Explores the drivers behind successful business process re‐engineering (BPR). Examines Caterpillar Inc, located in Peoria, Illinois, USA, using data collected over a four‐year period, beginning in 1992. Reveals positive outcomes which can be directly tied to the deployment of the business process simplification and improvement (BSP/I) methodology. BPS/I provides a systematic methodology for analysis, design and implementation of re‐engineering principles. In addition, it provides the environment to help its people generate creative solutions to critical business problems. Examines the link between the steps of BPS/I and the theoretical phases of the problem‐solving process. Also explores the link between BPS/I and Couger’s variant model of creative problem solving. Notes creative opportunities available to Caterpillar as a result of the identification of this link.
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David Paper (1997) studied this question.
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