business process re-engineering

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business process re-engineering

A term used in UK healthcare management circles for the analysis and implemention of an organisation’s core goals.
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In a recent book, Michael Hammer, America's reengineering guru, argues that business process redesign should lead to a radical new organizational structure, one based on horizontal, end-to-end processes carried out by teams, and that such teams should be dramatically different from today's traditional functional departments.
The table suggests that these two characterizations of business process redesign are really endpoints on a continuum.
and Kawalek, P., "A methodology for business process redesign: experiences and issues", Journal of Strategic Information Systems, Vol.
[6.] Freeman, K., "Business process redesign: a Corning perspective", SIM Executive Brief, Vol.
* Business process redesign also involves a fundamental transformation--not only in how work gets done but, more important, in how people behave with and toward one another.
The deployment will begin with automation of common member requests and business process redesign in the service center, followed by upgrades at member service centers and the credit union's 69 branches in Texas, Colorado and Utah.
These programs provide rich lessons in integrating business process redesign and commercial off-the-shelf (COTS) enterprise resource planning packages in the highly complex process, data, and cultural environments that are unique to the government.
* Business Process Redesign. The functionality present in CalWIN drives business processes toward a generic mode rather than a specialized approach.
Having information in electronic form enables your organization to perform business process redesign and realize benefits that are tangible and measurable.
The second ISCM Statement is on specific tools and techniques and discusses methods for implementing ISCM, such as charting supply chain segmentation factors, recommending a customer service survey, value chain mapping, calculating risks and rewards, constructing a matrix of potential value for determining best in class, a discussion of cross-channel process teams, outsourcing, business process redesign, supply and transportation planning, warehouse management, electronic commerce, and the use of enterprise resource planning (ERP).
Just say "business process redesign" or "reengineering" and anxiety reigns.

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