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Managing change initiatives: JIT delivers but BPR fails
Author(s) -
Dean Alison M.
Publication year - 2000
Publication title -
knowledge and process management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.341
H-Index - 44
eISSN - 1099-1441
pISSN - 1092-4604
DOI - 10.1002/(sici)1099-1441(200001/03)7:1<11::aid-kpm75>3.0.co;2-y
Subject(s) - business process reengineering , productivity , business , process management , service (business) , organizational change , customer satisfaction , industrial organization , public sector , marketing , operations management , knowledge management , computer science , public relations , economics , political science , lean manufacturing , economy , macroeconomics
This paper reports on initiatives whereby JIT and BPR approaches were used with technology in an endeavour to improve business processes in a large public sector organization. Initially the study pursued the benefits of reducing waste in service processes (JIT) and found that significant gains in productivity and customer satisfaction were demonstrated. However, attempts to extend the gains by application of BPR across the wider organization found that comparable benefits were not realized. Major impediments include conflict between organizational structures and strategy, and lack of direct business imperatives with respect to the changes. Recommendations for practitioners are included. Copyright © 2000 John Wiley & Sons, Ltd.