Application of business process reengineering in a company in Singapore

Abstract

In this region, many top managers perceive Business Process Reengineering (BPR) as no more than the latest in a long line of management fads. According to a local consultant, they respond to this idea with cynicism because they see BPR as simply a new name for total quality management. At the same time, they are desperate for new paradigms because they are afraid of not being able to change their organisations fast enough to cope with the tremendous growth in this Far East region.

In this ARP, we wiU introduce the concept of BPR to a local manufacturing company and explain to the management its benefits and relevance in the industry that the company is in. We wiU attempt to identify the various aspects of the operations in the company which we think are necessary to improve on its cycle time, costs and customer service. We will also take this opportunity to explain to them how BPR, enabled by information technology, is essential for them to keep ahead of their competitors and to remain competitive as they move into the 21st Century.