Revisiting and expanding Taylorism business process redesign and information technology
Proceedings of the 15th annual conference on Computers and industrial engineering
Commonalities in reengineered business processes: models and issues
Management Science
RE-Engineering the Networked Enterprise
RE-Engineering the Networked Enterprise
Towards knowledge management: a case study
International Journal of Information Technology and Management
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Business organisations across the globe have become crazy in implementing business process reengineering (BPR) projects during 1990s. Global management consulting firms are inducing and motivating many companies, using both manufacturing and servicing, to be in the race for sustaining competitive advantages by adopting BPR as the strategic purpose. However, the fundamentals leading to the success of BPR projects live in radical innovations in multiple dimensions, because innovations can only lead to transformation and vice versa. Industrial engineering (IE) as a discipline has made enormous contributions in bringing changes in organisational practices. In this paper, BPR is conceptualised as a set of comprehensive value innovations in Industrial Engineering practices. Therefore, there is a need to refocus, restructure and integrate the sporadic and stand-alone innovative contributions of IE and to make committed attempts to implement BPR successfully. This paper is an attempt to explore the state-of-art in IE practices and put forth some conceptualisations and experiential learning techniques.