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    This article discusses the differences between business process modeling, business process improvement, business process re-engineering, and business process engineering.

    You will discover what they’re all about and how they differ. So, if you’re looking to finish your business process 101, this article is for you.

    Let’s get this party started!

    Business Process Engineering vs. Business Process Modeling vs. Business Process Improvement vs. Business Process Re-engineering vs. Business Process Re-engineering vs. Business Process Re-engineering vs. Business Process Re-engineering.

    Businesses might not always run effectively, which could be the cause of poor financial efficiency.

    To make sure that the company drives a better position in the market, it becomes crucial to gain, re-evaluate, and re-work the processes.

    BPM vs. BPI vs. BPR vs. BPE are common terms that can be used synonymously or have different meanings in different organizations. You will be shocked to know that these terms are not interchangeable, as some alterations may drop under BPR or BPI while others, such as BPE, do not.

    Continue reading to learn more about these terms, their definitions, and the differences between them:

    What is Business Process Modeling or BPM?

    BPM (Business Process Modeling) entails a graphical representation of a company’s workflows or processes. This can include using a data-flow diagram, flowcharts, and other tools.

    The company uses BPM to map out the current state of procedures and develop a viable vision model after adding features. These are the current state and the future state.

    Business process mapping and business process modeling are sometimes used interchangeably. These two are related in a way that they are both used to graphically represent processes in order to identify potential flaws or opportunities for development.

    Business process mapping, on the other hand, is concerned with both low and high-level mapping. The procedure is broad and does not require much attention to detail.

    Business process modeling focuses on process improvement and is limited to low-level process maps. It’s important to note that while business process modeling is important, it won’t help unless it’s put into practice. As a result, BPM is frequently used in conjunction with other concepts such as business process re-engineering, business process improvement, and business process management.

    According to estimates, the BPM market sales are expected to reach around 14 billion dollars by 2021: Market Revenue for BPM (Business Process Management) Around the World From 2016 to the present.

    What is the Process of Business Process Modeling?

    It’s critical to realize that BPM isn’t a one-size-fits-all answer. Nonetheless, if you want to accomplish something, you must take certain steps.

    Create a Model of the Current Procedure

    You’ll need to use a business process modeling technique to state the procedure you are working with on software or paper.

    Ascertain Weaknesses and Potential Improvement Areas

    At this point, you should assess how well your current process is working, identify inefficiencies, and determine whether it is assisting you in meeting your operational objectives.

    Confirm to see if there are any steps that are inefficient and should be changed.

    Come Up With a Design That Will Be Used In the Process

    The last stage is defining a newer and better process based on the information gathered in the previous step.

    It’s time to put the new process into action once you’ve created it. It’s just as important to put it into practice as it is to model it.

    Why Should You Include Business Process Modeling in Your Project?

    Although BPM aids in the understanding of how your business operates and how processes work, it also provides other advantages, such as:

    Create Consistency

    Managing a large organization necessitates focusing on various teams; however, if these teams are not performing the same processes, effectiveness suffers.

    BPM guarantees that everyone is on the same page, resulting in standardization.

    Boost Productivity

    The goal of business process modeling is to increase the efficiency of processes.

    Using BPM, you can improve your processes in a variety of ways, leading to improved efficiency and productivity, outcome, and revenues. 

    In the Context of Technological Change, Evolve

    A company that employs BP analysis develops a culture of change and innovation. BPM makes it possible for you to change the way you do business, which promotes evolution.

    Encourage Accountability

    Everyone in your organization will have a common understanding of how the processes work, which will influence motivation and accountability. Furthermore, once everyone is on board, you will be likely to impress the competitors.

    What Does It Take to Create a Process Modeling Design?

    To create a stream of activities in a company, business process modeling necessitates creators to use documents and data. This is done from the beginning until the process’s target is achieved.

