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1、International Journal of Health Care Quality AssuranceBusiness process re-engineering – saviour or just another fad?: One UK health care perspective Anjali Patwardhan, Dhruv Patwardhan,Article information:To cite this do

2、cument: Anjali Patwardhan, Dhruv Patwardhan, (2008) “Business process re‐engineering – saviour or just another fad?: One UK health care perspective“, International Journal of Health Care Quality Assurance, Vol. 21 Issue:

3、 3, pp.289-296, doi: 10.1108/09526860810868229 Permanent link to this document: http://dx.doi.org/10.1108/09526860810868229Downloaded on: 19 May 2017, At: 18:07 (PT) References: this document contains references to 23 ot

4、her documents. To copy this document: permissions@emeraldinsight.com The fulltext of this document has been downloaded 1846 times since 2008*Users who downloaded this article also downloaded:(2011),“Business process re-e

5、ngineering in healthcare management: a case study“, Business Process Management Journal, Vol. 17 Iss 1 pp. 42-66 http://dx.doi.org/10.1108/14637151111105571(2006),“Evidence-based re-engineering: re-engineering the eviden

6、ce: A systematic review of the literature on business process redesign (BPR) in hospital care“, International Journal of Health Care Quality Assurance, Vol. 19 Iss 6 pp. 477-499 http://dx.doi.org/10.1108/0952686061068698

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12、rials, access to training courses and reviews. The funding companies included many of the USA’s leading organisations such as Corning, Ford, Hewlett-Packard, IBM and Xerox. At the final stages of the project evaluations

13、it was clear that out of 21 organisations, 15 health care organisations made significant progress – mainly financial and patient satisfaction gains, target and project time keeping and investment in research and developm

14、ent. The NDP was extended for three years, which eventually evolved into the Institute for Healthcare Improvement, a not-for-profit organisation – dedicated to providing health-care quality management leadership. Later,

15、BPR emerged as an alternative for managers in organisations frustrated with slow improvements, not encompassing the whole organisation experiencing total quality management (TQM). The TQM key target was to convert an org

16、anisation’s structure, culture and services to patient/consumer rather than organisation-focused goals (Harvey and Millett, 1999).Why change? Traditionally health care systems were mostly “governed” by clinicians (Shutt,

17、 2003) because patient outcomes; that is, recovery from illness, were the sole responsibility of all professionals directly involved in patient care. Complexity and variance in health care studies reveal that outcome has

18、 many determinants; i.e. pharmacy, pathology, technical support and information technology. It was also realised that cost containment and good quality care needed teamwork, communication, time management, etc. (Shutt, 2

19、003). Sir Roy Griffiths, in the early 1980s, developed hospital general management and the greater involvement of clinicians in resource management initiatives (DHSS, 1984). Today, apart from political motives, change is

20、 driven by escalating health care costs, increased demands for quality care, value for money services, patient expectation and third-party payers in managed health care systems. These intensified the need for change to m

21、ore efficient health care systems.What is BPR? BPR, also known business transformation and process change management, was introduced to the business world by Frederick Taylor in his article The Principles of Scientific M

22、anagement in the 1900s (wikipedia, 2006). In the 1990s, Hammer and Champy (1993) introduced Reengineering the Corporation, which gave birth to BPR. BPR is “the analysis and design of workflows and processes within and be

23、tween organizations” (Devenport and Short, 1990, p. 11). Teng et al. (1994) on the other hand, defined BPR as critical analysis and radical redesign of existing business processes to achieve breakthrough improvements in

24、performance measures. Hammer and Champy (1993), similarly, defined BPR as fundamentally rethinking and radically redesigning business processes to achieve dramatic improvements in critical contemporary performance measur

25、es such as cost, quality, service and speed. From a health care viewpoint, BPR is a management approach that rethinks present practices and processes in business and its interactions. It attempts to improve underlying pr

26、ocess efficiency by applying fundamental and radical approaches by either modifying or eliminating non-value adding activities and redeveloping the process/structure/culture (McNulty and Ferlie, 2000). However, in the he

27、alth sector, a wide variety of patient groups make the health care service a complex project to redesign along these lines, thereby rendering changes context and time sensitive.IJHCQA 21,3290Downloaded by VICTORIA UNIVER