%0 Journal Article %1 Davenport.1990 %A Davenport, Thomas H. %A Short, James E. %D 1990 %J MIT Sloan Management Review %K BusinessProcess BusinessProcessManagement BusinessProcessRedesign %N 4 %P 11--27 %T The New Industrial Engineering: Information Technology and Business Process Redesign %U https://sloanreview.mit.edu/article/the-new-industrial-engineering-information-technology-and-business-process-redesign/ %V 31 %X Those aspiring to improve the way work is done must begin to apply the capabilities of information technology to redesign business processes. Business process design and information technology are natural partners, yet industrial engineers have never fully exploited their relationship. The authors argue, in fact, that it has barely been exploited at all. But the organizations that have used IT to redesign boundary-crossing, customer-driven processes have benefited enormously. This article explains why. At the turn of the century, Frederick Taylor revolutionized the workplace with his ideas on work organization, task decomposition, and job measurement. Taylor’s basic aim was to increase organizational productivity by applying to human labor the same engineering principles that had proven so successful in solving the technical problems in the work environment. The same approaches that had transformed mechanical activity could also be used to structure jobs performed by people. Taylor came to symbolize the practical realizations in industry that we now call industrial engineering (IE), or the scientific school of management.1 In fact, though work design remains a contemporary IE concern, no subsequent concept or tool has rivaled the power of Taylor’s mechanizing vision. As we enter the 1990s, however, two newer tools are transforming organizations to the degree that Taylorism once did. These are information technology–the capabilities offered by computers, software applications, and telecommunications–and business process redesign–the analysis and design of work flows and processes within and between organizations. Working together, these tools have the potential to create a new type of industrial engineering, changing the way the discipline is practiced and the skills necessary to practice it.

@article{Davenport.1990, abstract = {Those aspiring to improve the way work is done must begin to apply the capabilities of information technology to redesign business processes. Business process design and information technology are natural partners, yet industrial engineers have never fully exploited their relationship. The authors argue, in fact, that it has barely been exploited at all. But the organizations that have used IT to redesign boundary-crossing, customer-driven processes have benefited enormously. This article explains why. At the turn of the century, Frederick Taylor revolutionized the workplace with his ideas on work organization, task decomposition, and job measurement. Taylor’s basic aim was to increase organizational productivity by applying to human labor the same engineering principles that had proven so successful in solving the technical problems in the work environment. The same approaches that had transformed mechanical activity could also be used to structure jobs performed by people. Taylor came to symbolize the practical realizations in industry that we now call industrial engineering (IE), or the scientific school of management.1 In fact, though work design remains a contemporary IE concern, no subsequent concept or tool has rivaled the power of Taylor’s mechanizing vision. As we enter the 1990s, however, two newer tools are transforming organizations to the degree that Taylorism once did. These are information technology–the capabilities offered by computers, software applications, and telecommunications–and business process redesign–the analysis and design of work flows and processes within and between organizations. Working together, these tools have the potential to create a new type of industrial engineering, changing the way the discipline is practiced and the skills necessary to practice it.}, added-at = {2024-03-14T11:40:54.000+0100}, author = {Davenport, Thomas H. and Short, James E.}, biburl = {https://www.bibsonomy.org/bibtex/28dc0265ff933a3bf672469fb6765b211/stefan.strecker}, interhash = {3941fb0dd42e8b741cb880be6b11f224}, intrahash = {8dc0265ff933a3bf672469fb6765b211}, journal = {MIT Sloan Management Review}, keywords = {BusinessProcess BusinessProcessManagement BusinessProcessRedesign}, month = {7}, number = 4, pages = {11--27}, timestamp = {2024-03-14T11:40:54.000+0100}, title = {The New Industrial Engineering: Information Technology and Business Process Redesign}, url = {https://sloanreview.mit.edu/article/the-new-industrial-engineering-information-technology-and-business-process-redesign/}, volume = 31, year = 1990 }