Caccia-Bava Mariado Carmo, Guimaraes Valerie C K, Guimaraes Tor
Social Medicine Department, University of Sao Paulo Medical School, Ribeirao Preto, Brazil.
Int J Health Care Qual Assur. 2013;26(8):729-45. doi: 10.1108/ijhcqa-01-2012-0007.
Business process reengineering (BPR) is touted in the literature as the dramatic improvements necessary for competitiveness, but in practice there are many unsuccessful cases. A more systematic and rigorous factor-assessment deemed important to each BPR phase and overall project success is needed. This paper aims to assess the extent to which proposed success factors in a hospital contribute to each BPR phase's success..
DESIGN/METHODOLOGY/APPROACH: Based on the relevant literature, desirable results from each project phase were defined. Overall project success was defined as the benefits hospital managers derive from BPR according to manager opinions. A total of 192 hospital administrators shared their last BPR experience, where changes were operational for at least one year.
Recommendations are made for hospital managers to focus attention and resources on factors important to BPR success. Hospital managers are not emphasizing the most important activities and tasks recommended in the BPR literature, such as changes to customer/market related business processes, every business activity's value-added element and applying the right innovative technology. Based on the whole findings, top managers should not engage BPR before ensuring that important success factors are present.
ORIGINALITY/VALUE: While many researchers identified and/or tested factors important to BPR success, this is the first study to explore BPR success factors' importance to each project phase, from inception to overall project success assessment phase.
业务流程再造（BPR）在文献中被誉为提升竞争力所需的重大改进，但在实践中却有许多失败案例。需要对每个BPR阶段以及项目整体成功至关重要的因素进行更系统、更严格的评估。本文旨在评估医院中提出的成功因素对每个BPR阶段成功的贡献程度。
设计/方法/途径：基于相关文献，定义了每个项目阶段的理想结果。根据管理者的意见，将项目整体成功定义为医院管理者从BPR中获得的收益。共有192位医院管理人员分享了他们上一次BPR的经验，这些变革至少已实施一年。
建议医院管理者将注意力和资源集中在对BPR成功至关重要的因素上。医院管理者没有强调BPR文献中推荐的最重要的活动和任务，例如与客户/市场相关的业务流程变革、每项业务活动的增值要素以及应用合适的创新技术。基于整体研究结果，高层管理者在确保存在重要成功因素之前不应开展BPR。
原创性/价值：虽然许多研究人员确定和/或测试了对BPR成功至关重要的因素，但这是第一项从项目启动到整体项目成功评估阶段，探讨BPR成功因素对每个项目阶段重要性的研究。
