Business Process Reengineering
Breakpoint Strategies for Market Dominance
1st Edition
Published on 17. May 1993
Book
Hardback
256 pages
978-0-471-93883-5 (ISBN)
Description
Business Process Reengineering BreakPoint Strategies for MarketDominance Business Process Reengineering shows you how to take thevital next step to attain market dominance and become a worldleader
* A team of internationally recognized Coopers & Lybrandmanufacturing consultants explain why they believe the businessworld needs to move beyond continuous improvement and TQM conceptsto 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 extensiveinternational 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 howcompanies can streamline operations, and inevitably cut costs, onthe way to creating process excellence in all key aspects of theorganization.
Reengineering goes beyond continuous improvement "Continuousimprovement is exactly the right idea if you are the world leaderit is probably a disastrous idea if you are far behind in the worldstandard we need rapid, quantum-leap improvement. We cannot besatisfied to lay out a plan that will move us towards the existingworld standard over some protracted period of time if we acceptsuch a plan; we will never be the world leader." Paul O Neill,Chairman ALCOA
* A team of internationally recognized Coopers & Lybrandmanufacturing consultants explain why they believe the businessworld needs to move beyond continuous improvement and TQM conceptsto 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 extensiveinternational 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 howcompanies can streamline operations, and inevitably cut costs, onthe way to creating process excellence in all key aspects of theorganization.
Reengineering goes beyond continuous improvement "Continuousimprovement is exactly the right idea if you are the world leaderit is probably a disastrous idea if you are far behind in the worldstandard we need rapid, quantum-leap improvement. We cannot besatisfied to lay out a plan that will move us towards the existingworld standard over some protracted period of time if we acceptsuch a plan; we will never be the world leader." Paul O Neill,Chairman ALCOA
More details
Language
English
Place of publication
New York
United States
Target group
Professional and scholarly
Product notice
sewn/stitched
Cloth over boards
Dimensions
Height: 235 mm
Width: 157 mm
Thickness: 20 mm
Weight
579 gr
ISBN-13
978-0-471-93883-5 (9780471938835)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Other editions
Additional editions
Henry J. Johansson | Patrick McHugh | A. John Pendlebury
Business Process Reengineering
Breakpoint Strategies for Market Dominance
Book
08/1994
1st Edition
Wiley
€85.50
Shipment within 10-20 days
Persons
About the authors Henry J. Johansson is the Chairman of the Coopers& Lybrand (C&L). Manufacturing Industry practice. He hasbeen responsible for the firm's most significant consultingengagements in the area of implementing new technologies to enhanceperformance and competitiveness. He is a certified managementconsultant and a certified practitioner in production and inventorymanagement. He is on the Board of Directors of the OperationsManagement Association and on the Board of Advisors for the Journalof Cost Management for the Manufacturing Industry. Patrick McHughis a Partner in C&L's Commerce and Industry ManagementConsulting Division. His extensive international work has includedadvising manufacturing companies, governments and the public sectoron areas from competitive strategy and industrial policy totechnology management. He founded the Engineering Group in the UKand the C&L International Centre for Technology and EngineeringManagement. He is currently the Partner in Charge of the firm'sconsulting activities in the technology and engineering industries.A. John Pendlebury is currently the Partner in Charge of theManufacturing, Engineering, and Logistics Consulting for the UKbranch of C&L. He is responsible for 200 professionals in theUK occupied with strategy and implementation in the abovefunctional areas. His career with C&L began in 1973 and has ledhim to work within branches in the USA, USSR and throughout Europe.He has overseen a multitude of manufacturing, logistical, strategicplanning, industrial administration, and restructuring projectsduring his time with C&L. William A. Wheeler III is a Partnerin the C&L Management Consulting Services Group and isresponsible for the National Just-In-Time (JIT) and ManufacturingStrategy practices in the USA and the International ManufacturingStrategy Center of Excellence. He has participated in and managednumerous domestic and international consulting engagements thatinvolve the major elements of strategy and productivityimprovement, including: quality, engineering, and materialssystems. He has won international recognition for his contributionsin the field of JIT. He originated the concepts of Co-OpContracting and BreakPoint Manufacturing Strategy, which have beenadopted by major corporations throughout the world.
Content
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.
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.