Business Process Reengineering

Business process reengineering comes from replacing ineffective processes by the new ones. By ineffective processes we mean: slow, low - performance and unnecessarily complicated processes, etc. Business reengineering means the analysis of current processes. All the main processes (not only those ones which the company identified as unsatisfactory) are analyzed. The proposals of new processes are implied; as a consequence they mean more effective company operation, a higher level of flexibility, a higher level of customers´ satisfaction and thus, higher returns and profits.

Ideal Solution for Small and Middle - Sized Companies

For small and middle - sized companies it is ideal to hire an external specialist for reengineering company processes, not only due to an unbiased and uninfluenced outside perspective, but also due to the experience with reengineering hundreds of processes in dozens of companies. E-Consulting Czech s.r.o. has carried out dozens of process analyses in its clients´ companies (a profound analysis is a part of every economic information system implementation) and proposed process changes which were successfully introduced afterwards. Owing to making the key processes more effective, some reengineering benefits are almost immediately measurable and such an investment return is calculated for months.

Do not Hesitate with Reengineering if, e.g.:

• you are unable to offer your customer competitive prices
• attending to the customers takes long that he´d rather leave to shop somewhere else
• you have high goods storage and manipulation costs

Model Example

In 2009 our company carried out a complete economic information system implementation project in a wholesale. Its part was reengineering some prearranged (needless to say, obviously ineffective) company processes. The analysis took 4 days; the proposal of new processes took the next 5 days. Due to cutting the time of attending to customers from 47 to 19 minutes, immediately the queues were eliminated. In the course of one week there was a long term turnover increase by about 16%. More effective processes of attending to a customer brought such an operating process increase, that the reengineering investment  returned in 13 working days.

Business Process Reengineering in Big Companies

It is true that in top companies business process reengineering is a never - ending struggle. Many - mainly bigger companies - hire even a full - time person responsible for continuous company performance improvement by permanent process analyzing and searching for new effective ways (the so called "continuous improvement").