review (Business Process Reengineering) is to study and re-work flow within and between institutions design. Completion of the review its heyday in the early 190's when Michael Hammer and James Ciampi brought one of the best-selling books, and "re-engineering the organization." The announcement of the book idea that often redesign and radical reorganization of the institution was necessary in order to reduce prices and increase quality of service and the process that has been a key catalyst for this revolutionary change. Ciampi saw the hammer and that the flow of work in the most prominent wire design was based primarily on assumptions about technology, people, and organizational goals that were no more valid. They proposed seven basic principles for restructuring to reduce the costs of conducting the work, and thus achieve significant levels of business expansion in quality, time management, and the price:
- regulation on effects, not tasks.
- considering all the procedures in the organization and prioritize them in order to re-design the emergency.
- remove discrimination information work in a big piece of work that acquires data processing.
- geographically dispersed resources process as if it were centralized.
- connect the parallel activities in the workflow instead of just integrating their results.
- set to take the decision immediately, where work is performed point, building control procedure.
- capture data once at the source.
By mid-190, the review has made a reputation to be a nice way, saying "downsizing." With regard to the hammer, and the lack of ongoing commitment to management and leadership, the scope of unrealistic prospects, resistant to modify instigated administration to abandon the idea of the review and adoption of the next new strategy and enterprise resource planning (ERP).
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