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Essay / Research Paper Abstract
A 15 page paper discussing a business process redesign (BPR) at a growing manufacturer. Acme Manufacturing is a business poised at the cusp between "small" and "medium" business size, in terms of revenue. It still operates on the principles and procedures it instituted after becoming established. These operational forms served it well in those days, but Acme's markets have changed along with the entire face of business in the past several years. The company seeks to return to its early entrepreneurial form from which it can be far more responsive to customers. Bibliography lists 9 sources.
Page Count:
15 pages (~225 words per page)
File: CC6_KSreenginAc.rtf
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Unformatted sample text from the term paper:
a business poised at the cusp between "small" and "medium" business size, in terms of revenue. It still operates on the principles and procedures it instituted after becoming established.
These operational forms served it well in those days, but Acmes markets have changed along with the entire face of business in the past several years.
Those systems that worked so well in the past are barely relevant in some areas of operation today, and organizational structure is such that implementing new
processes in response to business changes - i.e., growing influence of information technology (IT) - is difficult at best. The company now seeks to realign its business processes so
that its own internal functions do not prevent it from attaining higher levels of success. Objectives of Business Process and System Redesign
In a day when the term "factory automation" still generally referred to handy conveyor belts, General Electric (GE) was among the few
entering the programmable controller market in a quest for true automation, increased manufacturing efficiency for customers and greatly increased profits for the company. In 1985, GE was second in that
market and was greatly excited about the 640k computer it was to introduce for use on the factory floor at the end of that year.
As did much of American manufacturing in the 1970s and 1980s, GE had its share of difficulties. It was accused of being a behemoth beyond its reason to
exist, uncaring and unresponsive to customer needs. GE traversed the waters of downsizing as did all other large US businesses, but rather than focus on the negative aspects, it chose
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