Implementing BPR: tools and techniques
As we’ve discovered, BPR doesn’t intend to manage existing processes, but to reengineer them. To implement BPR, there are a number of tools and techniques you can use.
The role of IT in BPR
Information technology (IT) has been increasingly observed as a valuable tool in the reengineering process. IT is seen to enable new forms of working and collaborating within the organisation and beyond.
IT tools like shared databases, telecommunication networks, decision support tools, wireless data communication, interactive portable devices, automatic identification and tracking and high-performance computing, are just a few that integrate with the BPR philosophy of empowering employees while creating platforms for innovation and efficiency.
IT also supports concepts of BPR such as mass customisation and simplification.
Application of these concepts requires integration across production groups, and IT is an essential element in such integration.
Other techniques to support BPR implementation
Other BPR implementation techniques worth mentioning briefly here include:
- Process visualisation and mapping: This involves developing an achievable vision for the organisation, including the setting of tough – but attainable – targets and goals for improvement.
- Change management: It is beyond the scope of this section to outline specific change management models, but it is pertinent to mention key factors one must consider to achieve change. These include leadership commitment, employee ownership, organisational structure/culture, business model and buy-in for technology.
- Benchmarking: This involves a search for best practices to provide a good comparison to your own. The intention is to use these as targets for improvement. Benchmarking is an elaborate process involving a sequence of steps including research and analysis.
In the previous video, John and Damian discussed the importance of teams and how team members often have very different opinions and perspectives to delivering reforms from those of other hospital leaders.
Based on what we’ve covered in this step, and what Damian shared about the use of BPR in his hospital, what would you include in a staff training program to better leverage technology and teamwork to enable the timely flow of patients from an emergency department to an inpatient unit?
What BPR tools and techniques would this require to support your recommendation?
Join the conversation to discuss your thoughts and any other tools or techniques that you know of that might support the implementation of BPR principles in hospital settings.
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