Definición: Radical change in the structure of processes whose objective is to obtain significant and sustained increases, in a reasonable time, of profitability, productive effectiveness, quality and other factors that imply a contribution to the company in competitiveness. A clear distinction must be made between process reengineering, which implies radical changes in the "how things are done", as opposed to business reengineering, which tends to a radical change and total in the strategy, going far beyond the "how" to also get involved in "what is produced" (or offered), and in "to whom it is offered".
Origin: If we want to enter the globalized world and compete with other organizations, sometimes it is necessary to completely change the current paradigm, for one that allows us to be more efficient. This is the basis of reengineering, change radically and discard the way of doing things for a better model. SMEs, for the most part, bring their hidden vices and failures that originated in the past and have not caught the attention of their directors, for lack of training, for not knowing the subject and in many cases for believing that "things are fine", when they ignore that they could be formalized and really have an absolute domain of the environment and the problems that surround.
Critical factors: The support of the company's management is of vital importance for Achieve success in the reengineering process. Management will play a fundamental role, since it will be the one who provides the necessary information and not less important will be responsible for transmitting the new guidelines at lower levels. So that the last level of the organization chart can meet the standards. In the transition or change stage, there will be a lot of resistance from employees. For this reason it is necessary to choose wisely Valid interlocutors, who will participate, since the impact of the changes will depend on them