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Business Process Reengineering: A Consolidated Approach to Different Models

  • Sanjay Mohapatra
Chapter
Part of the Management for Professionals book series (MANAGPROF)

Abstract

The beginning of the concept of business process reengineering dates back to at least a decade ago when the realization of the success of the synergy between process focus and just-in-time techniques employed by Japanese organizations (especially in the manufacturing sector) was recognized and appreciated. This kind of an approach reduced work-in-progress, improved the rate of workflow, and thus affected lead times as well, which reduced by giving better customer service. During this time, the concept of Quality Circles came into being which held the separate work cells responsible for their work rather than departments. Thus due to such decentralized quality control, better customer service could be provided as well as multiskilled work could be performed. This reduced costs as well as made the quality control tasks dynamic and dealing with customer satisfaction easier as, instead of knowing the customer’s discomfort at the end, it could be identified early and requisite action could be taken.

Keywords

Business Process Customer Service Change Management Individual Task Consolidate Framework 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

Bibliography

  1. Muthu S, Whitman L, Hossein Cheraghi S. Business process reengineering: a consolidated methodology. Dept. of Industrial and Manufacturing Engineering Wichita State University, Wichita, KS-67260 0035, USAGoogle Scholar

Copyright information

© Springer Science+Business Media New York 2013

Authors and Affiliations

  • Sanjay Mohapatra
    • 1
  1. 1.Xavier Institute of ManagementBhubaneswarIndia

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