Business Process Re-engineering (BPR) is the analysis and redesign of workflows within and between enterprises in order to optimize end-to-end processes. BPR's main objective is to break away from old ways of working, and effect radical redesign of processes to achieve dramatic improvements.

The basic tools needed to accomplish Business Process Re- engineering include:

  • Activity Base Costing 
  • Simulation
  • Computer Aided Software Engineering (CASE)
  • Data Modeling
RYAN has expertise across multiple tools and experienced with implementing proven solutions in cooperation with several vendors.
Our approach is based on Hammer and Champy suggested seven re-engineering principles to streamline the work process and thereby achieve significant levels of improvement in quality, time management, speed and profitability.

H & C – 7 re-engineering principles

  1. Organize around outcomes, not tasks.
  2. Identify all the processes in an organization and prioritize them in order of redesign urgency.
  3. Integrate information processing work into the real work that produces the information.
  4. Treat geographically dispersed resources as though they were centralized.
  5. Link parallel activities in the workflow instead of just integrating their results.
  6. Put the decision point where the work is performed, and build control into the process.
  7. Capture information once and at the source

Benefits of Business Process Re-engineering Include:

  • Reduced costs and cycle time. Business Process Re-engineering reduces costs and cycle times by eliminating unproductive activities.
  • Improve quality. Business Process Re-engineering improves quality by reducing the fragmentation of work and establishing clear ownership of processes.

One reason a client may request BPR is budget cuts.  BPR helps to answer the question, “How do we continue to support our customers with increasing requirements and fewer resources?” Other reasons include:

  • re-invent the way they do work to satisfy their customers 
  • stay competitive
  • cure systemic process and behavioral problems
  • enhance their capability to expand to other industries 
  • accommodate an era of change
A key stimulus for reengineering has been the continuing development and deployment of sophisticated information systems and networks. Leading organizations are becoming bolder in using this technology to support innovative business processes, rather than refining current ways of doing work. 

Business process re-engineering (BPR) is the analysis and redesign of workflows.
BPR's main objective is to break away from old ways of working.