| Summary: | The main features of the modern market business environment are constant changes. This leads to an uneven use of material, informational, human and financial resources. Functional separation of processes leads to the need for additional coordination of all stages of the production process and increased costs in production management. Therefore, at present, the need arises in the production management system for the search and application of effective management methods.
One of the priority management initiatives is the reengineering of business processes. Reengineering provides for the implementation of the most effective business management methods for the enterprise. The purpose of reengineering is to improve the basic indicators of the economic activity of the enterprise. Reengineering is especially relevant for enterprises that operate in today's unstable market conditions. The advantages of reengineering are a quick reaction and transformation of the enterprise’s business processes taking into account changes in the internal and external market environment.
Reengineering provides for the preservation of the company's values and at the same time the improvement of business processes, namely: optimization of technology and labor resources; revision of measuring system and organizational structure; increasing responsibility for the results of labor and the flexibility of the production system. Achieving positive results becomes possible provided that a reengineering strategy is formed and implemented.
The reengineering strategy is formed on the basis of rules and procedures for optimizing and improving business processes. The formed reengineering strategy allows you to reduce risks in the implementation of management decisions, as it maximally focuses on the factors of the market environment. When implementing reengineering, four stages are distinguished: development of a reengineering strategy; detailing of the reengineering project; implementation of detailed solutions; evaluation of the results. The implementation of a reengineering strategy, as a rule, is accompanied by the emergence of certain organizational and managerial problems. The main problems can be related to the preparation of initial information, the choice of the type of information, adequate consideration of the time factor, optimization of planned indicators, taking into account emerging non-standard situations, overcoming internal resistance.
The implementation of the reengineering strategy allows us to achieve continuous improvement of the working business processes of the enterprise, due to the rejection of inefficient, superfluous, obsolete processes and increase its economic efficiency.
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