업무프로세스 재설계

지식 센터

Hammer와 Champy는 BPR을 '비용, 서비스, 속도면에서 현재의 성과를 급속도로 개선하기 위하여 조직의 프로세스를 근본적으로 재고하고 획기적으로 재설계'로 기술하였다.

Hammer와 Champy는 기업을 기능적 전문성 (생산, 회계, 마케팅 등)에 따라 조직하여 각각의 기능이 수행하는 업무에 주의를 기울이기 보다는, 전체 프로세스에 주의를 기울여야 한다고 주장한다. 물자확보로 부터 생산, 마케팅과 유통까지. 기업은 일련의 프로세스들로 재구축되어야 한다.
 

고객을 위한 가치 창조는 BPR를 이끄는 주요한 요인이고 정보 기술은 이를 가능케하는 중요한 역할을 한다. 비교 : Relationship Marketing [관계마케팅]

Michael Hammer와 James Champy

리엔지니어링의 주요 제창자는 Michael Hammer와 James Champy이다. Reengineering the Corporation, Reengineering Management, and The Agenda 등 일련의 책에서, 그들은 너무 많은 시간이 낭비되고, 업무가 부서에서 부서로 넘겨지고 있다고 주장한다. 그들은 하나의 팀을 정하여 해당 프로세스에 있는 모든 업무를 수행하는 것이 훨씬 더 효율적이라고 주장한다.

BPR을 위한 5단계 접근방법

Davenport (1992년)는 모델구축을 위한 5가지 단계를 다음과 같이 설명하고 있다 :

1. 비즈니스의 비전과 프로세스의 목표들을 개발: BPR 방법은 비용감축, 시간감축, 산출물의 품질개선 등 특정의 사업목표을 의미하는 비즈니스 비전에 의해 추진된다.
2. 재설계될 비즈니스 프로세스를 확인: 대부분의 기업은 가장 중요한 프로세스 또는 비즈니스 비전과 마찰이 생기는 프로세스 등에 초점을 맞추는영향력이 큰 접근법 (high-impact approach)을 사용한다. 소수의 기업들은 조직내의 모든 프로세스를 확인하여 긴급도에 따라 재설계의 우선순위를 두는 소모적인 접근법 (exhausitive approach)을 사용한다.
3. 기존의 프로세스들을 이해하고 측정: 반복되는 고질적인 실수를 회피하고 향후 개선을 위한 기반 제공
4. IT 지렛대를 확인: BPR에 영향을 미칠 수 있거나 영향을 줄 능력의 인지.
5. 새로운 프로세스의 원형을 디자인하고 구축: 실제 디자인이 프로세스의 목적으로 보면 안된다. 오히려 연속적인 반복이 필요한 원형 (으로 보아야 한다. 원형이라는 비유는 을 빠른 결과물의 인도, 고객의 개입과 만족과 함께 진행한다는 것을 의미한다.

BPR 방법에 추가되는 6번째 단계로서, 종종 다음과 같은 사실을 알게된다 : 새롭게 디자인된 주요 프로세스에 조직의 구조와 지배구조를 적응

BPR의 필요여부에 영향을 미치는 일반적인 상황

일반적인 조언을 하는 것이 어렵더라도, 일부 고려될 수 있는 요인으로는 :

• 경쟁업체들의 성과가 자사보다 월등한가? 비교 : 선회 관리
• 조직내에 많은 갈등요인이 있는가?
• 미팅 빈도가 극단적으로 많은가?
• 비구조화 커뮤니케이션을 지나치게 많이 사용하는가? (메모, 이메일 등)
• 점진적인 개선을 위한 좀 더 지속적인 접근을 고려하는 것이 가능한가? (참고 : Kaizen[카이젠, 개선기법]).

BPR 접근법에 대한 비판

BPR은 대량해고를 가져오므로 악평을 받고 있다. 베스트셀러에 오르기 위해 저자가 대량의 도서구입을 했다는 사실때문에, BPR의 도입을 둘러싼 지나친 관심에도 불구하고, BPR 방법은 기대만큼 활용되지는 않았다. 주요한 이유는 다음과 같아 보인다 :

• BPR은 조직의 성과를 제한하는 요인이 조직의 프로세스를 비효과적으로 만든다고 가정한다. 이것은 항상 옳거나 옳지 않을 수 있다. 또한 BPR은 이러한 가정을 유효하게 하는 수단을 제공하지 않는다.
• BPR은 현상을 전적으로 무시한 깨끗한 상태(clean slate)에서, 성과개선 프로세스를 해야한다고 가정한다.
• BPR은 조직의 제약조건에 개선노력을 집중하기 위한 효과적인 방법을 제공하지 않는다. (Theory of Constraint[제약이론]에 있는 Goldratt박사에 의해 행해진 것과 같은).
• 때때로, 또는 종종, 점진적인 변화는 (Kaizen[카이젠, 개선기법]와 같은) 더 나은 접근일지도 모른다.
• BPR은 문화적으로 미국의 사고방식에 치우쳐 있다. (참고 : Cultural Dimensions [문화차원 모델])

BPR과 카이젠(Kaizen, 개선기법) 비교

카이젠이 BPR 방법과 비교할 경우, 카이젠 철학은 장기적인 교육과 소규모의 변화을 가져오지만, 좀 더 인간중심적이고, 실행하기 쉽다는 것은 명백한 사실이다. 반면, BPR 접근방법은 좀 딱딱하고, 기술지향적임으로 급격한 변화를 가능케하지만, 상당한 변화관리기술을 필요로 한다.

참고도서: Hammer and Champy - Reengineering the Corporation

참고도서: Davenport - Process Innovation

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도구 비즈니스 프로세스 리엔지니어링에 관한 유용한 도구. 뉴스 영화 프리젠 테이션   서적 플라톤 학파 사람들 더

BPR 관련개념 :  Outsourcing [외주]  |  Change Phases [변화 단계]  |  Catastrophe Theory [파국이론]  |  Organic Organization [유기 조직]  |  Core Group Theory [핵심그룹 이론]  |  Appreciative Inquiry [감상적 조사법]  |  Positive Deviance [긍정적 일탈]  |  Forget Borrow Learn 모형  |  계획된 행동  |  Force Field Analysis[역장 분석]  |  Kaizen[카이젠, 개선기법]  |  가치공학  |  Value Stream Mapping [VSM, 가치흐름지도]  |  Change Management [변화 관리]  |  6가지 변화 접근법  |  Managing for Value [가치지향 경영]  |  Dimensions of Change [전략적 변화의 영역]  |  8 Attributes of Management Excellence [경영 우수성의 속성]  |  Five Disciplines [제5경영]  |  Ten Principles of Reinvention [재창조를 위한 10가지 원칙]  |  Fourteen Points of Management [품질경영을 위한 14가지 지침]  |  Blue Ocean Strategy [블루오션전략]  |  Bottom of the Pyramid [BOP 시장]

다른 페이지로 이동: Change & Organization [변화와 조직]  |  마케팅 및 영업  |  전략 및 혁신  |  공급망관리와 품질

관리 방법, 모형 및 이론 더