【正文】 . Learning from these benchmarking experiments, Chrysler embarked on a creativedestruction process by instituting dramatic cultural changes that destroyed the functional silosbased vertical organization and creating a reengineered workplace. This workplace, centered around the four cross functional platform teams for large cars, small cars, mini vans and Jeep vehicles and trucks. The objective was further sharpened to address only the American market, a market that was lost to the Japanese and its US rivals, especially the Ford. The results of the reengineering efforts were beginning to show in 1992. In 37 months from design, Chrysler had in production the LH series of cars using the platform team organization. This was done with 740 people as opposed to 1400 previously for similar size cars. The engine development time for a liter option was reduced from 240 weeks to 187 weeks {Gardner, G., 1993, IMB, 1993}. Chrysler then embarked on a development of a pact car, Neon as a direct petition to the Japanese imports. Chrysler developed Neon on its own, without any foreign collaborator a first for an American car pany in the small car category. The car was in production in 31 months. It is reported that the next generation LH car would take only 24 months. In 1994, Chrysler was adjudged as the lowest cost producer of cars in the world.{Taylor, A., 1994}. Design and Production One of the corner stones of Chrysler39。s and their ability to adapt to changing economic conditions, without undue changes in unemployment, triggered the rethinking of the nature of business operations in American industry. A serious search for new models of business began with the scrutiny of Japanese automobile industry by US panies and business theorists. This involved studies on process innovations, quality management and lean production technologies as practiced by the Japanese. Meanwhile, Japanese firms are introducing information technology in their work practices that not only preserves much of their organizational and cultural advantages but also incorporates a few US innovations. In this sense both are learning from each other. The definition of Business Process Analysis is continually changing. It is, in the economic jargon, both macro and micro: details of every process matter as also the overall organizational objectives. Technology is not the only driving force for re engineering. Economic and cultural practices are relevant as well. Knowledge generated by individual panies and business theorists and the experience gained by its application will be the BPR tools and methods for tomorrow. Even with a limited repertoire of techniques and relative inexperience in applying them to business practices, BPR, currently, is proving to be powerful approach for organizations wanting to be petitive.Section 2: IntroductionThe United States of America is branded as a Superpower when it es to military strength, but the context can indeed be wider. In practically all areas of human endeavor it stands on top: it has the largest GNP, biggest industrial and manufacturing base and an impressive, efficient and enviable scientific and technological infrastructure. Its output in as traditional an area as agriculture or in as modern a field as information technology is prodigious. It is not only a granary for the world but also a demonstration and proving ground for harnessing new technologies or innovations for creating wealth or improving the quality of life. Among the world’s 500 largest corporations, the magazine Fortune lists 151 as American owned, larger than any other country. In 1994 alone, these corporations earned a profit of more than $ 140 billion, a record among other petitors. As impressive as this is, it was actually better, especially after the Second World War and in the 1950s and 60s. Since then, this lead has eroded away in some key manufacturing industries such as iron and steel, automobiles and consumer electronics. Meanwhile, the deficit in trade balance in these areas between total value of exports and the total value of imports by the US has actually increased. Since the seventies, more areas have been lost to petition。 not just to information technology that provides the necessary tools for the transformation, but also to other technologies that are necessary to the processes. This is of some importance to the because its corporations tend to concentrate more on developing products than on processes {Mansfield, E., 1988}. Antitrust laws and concerns about cartels and monopolies have also prevented the corporations from cooperating with each other. This is a sore point with many American panies. They plain loudly about the extent to which their foreign petitors are able to get support from their governments or to pursue collaborations with petitors within their national boundaries, to jointly develop new technologies. At last, the government is waking up to this challenge. The perceived difficulty of acquiring semiconductor chip manufacturing equipment from Japan induced the lawmakers, who normally frown on corporations ing close to each other, cooperate in setting up an organization SEMETECH for manufacturing semiconductor processing equipment within the country {Randazzese,L., 1994}. Government intervention has grown further with the two major government Ramp。s building was designed with the objectives of breaking functional barriers by increased facetoface contact of the members working in product platform teams and by the inclusion of inhouse manufacturing and testing facilities, similar to those in the production plants. The building was organized by a floor per product platform, with a mon manufacturing facility at the ground floor. The layout plan for the floor corresponding to each platform is identical. Thus, for every person responsible for a functional task in a platform, his/her counterparts in other platforms were spatially located, either exactly above or below