Making Business Process Reengineering (Bpr) Programmes Work: Case of Kamal Steel Company

Abstract

It has been shown that improvement in sales revenue obtained through the implementation of Business Process Reengineering (BPR) programmes is ten times the improvement realised through the implementation of Total Quality Management programmes.  However, the failure rate of BPR programmes has been shown to be high, about 70%. Most writers have confined themselves to identifying the causes of the failure of BPR programmes. The author argues that the high failure rate of BPR programmes is caused by the fact that the development of their implementation frameworks is not based on the causes of failure of BPR programmes. In this paper the author develops an implementation framework based on the causes of failure of BPR programmes and applies the designed framework to implementing a BPR programme at KAMAL Steel Company Ltd based in Dar es Salaam.