    To create a process modeling design, you will need a few things. These are some of them:

    • Notation: Regulations and logos are used to represent the information in notation.
    • Meta-model: This is an example of an information model.
    • Method: The steps/techniques used to survey and model the data are referred to as the method.
    • Tools: This entails entering the data into a computer.

    Business Process Modeling Techniques

    While there are over 12 technologies for business process modeling, the following three are the most common:

    Diagrams of Data Flow

    Data flow diagrams depict the flow of information from one location to another. You will discover how these processes interact with the people who use them and with one another.

    Flowcharts for Processes

    The most prevalent BP modeling technique used in organizations is system flowcharts.

    It provides a step-by-step breakdown of the procedures.

    Process flowcharts, unlike other techniques, are simple to grasp the first time you see them. Workflow management software, flowchart software, or pen and paper can all be used to create flowcharts.

    Modeling and Notation of Business Processes

    The Business Process Management Initiative developed BPMN (Business Process Model and Notation).

    It’s an open accepted practice for business process modeling, which means that the methodology, not the individual doing the mapping, determines what objects are being used.

    Although BPMN and flowcharts can be used in the same way, the method includes the parts of the graph defined by BPMN methodology rather than your preferences.

    Business Process Modeling Examples

    An outsourcing company that seeks to improve the setup of its website is a great example of BPM. The company wants to sort out how the process is currently working.

    This includes understanding how the client interacts with the site, where the majority of clicks originate, and the actions a client takes once they arrive at a specific area, bounce rates, and more. The evidence obtained will be used to create a flowchart. This chart should include all of the measures to be adopted that will aid in the assessment.

    What Does It Mean to Improve Business Processes?

    BPI (Business process improvement) is a practice in which leaders analyze their processes using multiple techniques. This allows them to identify areas where they can improve their efficiency, precision, or usefulness. They can then revamp the procedures to consider the differences.

    BPI aims to pinpoint the skills or processes that need improvement in ensuring smooth procedures, efficient workflow, and business expansion.

    What Is the BPI and How Does It Work?

    The primary objective of BPI is to concentrate on the business needs that the processes support. The ultimate goal is to fine-tune the processes so that they produce the best results possible. The procedure begins with a review of the organization’s current processes.

    The procedures will then be analyzed by company leaders to determine which areas ought to be improved. The analysis also aids them in determining which changes would be beneficial to the organization. The leaders’ next process is to reorganize and redesign those processes. It may be necessary to reallocate people whose job descriptions fall under the procedures at times. Leaders may also invest in innovations to enhance areas that are potentially weak.

    Methodologies used by the BPI

    BPI activities are full of obstacles. It’s possible that there will be a breakdown in communication strategies across the organization, that work teams will be opposed to change, and that planned improvements that are not consistent with business objectives will be avoided.

    These methodologies can assist organizations in overcoming these challenges. The following are some of the most common BPI methodologies:

    • Lean Management 
    • Six sigma is a quality assurance system.
    • Management that is flexible
    • Kaizen
    • Management of total quality

    Lean Management 

    The goal of lean management is to improve the process to the point. You describe what significance the end customer will receive using the lean management approach. In the global supply chain, lean management is one of the various continuous improvement practices used. Lean management is a practice that approximately 55% of organizations have enacted as of 2017.

    As of 2017-100, the global supply chain has implemented process improvement practices. You also create a process map and recognize the stages that aren’t adding any significance. It’s time to get rid of or change the steps that don’t add value. Continue the cycle for all other business processes until the organization is running smoothly.

    Six Sigma 

    Six Sigma is a technique for detecting discrepancies or flaws in a process. The methodology aims to make the final product ideal. A Six Sigma Process, according to experts, is one that produces no more than three deformities per million output.

    DMAIC is a key tool in Six Sigma, and it includes the following components:

    • Define: Seek out areas where you can improve.
    • Measure: Determine the metrics you will use to compare and contrast new technologies.
    • Analyze: Examine the process for any inconsistencies or flaws.
    • Replace the existing challenges to enhance.
    • Control: Keep an eye on the new procedure to create sure there aren’t any new issues.

