INTRODUCTION

Business Process Redesign (BPR) is a general procedure for establishments

improvement of operations performance; though implemented originally by
private sector (US-based companies) in early 1990s as a replacement of total
quality management (TQM, Japanese methodology) Hammer& Stanton
(1995).
BPR is a new methodology for process management which has brought
about thorough changes in establishments performance in relation to
speediness, cost, quality and service deliveries Hammer & Champy, (1993),
likewise

defined

as

process

of

analysis

and

work

redesign

in

an

establishment Davenport & Short, (1990);Talwar, (1993) laid emphasis on

rethinking & rebuilding establishments structure, workflow as well as value
chain.
BPR BEST PERFORMS
Though BPR is widely accepted industrial approach, its practice is more
art than science. Over the years, it has gained recognition and application in
diverse fields of trade planning, education, healthcare services, engineering,
and software development practices s (Martin, (1978); Butler, (1996);
Golovin, (1997) cited in Deepak, K. & Anita, B. (2012)). This approach is all
anticipated to support the remodeling of business procedure experiencing
the BPR challenge.
A best practice implementation seeks to boosts establishments overall
performance.

Reports on these practices are predominantly derived from

knowledge attained within large establishments or by consultancy practices

in BPR engagement. The fruitful enactment of this practice generates
remarkable development to efficiency, customer support and fulfillment as
well as bottom line. Though contests and hiccups in the course of its
implantation in circumstances where BPR exertions did not attain anticipated
outcome. Nonetheless, its worth the risk, or else, there will be the risk of
getting surpassed by competitors who progressed and improved fast through
BPR Deepak, K. & Anita, B. (2012).

An instance is Toyota Company see

Peppard

&

Rowland,

(1995)

The

essence

of

business

process

reengineering; where it shows to be more strategic on certain product

selection level. Other instances could be based on industry nature or trade.
The focus of this write up is to ascertain 2-3 best practices discussed
Reijers, H.A. & Liman Mansar, S. (2005) , its effect on developed trade as well
as circumstances peculiar to the recognized practices & its impact.
The best practices deliberated and envisaged with maximum
effect are Split Responsibilities. This ensures the given task errands to
individuals from diverse role are avoided. (4.4.1.4). this seeks to diminish the
operational number of workers for implementation and attainment of better
quality of task. The effect of this makes solution easier, more experienced
personnel recruitment, individuals with shared interest is grouped for proper
team work, and also control is enhanced (Rupp and Russell, (1994); Berg and
Pottjewijd, (1997) cited in Deepak, K. and Anita, B. (2012)).
Secondly is Empower (Seidmann and Sundararajan, (1997) in
Deepak, K. and Anita, B. (2012)). (4.4.2.2) relates to giving employees
greatest power for decision making and reduction of middle administration
which brings about fall in cost of labor expended on order handling. The
outcome here creates speeds in decision making routines leading to
smoother operations with lesser throughput times. The outcome of this
method pointers to innovative worker training, better participation in goal
setting, increased contributions and respect and lower level of conflict with
management and increased performance.
Circumstances & its impact
The conditions and impact in Split Responsibilities in relation to (1)
delegation of task to individuals from diverse role is avoided and made as
priority, under condition that large quantity of quality goods & or services are
manufactured at large capacity and low price. (2) The avoidance of task
allocation to individuals from diverse unit is appropriate to conditions or
situation in which extraordinary amount or level of coordination and
specialism is required. (3) In condition where a product or collections of like

products are to be manufactured, the outcome of this best practice will be

positive.
The conditions and impact in Empower (1) gives workers greatest
power for decision making and decrease middle administration also brings
about fall in cost of labor expended on order handling. (2) It speeds up
decision making routines, thus leading to smoother operations with lesser
throughput times. (3) Proper valuation practices, self-improvement, increase
in sense of responsibilities leading to better participation in attaining
established goal by the firm, increased contributions and respect and lower
level of conflict with management and increased performance.
Conclusively, it is established and widely accepted that BPR is vital to
any significant trade transformation. Several establishments will attain
greatly if this process is well initiated. Establishments sound at enacting BPF
for trade procedures has attained great market share, high profit margins,
lowered expenses and enhanced quality. Furthermore is having them greatly
in assessment with other companies and are set apart with dedicated
customers.
The future lie in transition from traditional performs to a further
methodical and result oriented methodology Deepak, K. & Anita, B. (2012).
REFERENCES
Davenport, Thomas H. and J. E. Short. "The New Industrial Engineering:
Information Technology and Business Process Redesign," Sloan Management
Review, 1990, 31 (4), pp. 11-27.
Deepak, K. and Anita, B. (2012). Organization Culture, Best Practices and
Future Trends. International Journal of Computer Applications 44(23):1-5.
Hammer, M., & Stanton, S. A. (1995). The Reengineering Revolution: A
Handbook: Harper Business.

Mansar, S. and Reijers, H. (2005). Best practices in business process

redesign: validation of a redesign framework. Computers in Industry,
56(5), pp.457-471.

Peppard, W. and Rowland, P. (1995). The essence of business process

reengineering. New York: Prentice-Hall Editions,1995.
Talwar, R. (1993). Business re-engineeringa strategy-driven approach. Long
Range Planning, 26(6), pp.22-40.