Business Process Reengineering: Breakpoint Strategies for Market Dominance - Softcover

Johansson, Henry J.

Softcover

ISBN 10: 0471950882 ISBN 13: 9780471950882

Publisher: Wiley, 1994

Synopsis

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

About this title

From the Inside Flap:

Business Process Reengineering BreakPoint Strategies for Market Dominance Henry J. Johansson Patrick McHugh A. John Pendlebury William A. Wheeler III Dominance in the global marketplace is not the stuff of dreams. In today’s increasingly integrated international market it is an essential goal for corporate survival and success. At the end of an era of marketplace analysis, where strategic planners’ recommendations have driven budgets and R&D, and produced lifecycles, a host of process improvements have been undertaken; the 1980s saw Total Quality Management (TQM) and Just-In-Time (JIT) production almost universally adopted as the central tenets of process-oriented manufacturing philosophies. They are not enough. No matter how great an impact TQM and JIT production have made, they remain "inside the walls" and can only be the starting point for truly global business practice. To become dominant in today’s marketplace, companies must reinvent their operations; but how? In Business Process Reengineering: BreakPoint Strategies for Market Dominance, four internationally recognized experts from Coopers & Lybrand’s manufacturing consultancy explain how to go beyond the old way of thinking—beyond functional silos, cost cutting, even the simple notion of "teamwork"—to create a new core business process oriented company. A core business process is one that cuts across boundaries, functions and departments. By focusing on the effectiveness of core business processes, and "pulling" supporting processes and resources to those core business processes, companies can streamline operations and inevitably cut costs without making arbitrary head-count decisions. By "reading the market" to see which core business processes can produce results beyond what the market knows is possible, a company can find a BreakPoint, an opportunity that will cause a disproportionate reaction in the marketplace and pull the company into a leadership position.

About the Author:

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.

About this edition

• Publisher: Wiley
• Publication date: 1994
• ISBN 10: 0471950882
• ISBN 13: 9780471950882
• Binding: Paperback
• Number of pages: 256