BPR came to prominence in 1990, when the Harvard Business Review published an article by Michael Hammerthat identified seven principles of BPR.(a) Processes should be designed to achieve a desired outcome rather than focusing on existingtasks.(b) Personnel who use the output from a process should perform the process. For example, acompany could set up a database of approved suppliers that allows personnel who require suppliesto order them themselves, perhaps using online technology. 7: Business processes 217(c) Information processing should be included in the work which produces the information.This eliminates the differentiation between information gathering and information processing.(d) Geographically-dispersed resources should be treated as if they are centralised. Thisallows the benefits of centralisation to be obtained, for example, economies of scale through centralnegotiation of supply contracts, without losing the benefits of decentralisation, such as flexibility andresponsiveness.(e) Parallel activities should be linked rather than integrated. This would involve, for example,co-ordination between teams working on different aspects of a single process.(f) 'Doers' should be allowed to be self-managing. The traditional distinction between workersand managers can be abolished: decision aids such as expert systems can be provided where they arerequired.(g) Information should be captured once at source. Electronic distribution of information makesthis possible.
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