Best practices in reengineering : what works and what doesn't in the reengineering process

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書誌事項

Best practices in reengineering : what works and what doesn't in the reengineering process

David K. Carr, Henry J. Johansson

McGraw-Hill, c1995

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注記

Includes index

内容説明・目次

内容説明

Based on an international study of best practices in all major aspects of re-engineering, this text aims to increase the reader's understanding of the distinctive set of practices that correlate casually with business process re-engineering success. It addresses the significant planning and control aspects of a business process improvement project - for example, the how and why of team building, process selection, change management, process visioning, use of tools, linkage to business strategy, assessment competition and the voice of the customer. For each planning and control aspect, the book captures the practices and approaches employed by the most successful companies.

目次

  • Why this is an important book
  • the value this book has to executives and managers who are struggling with BPR
  • the value of learning from others
  • what is BPR?
  • definition of BPR
  • BPR's historical roots
  • BPR's connection and TQM
  • discussion of important terms relating to BPR
  • strategic importance of BPR
  • the survey - design and results
  • background on the survey, how it was designed, executed, etc.
  • summary of what the survey uncovered and best practices - organization and planning, dealing with culture, technology as an enabler, voice of the customer, assessing the competition, process analysis, process re-engineering, implementation issues
  • specific case studies
  • what's worked, what hasn't worked
  • our conclusions and thoughts about the "must do's" to be successful in BPR.

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