    Total Quality Management (TQM) 

    In the 1950s, TQM (Total Quality Management) was initiated. Like the Lean methodology, TQM needs to achieve quality customer service, but it didn’t become common until the 1980s. Unlike Lean, which relates to personal processes, TQM focuses on the entire organization. The aim is to improve every department within the company with the consumer in mind. 

    Furthermore, Total Quality Management focuses on the overall organization’s alignment. That is, it entails all employees, not just senior management, from top to bottom. 3M, a well-known company that was presented to Six Sigma, is an instance of business process improvement.

    In 2001, Jim McNerney presented the BPI research methods in an attempt to rationalize operations. 

    Their findings revealed that the focus of the company on increasing productivity was obstructing its business growth. Although Jim was able to use this methodology to optimize the company’s operations, the engineers thought it was hard to execute.

    However, in 2005, 3M’s innovative efforts were re-energized by a new CEO, George Buckley, which resulted in increased efficiency and performance. Any element that was deemed unhelpful was removed, while custom and unique elements were kept. The country is ranked 97th on the Fortune 500 list in 2017, with sales of $31.7 billion.

    What is Business Process Re-engineering, and How Does it Work?

    BPR (Business Process Re-Engineering) entails the re-engineering of a key business process. The goal is to decrease costs while also increasing product quality and output. The act entails examining current company workflows, looking for ineffective or substandard procedures, and devising solutions to alter or eliminate them.

    According to Michael Hammer’s idea, most businesses were using modern software to automate an ineffective process, which was introduced in the 1990s. Businesses and individuals, according to Michael, would be nicer off constructing something unique based on new tech.

    Hammer devised core values to aid in the re-engineering and streamlining of workflows and the improvement of quality time management and cost. These are the guiding principles:

    • Arranging around results rather than tasks.
    • Capture data only once at the source.
    • Rather than incorporating the results of individual processors in the workflow, link them together.
    • Evaluate all of an organization’s processes and rank them in order of importance.
    • Geographically diverse resources should be viewed as centralized.
    • Have a peak of choice where work is done and regulate over the process.

    Business process re-engineering, which includes reusability or automating current systems, has become a suitable option for business process management. 

    It’s important to note that BPR isn’t laying off workers, restructuring, reorganizing, cutting costs, or automating.

    While these outcomes can be expected from a well-executed business process re-engineering task, aspects such as line ownership, organizational planning, efficient process improvement, the review process, and re-engineering team composition help to identify an effective BPR.

    When Enforcing BPR, There are a Few Things to Keep In Mind

    When implementing business process re-engineering, it’s critical to keep a few things in mind. These are some of them:

    • Recognizing objectives and goals.
    • Considering the company’s vision.
    • If the old process isn’t working, you’ll need to come up with a new one.
    • Procedures that are simple and efficient are implemented.
    • Shifting the focus away from management and toward customers.
    • Keeping the end goal in mind

    The Benefits of Re-Engineering

    The following are some of the advantages of re-engineering:

    1. Reduces the Dangers

    2. Re-engineering entails the complete replacement of a system. As a result, the risk factors are reduced, and the user is able to meet his needs. You will be able to fulfill your company’s requirements. You didn’t have to bother with all of the risk variables because of re-engineering. As a result, it’s an excellent way to outsmart your rivals.

    3. It’s a Cost Effective Option

    4. Re-engineering entails introducing new features into an existing system, which saves money over developing a completely new system. During this process, your employees will learn new skills.

    5. Encourages Significant Progress

    6. Re-engineering enables you to see continuous progress in your company. You can use it to improve the efficiency of your company. It’s also worth noting that the process cuts down on cycle time. It eliminates all non-productive activities, obviating the need for management layers. Furthermore, by eliminating errors that would cause you to repeat processes, Re-engineering promotes organizational information flows.

