The objective of the thesis is the outline of the management concept of Business Process Reengineering. Within that scope there are the clarification of terms, the outline of the process model and the classification into the existing management and organisational theory. The following questions are reasoned: What new insights does the theory yield? What will endure, what is useful in increasing the performance of the company? Which elements of the theory are conditionally applicable and have to be considered differently and adapted or developed further?
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
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