American Society of Civil Engineers


Business Process Reengineering for Small Building Products Manufacturer


by Richard C. Whitfield, (Assoc. Prof., Dept. of Manufacturing Engrg., City Univ. of Hong Kong, 83 Tat Chee Ave., Kowloon, Hong Kong) and Io-Chong Szeto, (Bldg. Services Engr., Hong Kong Government, Housing Dept., 5th Floor, BS/M, 33 Fat Kwong Street, Homantin, Hong Kong.)

Journal of Management in Engineering, Vol. 13, No. 6, November/December 1997, pp. 84-93, (doi:  http://dx.doi.org/10.1061/(ASCE)0742-597X(1997)13:6(84))

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Document type: Journal Paper
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.


ASCE Subject Headings:
Case studies
Client relationships
Hong Kong
Management methods
Manufacturing
Organizations