Business process reengineering in an aircraft engines repair company : a case study.

• Main Authors: Chia, Karen Li Cheng., Ku, Woei Pin.
• Other Authors: Neo, Boon Siong
• Format: Theses and Dissertations
• Language: English
• Published: 2009
• Subjects: DRNTU::Business::Operations management::Production management
• Online Access: http://hdl.handle.net/10356/20087
• Institution: Nanyang Technological University

This is a case study of how a company applied Business Process Reengineering (BPR) to reduce its engine overhaul process time in order to achieve a competitive advantage of having one of the industry's shortest overhaul turntime. The change methodology and the process mappings are described. It is found that many of the success factors generally considered necessary for success in BPR are present and have been put in practice. As the BPR project is still on-going, only the results of the trial implementation are available and are discussed. Though the BPR project had a good start, it is not a guarantee to final success. Issues such as the BPR team shrinking when the crucial implementation stage is ongoing are signs that the BPR project will have more difficulties in meeting its overall objective. BPR is certainly not a quick-fix. The change in the company culture and individual mindset, inherent in any major process change, will take time to set in and nothing less than a determined team of management and staff will see the results of the success !