"Business process re-engineering (BPR) is a business management strategy originally pioneered in the early 1990s, focusing on the analysis and design of workflows and business processes within an organization."
The identification and implementation of methods to streamline production processes and reduce waste, errors, and inefficiencies.
Lean principles: A methodology that emphasizes the elimination of waste and continuous improvement in processes.
Six Sigma: A statistical approach used to improve the quality of processes and reduce defects to achieve near perfection.
Total Quality Management (TQM): A management approach that focuses on long-term success by giving priority to customer satisfaction, continuous improvement and workforce involvement.
Process Mapping: The process of documenting, diagramming and analyzing existing processes to optimize efficacy and efficiency.
Value Stream Mapping: A lean methodology used to visualize, analyze and optimize the flow of materials, information and activities to better serve customer requirements and improve efficiency.
Supply Chain Management: The management of the flow of goods and services, including procurement, production, transportation and distribution, from the point of origin to the point of consumption.
Data Analysis and Measurement: The use of data and statistical methods to refine and improve process performance.
Capacity Planning: The process of determining the optimal amount of resources needed to meet demand while minimizing costs.
Inventory Management: The management of inventory levels and costs, including ordering, holding and replenishing.
Kaizen: A philosophy and methodology that focuses on continuous improvement in all areas of work.
Just In Time: A lean manufacturing approach that emphasizes the timely delivery of products while maintaining low levels of inventory.
Root Cause Analysis: A methodology used to identify the underlying cause of problems and develop systemic solutions to prevent recurrence.
Process Control: The use of statistical methods to monitor and control process performance and reduce variability.
Benchmarking: The process of comparing performance metrics with similar organizations or those that have exceptional performance to identify best practices for improvement.
Workforce Development: The development of employees' skills, knowledge and behaviors to enhance productivity and quality.
Lean: Streamlining processes by eliminating waste and maximizing efficiency.
Six Sigma: Using statistical methods to improve quality and reduce defects.
Total Quality Management (TQM): A comprehensive approach to improving quality management by involving all employees in the process.
Business Process Reengineering (BPR): Radical redesign of business processes to achieve significant improvements in performance and efficiency.
Kaizen: Continuous improvement of processes through small, incremental changes.
Agile: Iterative development and delivery of products and services.
Theory of Constraints (TOC): Identifying and addressing the bottleneck in a system to improve overall productivity.
Continuous Improvement (CI): The ongoing effort to improve organizational processes and systems.
Value Stream Mapping: Assessing, analyzing, and improving the flow of materials, information, and actions required to bring a product or service to a customer.
Lean Six Sigma: Combining the principles of Lean and Six Sigma to eliminate waste and reduce variations in processes.
"originally pioneered in the early 1990s"
"BPR aims to help organizations fundamentally rethink how they do their work in order to improve customer service, cut operational costs, and become world-class competitors."
"focusing on the analysis and design of workflows and business processes within an organization."
"BPR seeks to help companies radically restructure their organizations by focusing on the ground-up design of their business processes."
"According to early BPR proponent Thomas H. Davenport (1990), a business process is a set of logically related tasks performed to achieve a defined business outcome."
"Re-engineering emphasized a holistic focus on business objectives and how processes related to them, encouraging full-scale recreation of processes, rather than iterative optimization of sub-processes."
"BPR is influenced by technological innovations as industry players replace old methods of business operations with cost-saving innovative technologies such as automation that can radically transform business operations."
"Business process re-engineering is also known as business process redesign, business transformation, or business process change management."
"BPR aims to help organizations fundamentally rethink how they do their work."
"improve customer service, cut operational costs, and become world-class competitors."
"focusing on the analysis and design of workflows and business processes within an organization."
"encouraging full-scale recreation of processes, rather than iterative optimization of sub-processes."
"According to early BPR proponent Thomas H. Davenport (1990)..."
"a business process is a set of logically related tasks performed to achieve a defined business outcome."
"the ground-up design of their business processes."
"as industry players replace old methods of business operations with cost-saving innovative technologies such as automation."
"can radically transform business operations."
"business process redesign, business transformation, or business process change management."
"originally pioneered in the early 1990s"