    7. Improvements in Quality

    8. BPR facilitates organizational growth by reducing work fragmentation. It establishes a clear process for determining who owns what. Your employees will be inspired to produce excellent results. When you use the re-engineering process as a businessperson, you have a better chance of gaining a competitive advantage.

    Business Process Re-engineering Examples

    Ford, an automobile manufacturer, is a well-known example of business process re-engineering. In the 1980s, the company was in a slump. Ford decided to look into some of its departments to see if there were any inefficient processes that could help them save money.

    According to their findings, the company’s accounts payable department employed 500 people, while Mazda employed only five.

    Despite the fact that Mazda was a smaller company, Ford realized that this department was five times larger than it needed to be. The accounts payable department at Ford is set to be reduced in size.

    They also devised a business process re-engineering plan to figure out why the division was overcrowded. Ford discovered after the investigation that when the purchasing department created a purchase requisition, a copy has been sent to accounts payable. The goods would be delivered to material control, and a copy of the relevant documentation would be sent to accounts payable.

    Furthermore, the seller would send the receipt of the goods to the same dept. The cashier would then compare the three orders and issue payment if they were comparable. Because of this, the accounts payable division had a large staff.

    Ford, like BPR, decided to start over with the process. Purchasing, granting an order, and entering it into an online database were all part of the new framework. Material control would obtain the goods and check to see if they match an order in their database. If there is a match, material control acknowledges the order on the computer. Accounts payable clerks were no longer required to match orders under the new system.

    What is BPE (Business Process Engineering)?

    Business Process Engineering (BPE) is the study of business processes in order to streamline and strengthen cost and performance utilization. BPE focuses on developing new processes, diagnosing issues with an organization’s current research methods, reconstructing, redesigning, and monitoring systems to ensure their efficacy. To help a company achieve its strategic goals, the methodology uses strategic planning and actively encouraging technologies.

    How Does It Work?

    Data is the starting point for BPE. That means that if you want to improve your current processes, you’ll need to examine the data you’ve gathered over time. Despite the fact that experts recommend starting with a clean slate, you don’t have to erase everything you’ve done in the past.

    You can use the data to track down the source of the problem by looking at the data. It’s important to remember that you don’t just need the data; you also need to know how to interpret it correctly. It isn’t enough for a company to go through a business engineering process to be successful.

    You’ll also need to get everyone on board, eliminate any unneeded intricacies, assess the scope of the problem, and set aside enough time to follow up on the results. The following are the components of the business process engineering strategy:

    Understanding the Current Mode of Operation

    To analyze your existing infrastructure, technologies, and processes, you’ll need to assemble a talented manager. This necessitates the creation of a comprehensive PMO model that depicts the interdependencies and interrelationships among people, processes, and systems. By using the current mode of operation as a baseline, you can check the proposed changes and actual implementations.

    Choosing a Future Operating Mode

    Effective teamwork to develop a future configuration of operation model depending on business objectives and optimization techniques is the next move.

    Analysis of the Gaps and a Transition Plan

    It’s necessary to conduct a gap analysis of requisite business process improvements. You can create a transformation plan for the future operation model afterward. You’ll have a good understanding of timing, business strategy, processes and systems, and employees at this level.


    The final stage entails implementing improvements to operational processes. You can conduct tests to see if you will get the intended results. You can determine if high infrastructure and system enhancements are required at this point. 

    Business Process Engineering as an Example

    An energy company that is having issues with its renting supplier is a good example. As a result, the majority of the transactions are urgent orders rather than appropriately planned and executed money transfers. Renting companies may face costs involved in the purchase of stolen equipment, late equipment returns, and having underutilized equipment. Following an investigation, the team realized that a lack of cooperation and partnership caused their issues. To tackle the issues, the company created a web-based rental equipment management system. The energy company had a Return on Investment of over 700 percent in a year.

    BPM vs. BPI: What’s the Difference?

