The BPR Coach

At the first, the initials B.P.R. were used to describe the concept of business process re-design, which was soon restated as re-engineering. Either of these terms puts across the central idea, which was to make a fresh start at designing (especially) manufacturing processes, often in light of new equipment and/or software being introduced into the process. However, BPR was soon painted with the broad brush of “down-sizing”, due initially to the fact that efficiencies often meant changes in the work force, usually meaning fewer, more skilled workers. Other ideas were floating around at the same time, such as BPI, which could stand for BP improvement or innovation. Total Quality, Six Sigma and Lean trends have had their runs, as well. Currently the term BPM, Business Process Management, is popular. It usually refers to a package of software used for Continue reading →

In an earlier post I mentioned the acronym “BPR”. In its original context of the early 1990′s we were talking about “Business Process Re-engineering”, a heady concept that seems to assume that starting over and writing all new processes would be necessary in nearly every instance. BPR had some great, early successes at Hallmark and Kodak and other old line companies. However, BPR soon became synonymous with “downsizing” and takeovers. It was warped into a bludgeon by managers and consultants who were looking for quick wins at any expense. BPR was wounded by this unfair representation, but a proven tool is not discarded. Instead, BPR has been refashioned and carefully returned to the toolbox.
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