Management Concept of Business Process Reengineering. What new insights does the theory yield?

Table of Content

TABLE OF GRAPHICS

1 OBJECTIVES AND STRUCTURE

2 DEFINITION: BUSINESS PROCESS REENGINEERING
2.1 Dimension: Business
2.2 Dimension: Process
2.2.1 Core and Support Processes
2.2.2 Process Optimisation
2.2.3 Case Worker - Case Team
2.2.4 Standardisation - Triage
2.2.5 The Role of Information Technology
2.3 Dimension: Reengineering

3 DIFFERENTIATION OF BUSINESS PROCESS REENGINEERING
3.1 Business Reengineering
3.2 Total Quality Management
3.3 Lean Management
3.4 Business Process Optimisation

4 PROCESS MODEL OF BUSINESS PROCESS REENGINEERING
4.1 Requirements for Business Process Reengineering
4.1.1 Identification and assessment of business processes
4.1.2 Application of information technology
4.1.2.1 Information technology as Driver for Innovation
4.1.2.2 IT Tools for Process Design
4.1.3 Qualification of staff members
4.2 Methods for Business Process Reengineering
4.2.1 Hammer
4.2.1.1 Process Model
4.2.1.2 Project Organisation
4.2.2 Davenport
4.2.2.1 Process Model
4.2.2.2 Project Organisation
4.2.3 Assessment of the Methods of Hammer and Davenport

5 ASPECTS OF ORGANISATIONAL THEORY REGARDING BUSINESS PROCESS REENGINEERING
5.1 Boundaries of the operational organisation structure
5.2 Process Organisation
5.3 Aspects of the Organisational Behaviour

6 ASSESSMENT AND OUTLOOK
6.1 Bilance of Success
6.2 Reasons for Failure
6.3 New Developments
6.4 Conclusion

SUMMARY

LIST OF LITERATURE