一篇很好的BPR論文（英文版）(doc 32頁)

一篇很好的BPR論文（英文版）內容提要：
A phrase, now increasingly in vogue, to describe the efforts in process improvements is Business Process Re-engineering (BAR). Hammer and Champ define BAR as "the radical rethinking of the business processes to achieve dramatic improvements in critical contemporary measures of performance as cost, quality and speed." This characterisation of re-engineering is often interpreted in multiple ways resulting in different models and methods of implementation of business process re-engineering. Reported failure rates of about forty to seventy percent for BAR applications in achieving stated goals can indeed be attributed to the differences in perceived definition of what constitutes re-engineering and the level of implementation.
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Formerly, the US tended to ignore these challenges and attributed the competitiveness of other countries, most notably of Japan, to their low wages, homogeneity of population, authoritarian culture, work-ethic and low technology contents. It also rationalized the loss by arguing that as the world’s largest technological power, it was forever looking for new manufacturing opportunities relegating less technology- intensive or labor-intensive manufacturing to other countries.
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This definition effectively rules out the incremental process improvements brought in by quality management or concurrent engineering as reengineering. Nevertheless, these improvements can be subsets of the entire reengineering process and the incremental improvements they bring in may even turn out to be useful determinants. We shall therefore cite instances of such improvements in this report as part of analysis of the reengineering experience in American corporations.

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