact for customers. One-stop
customer service or customer service center.
Design processes with centralized and decentralized operations.
Coordinate inventory, buffers, and other assets by sharing data
cross organization boundaries. JIT, continuous replenishment,
supplier shelf management.
Strive for “doing things right the first time”. Eliminate rework and
iteration.
Sumber Kepustakaan :
gunston.gmu.edu/ecommerce/mba731/doc/BP
R_all_Part_I.ppt
A BPR Framework
Organization
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Job skills
Structures
Reward
Values
Technology
5
–
–
–
–
Process
– Core business processes
– Value-added
– Customer-focus
– Innovation
Sumber Kepustakaan :
gunston.gmu.edu/ecommerce/mba731/doc/BP
Enabling technologies
IS architectures
Methods and tools
IS organizations