BPR (business process reengineering) was first put forward by Michael Hammer and Jame Champy from the United States, and finally identified as a management idea in the 20th century. BRP stressed that business process should be the transformation object as well as transformation center, with being concerned about customer needs and relationship satisfaction as the goal, to fundamentally rethink and radically redesign the existing business processes. BRP is supposed to maximize the technical function inheriting, break the traditional intelligence organization structure (function-organization), establish a new organization structure (process-oriented organization) in order to achieve great improvements on business cost, quality , service and speed by the use of advanced manufacturing technology, information technology and modern management tools.
The reengineering pattern of BPR: on the premise of work-flow-centered business process, break the pyramid-shaped structure to make the business adapt to High Efficiency and fast tempo of this information society, to make enterprise employees more conveniently to participate in business management. The final goal of BPR is to male enterprises has strong adaptability and greater flexibility. In this definition, there are four core contents: Essentiality, Thoroughness, Significance and Process which should be concerned about.
Essentiality means that business processes reengineering is concerned more about core issues, such as "Why are we doing the current work?", "Why should we use the present method to do the work?" and "Why should we while not anyone else do such a work?". Through careful consideration of these issues, companies may find their existing business processes are inefficient or even incorrect.
Thoroughness means that we must figure out the source and the fundamentality. BRP is a re-structuring work while not only improving, enhancing or adjusting work.
Significance means that business process reengineering is not pursuing short-term minor upgrade or a slight improvement in performance, on the contrary, BRP is to bring the enterprises with a significant increase and a greatly leap. Significant growth in operating efficiency is a sign of BRP features.
Finally, business process reengineering is more concerned about the company's business processes. All restructuring work must be carried out focusing on business process. Enterprise can only win the competition after having effectively managed its whole business processes.
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