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. [ABSTRACT FROM AUTHOR]