The whole process will be redesigned from the customer point of view and new technologies will be implemented. For instance each activity would be looked at for its business value. This was implemented when the business found itself in a state when their processes were no longer relevant to the environment that they were in. The BPR philosophy propounded by Hammer and Champy advocated a fundamental rethinking and redesign in the business process. Thus was born the idea of Business Process Re-Engineering. They wanted to do something radical and jump the Grand Canyon of slow and incremental changes. Therefore there had to be a method which would help them cover the miles of distance that the Japanese companies had covered in years in an instance. These organizations therefore had to take a quantum leap to ensure that they are on the same page and are competing. Companies that were diligently following kaizen and six sigma had reached a level of efficiency which looked out of reach of the competitor organizations. Incremental Changes Had Made A Big Difference Assuming that this continued for five more years, it would be reasonable to conclude that the Japanese process would have become far more superior than that of Ford or General Motors. One must understand the quantum of small improvements that these companies would have made overtime. The idea of BPM and the resultant benefits have been mentioned below: What about Those Companies That Did Not ChangeĪs said earlier, the Japanese companies were able to understand the dimension of time and changing technologies and defeat the American behemoths at their own home turf. After the Japanese wave of business process management came the concept of Business Process Re-engineering which rocked the world of BPM.

Hammer champy 1994