Empirically assessing the impact of BPR on manufacturing firms

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Abstract
Business process re‐engineering(BPR) has been touted by many as dramatic improvements become necessary for organizations to improve competitiveness and remain strong participants in economic development. While as a concept BPR is like “motherhood and apple pie”, in practice there are many unsuccessful cases. Aims to identify and rate the importance of factors proposed as important for successfully implementing BPR projects in organizations, the extent to which various problems and benefits are being encountered, the extent to which proposed BPR objectives are being included in project plans and are actually being derived, and the impact of BPR projects on specific business processes and on the organization as a whole. Tests several basic hypotheses regarding the BPR implementation process, and makes recommendations for managers to focus attention and resources on factors important to success, and to proceed in a fashion which minimizes the risk of failure.

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