Business Process Reengineering (BPR) represents a radical redesign of business processes for their dramatic improvement. Radical redesign means starting from the beginning instead of changing or modifying existing modes. Business reengineering is not carried out by companies, but by people. The key success of this venture is the way companies choose and organize people who carry out reengineering. Particularly highlights the roles of leaders, process owners, reengineering, steering committee and reengineering emperors. We can outline four key words that describe the main features of BPR, which are fundamental, radically, dramatically, and processes. Different business processes are present in each organization. In order to be able to successfully implement them, it is necessary to go through a number of phases. This is how the reengineering works. Reengineering goes through four phases, namely project launch, process understanding, new process design, and transition to new solutions that we will process in detail through final work. For the purpose of conducting reengineering, it is possible to use a large number of methods that can contribute to improving business processes. Some of the methods are not entirely consistent with the ideology of reengineering, but only in part. But the results are the same, ie the activities contribute to increasing efficiency, developing business processes, improving human resources and ultimately achieving the company's long-term success. Some of the reengineering methods are Kaizen, Kaikaku, Jidoka, Just in time, Lean Management, Value Flow Mapping, Total Productive Maintenance, Brainstorming, and Teamwork.