Business Process Reengineering Breakpoint Strategies for Market Dominance

by Johansson, Henry J.; McHugh, Patrick; Pendlebury, A. John; Wheeler, William A.

• ISBN13: 9780471938835
• ISBN10: 0471938831
• Edition: 1st
• Format: Hardcover
• Copyright: 1993-08-20
• Publisher: Wiley

Summary

Business Process Reengineering BreakPoint Strategies for Market Dominance Business Process Reengineering shows you how to take the vital next step to attain market dominance and become a world leader * A team of internationally recognized Coopers & Lybrand manufacturing consultants explain why they believe the business world needs to move beyond continuous improvement and TQM concepts to Business Process Reengineering (BPR). * BPR involves a dramatic redesign of business processes, organization structures and use of technology, to achieve "breakthroughs" in business competitiveness. * The book is based on the authors experience of extensive international work with leading corporations including AT&T, Asea Brown Boveri (ABB), Allied-Signal, and Coca-Cola & Schweppes (CC&SB). * Focusing on the effectiveness of BPR, the book shows how companies can streamline operations, and inevitably cut costs, on the way to creating process excellence in all key aspects of the organization. Reengineering goes beyond continuous improvement "Continuous improvement is exactly the right idea if you are the world leader it is probably a disastrous idea if you are far behind in the world standard we need rapid, quantum-leap improvement. We cannot be satisfied to lay out a plan that will move us towards the existing world standard over some protracted period of time if we accept such a plan; we will never be the world leader." Paul O Neill, Chairman ALCOA

Author Biography

About the authors Henry J. Johansson is the Chairman of the Coopers & Lybrand (C&L). Manufacturing Industry practice. He has been responsible for the firm’s most significant consulting engagements in the area of implementing new technologies to enhance performance and competitiveness. He is a certified management consultant and a certified practitioner in production and inventory management. He is on the Board of Directors of the Operations Management Association and on the Board of Advisors for the Journal of Cost Management for the Manufacturing Industry. Patrick McHugh is a Partner in C&L’s Commerce and Industry Management Consulting Division. His extensive international work has included advising manufacturing companies, governments and the public sector on areas from competitive strategy and industrial policy to technology management. He founded the Engineering Group in the UK and the C&L International Centre for Technology and Engineering Management. He is currently the Partner in Charge of the firm’s consulting activities in the technology and engineering industries. A. John Pendlebury is currently the Partner in Charge of the Manufacturing, Engineering, and Logistics Consulting for the UK branch of C&L. He is responsible for 200 professionals in the UK occupied with strategy and implementation in the above functional areas. His career with C&L began in 1973 and has led him to work within branches in the USA, USSR and throughout Europe. He has overseen a multitude of manufacturing, logistical, strategic planning, industrial administration, and restructuring projects during his time with C&L. William A. Wheeler III is a Partner in the C&L Management Consulting Services Group and is responsible for the National Just-In-Time (JIT) and Manufacturing Strategy practices in the USA and the International Manufacturing Strategy Center of Excellence. He has participated in and managed numerous domestic and international consulting engagements that involve the major elements of strategy and productivity improvement, including: quality, engineering, and materials systems. He has won international recognition for his contributions in the field of JIT. He originated the concepts of Co-Op Contracting and BreakPoint Manufacturing Strategy, which have been adopted by major corporations throughout the world.

Table of Contents

What Is the New Thinking?.

Why the New Thinking?.

Understanding Processes.

Putting the China Back Together.

Searching for BreakPoints.

The New Assets.

Process Management in Large Businesses.

Organizing and Managing for Success.

A Final Word.

Appendix.

Index.