This paper aims to describe how process reengineering, combined with the use of modern process‐oriented information technology, can lead to substantial improvements in terms of overall process quality.
A real‐life case study from the financial industry is used to show how process management can take place in a competitive business area. Four processes (each with a different characteristic) are used to explain the approaches implemented.
Through the combination of process restructuring and the application of modern IT, processes can be improved significantly. First of all, cycle times of the restructured business processes have been reduced. Second, reliability of processes has been improved. Third, process‐related performance has become more visible, which in turn is a good basis for further enhanced performance.
This experience report illustrates that the concept of process reengineering is applicable, and that the potential of many processes is still considerable. It shows how competitiveness in the service industry can be improved.