    The two terms “business process modeling” and “business process improvement” are not interchangeable. Modeling, execution, monitoring, and improvement are all part of a BPM project, while modeling, monitoring, and improving are part of a BPI life cycle.

    The execution stage is the difference between the two. The execution step is skipped by BPI. That appears to mean that you can directly monitor and assess effectiveness and enhance it when you create a BPM process. This is due to the fact that the business processes are always in place and in use.

    You won’t need to create a command line and assimilated process model with the BPI development process. Business process improvement is concerned with specific changes or enhancements to processes.

    Both BPI and BPM are critical to the success of a business. BPM focuses on enterprise business processes because they are the foundation for all other organizational processes, and BPI is built around process metrics. According to management principles, you won’t discover what you’re not managing, having managed what you’re not monitoring, and measuring what you’re not concentrating on.

    BPI vs. BPR: What’s the Difference?

    Despite the fact that both BPI and BPR aim to improve the system, they are two distinct concepts. You may have heard BPI and BPR used interchangeably in the workplace, but the distinction is in the degree of change.

    Business process re-engineering entails completely overhauling a process in order to achieve different outcomes, which is the absolute antithesis of business process improvement.

    BPI entails fine-tuning an existing system in order to improve the outcome. BPR is a complex re-engineering process, sometimes from the ground up, whereas BPI focuses on improving the current state. That is, you are in a state where you are dealing with issues such as waste and failure demands. By removing them, you can achieve your To-be state.

    With BPR, you’ll have to choose between a consumer value proposition and a business value proposition. You must either identify waste or devise a new method of service delivery. It’s the exit strategy that will get you to the state you want to be in. BPR is used to prevent approaching catastrophes, whereas BPI is more of a preventive technique that is used as a business concept.

    Regardless of whether BPI is implemented or not, some experts believe that BPR will be required to respond to changes in the political and legal environment. BPR is working to improve the organization’s operations, which requires months. BPI, on the other hand, is considered running and can be used to obtain excellent outcomes.

    Between BPR and BPI, Which Approach Should You Take?

    As a business, you must pick and choose whether a general and especially process includes surgical procedure or re-engineering, or whether it can be improved with minor surgery. Based on the business situation, you must make the decision of which process to use.

    To give you an example, consider the following strategies used by law firms in the United States to improve their efficiency: Big law firms in the United States use a range of techniques to improve the efficiency of their legal assistance. Del-100.

    Around 31% of survey participants said they were putting in place ongoing systems integration training and support in 2020, while 22% said they were re-engineering organizational structure in a scientific manner.

    Business Process Engineering vs. Business Process Improvement

    The primary objective of financial process engineering is on new business processes. This entails identifying flaws in current procedures, reconfiguring, reconstituting, and overseeing processes that ensure they are fully operational and successful. On the other hand, business process improvement entails reconfiguring an established business operation to achieve significant productivity gains. Consumer and operating excellence are the focus of BPI.

    The other distinction is that while BPI entails selecting, analyzing, designing, and implementing the improved process, BPE entails implementing any proposed amendments, testing their usefulness, and requiring those in control to work to improve the solutions.

    Furthermore, business process engineering entails introducing new technologies into a company in order to create accurate and consistent processes. On the other hand, business process improvement is designed to improve informational asymmetries to achieve the required result. This enables the company to cut turnaround time and overhead costs, improve the quality of products and services, and boost sales and customer services. 

    Some of the most obvious questions!

    Ask yourself the following questions before deciding to use BPR for functional reshuffling:

    • Who are our clients? What are the values we are presenting to them?
    • Are your current processes supplying the results you want?
    • Is it necessary to rethink or redesign the processes?
    • Is the workflow in line with our long-term aims and goals?
    • If we were a new company, how would we handle the current processes?

    If a business determines that it is operating on complacent grounds, it must either identify the appropriate solution to address the issue or consider BPR for a complete overhaul. BPR’s radical approach, when implemented correctly, yields dramatic results for a company in terms of shorter production times, productivity, and much more. 

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