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Business process reengineering framework and methodology: a critical study

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  • Hari Lal Bhaskar

Abstract

Business process reengineering (BPR) has become a most popular change management approach for radical redesign and improvement of business process. It promotes companies to do things effectively in order to achieve overall quality. Unfortunately, it has been estimated that more than 70% of BPR implementations have failed to achieve expected results due to lake of suitable framework and methodology. Therefore, the author tried to assess the available some different BPR framework and methodology aiming to develop a suitable framework and methodology as well as to fill the literature gap. The other aims of this study are to study the BPR factors that may influence the performance and to explore the implementation level of BPR in Indian manufacturing organisations. In this paper, a proposed common BPR framework and methodology for organisations has developed based on the design of recent BPR frameworks and methodologies identified in the literature. The major component factors of BPR for the manufacturing organisations have been shown in figure. This paper also presents the success and failure factor that affect BPR projects. Finally, the conclusion places the findings of this study and outlines the expected benefits of BPR.

Suggested Citation

  • Hari Lal Bhaskar, 2018. "Business process reengineering framework and methodology: a critical study," International Journal of Services and Operations Management, Inderscience Enterprises Ltd, vol. 29(4), pages 527-556.
    • Handle: RePEc:ids:ijsoma:v:29:y:2018:i:4:p:527-556
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    Cited by:

    1. Mohammed Ali Ahmed Al-Sharafi & Shu Tong & Abdullah Aloqab, 2021. "The Effective Role of Internal Factors on Reconstructing Telecom Companies: The Case of Yemen Telecom," Sustainability, MDPI, vol. 13(3), pages 1-23, February.
    2. Hareendrakumar V. R. & Suresh Subramoniam & Nizar Hussain M., 2020. "Redesigning Rewards for Improved Fairness Perception and Loyalty," Vision, , vol. 24(4), pages 481-495, December.

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