Business Process Re-engineering (BPR) is the analysis and redesign of workflows within and between enterprises.  The primary goal of BPR is to optimize end-to-end processes in order to realize an increased return on investment. BPR's core methodology involves migrating away from old ways of working and effecting radical redesigns of processes and workflows to achieve immediately meaningful, 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 vast experience leading BPR efforts using multiple tools and is experienced with implementing proven solutions in cooperation with several industry leading BPR vendors.

Our approach is based on seven re-engineering principles espoused by Hammer and Champy. Using these principles, RYAN seeks to streamline the work process and thereby achieve significant improvements 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 overall product quality by reducing the fragmentation of work and establishing clear ownership of processes.

Budget cuts are often followed by BPR initiatives as organizations attempt to answer the question, “How do we continue to support the increasing requirements of our customers with fewer resources?” Other reasons include:

  • Refocus organizational work efforts so that customer satisfaction is the primary goal
  • Remain relevant and competitive in an increasingly technical and dynamic industry environment
  • Identify, mitigate, and cure systemic process inefficiencies and behavioral problems
  • Enhance organizational capability to expand and grow into other adjacent industries 
  • Adapt to contemporary workforce, technology, and social trends

A key stimulus for re-engineering has been the continuing development and deployment of increasingly sophisticated information systems and more efficient computer networks allowing for exponentially increased bandwidth and data throughput. Leading organizations are becoming bolder in using these technological advances to support innovative business processes, rather than refining how they use their legacy tool and methodologies. Cloud migration and increased reliance on hosted applications, infrastructure, and services is perhaps the best example of recent innovation driving the need for BPR.  


The graphic below provides a visual explanation of the Business process re-engineering (BPR) process: