Business Process Reengineering: A Consolidated Approach to Different Models

Sanjay Mohapatra
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Sanjay Mohapatra: Xavier Institute of Management

Chapter Chapter 1 in Business Process Reengineering, 2013, pp 1-38 from Springer

Abstract: 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 (search for similar items in EconPapers)
Date: 2013
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Persistent link: https://EconPapers.repec.org/RePEc:spr:mgmchp:978-1-4614-6067-1_1

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DOI: 10.1007/978-1-4614-6067-1_1

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