This concept can objectively evaluate the company's business process. Many companies use this concept to innovate their competitiveness and their insufficient cost structure when they can't meet the customer's needs in market access. Even recognized management thinkers, such as peter drucker and tom peters, accept and advocate BPR as a new tool to succeed in a dynamic world. In the following years, more and more publications, books and journal articles were devoted to BPR, and many consulting companies began to develop BPR methods in response to this trend. However, critics claim that BPR is a humanized workplace, and strengthening management control proves that the method of slimming, that is, greatly reducing the working population [3], is under different labels from the thoroughly remoulded Taylor. Despite these criticisms, the pace of restructuring has been accelerating. By 1993, as many as 65% of the world's top 500 companies claimed that they had started or planned to restructure. This trend has promoted the rapid popularization of BPR consulting industry, but in the United States, MIT research shows that the company lags behind foreign counterparts in many industries in the United States, whether in competitiveness, time, market or production efficiency. Published in 1995 and 1996, some supporters of early BPR, coupled with criticism of others' abuse and misuse of the concept, the enthusiasm for reorganization in the United States began to fade. Since then, considering the starting point of business analysis and redesign of business processes has become a widely accepted method, which is part of the standard combination of change methods, but it is usually a less radical method originally proposed. Recently, the concept of business process management (BPM) has gained major attention in the business community. It can be regarded as the successor of the BPR wave in the 1990s, because it is an effort to drive process efficiency with the support of information technology. Equivalence criticism, accusing BPR and BPM of focusing on technology and ignoring the change of human factors.