Business Process Reengineering for Small Building Products Manufacturer

Abstract

This paper reports on a project that applied the very popular concept of Business Process Reengineering (BPR) to systemize the operations of a small manufacturing company based in Hong Kong that makes building products. With the help of a facilitator, the company management chose to reorganize customer liaison activities and over several weekends defined the new process and performance targets. Implementing the new process resulted in significant performance gains demonstrating the value of BPR. Nonetheless, the typical BPR approach had to be significantly adapted and simplified to be useful in this small company situation.