Location via proxy:   [ UP ]  
[Report a bug]   [Manage cookies]                
Scribd Logo
Upload

Welcome to Scribd!

  • 66 views

    Business Process Reengineering: Dhruv Mukeshkumar Prajapati

    Uploaded by

    Karthi Siddh
    Business process reengineering (BPR) involves fundamentally redesigning organizational processes to achieve dramatic improvements in areas like cost, quality, and cycle time. It requires analyzing processes from a clean slate rather than building on existing designs. The document outlines the nine dimensions of BPR which include defining business direction and targets, scoping processes for redesign, designing new processes, aligning infrastructure to support new processes, planning implementation, and managing change. Case studies show how BPR can streamline processes and reduce costs, such as a company cutting staff from 500 to 150 after reengineering.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd

    Business Process Reengineering: Dhruv Mukeshkumar Prajapati

    Uploaded by

    Karthi Siddh
    66 views25 pages
    Business process reengineering (BPR) involves fundamentally redesigning organizational processes to achieve dramatic improvements in areas like cost, quality, and cycle time. It requires analyzing processes from a clean slate rather than building on existing designs. The document outlines the nine dimensions of BPR which include defining business direction and targets, scoping processes for redesign, designing new processes, aligning infrastructure to support new processes, planning implementation, and managing change. Case studies show how BPR can streamline processes and reduce costs, such as a company cutting staff from 500 to 150 after reengineering.

    Original Description:

    business process regeneration

    Original Title

    BPR

    Copyright

    © © All Rights Reserved

    Available Formats

    PDF, TXT or read online from Scribd

    Did you find this document useful?

    Is this content inappropriate?

    Business process reengineering (BPR) involves fundamentally redesigning organizational processes to achieve dramatic improvements in areas like cost, quality, and cycle time. It requires analyzing processes from a clean slate rather than building on existing designs. The document outlines the nine dimensions of BPR which include defining business direction and targets, scoping processes for redesign, designing new processes, aligning infrastructure to support new processes, planning implementation, and managing change. Case studies show how BPR can streamline processes and reduce costs, such as a company cutting staff from 500 to 150 after reengineering.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    66 views25 pages

    Business Process Reengineering: Dhruv Mukeshkumar Prajapati

    Uploaded by

    Karthi Siddh
    Business process reengineering (BPR) involves fundamentally redesigning organizational processes to achieve dramatic improvements in areas like cost, quality, and cycle time. It requires analyzing processes from a clean slate rather than building on existing designs. The document outlines the nine dimensions of BPR which include defining business direction and targets, scoping processes for redesign, designing new processes, aligning infrastructure to support new processes, planning implementation, and managing change. Case studies show how BPR can streamline processes and reduce costs, such as a company cutting staff from 500 to 150 after reengineering.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    of 25

    BUSINESS PROCESS

    REENGINEERING

    DHRUV MUKESHKUMAR PRAJAPATI


    Organizational Transformation
    Traditional organization Transformed organization
    Structure Hierarchical Networked

    Worker focus Blue-collar/white collar Knowledge worker

    Scale Large, stable Flexible

    Orientation Operations Customer

    Effort Individual Team

    Key resources Capital People, information

    Rewards Loyalty and seniority Performance and competence

    Economic relationships Mergers and acquisitions Strategic alliances

    Competitive calibration Multinational Global

    Information technology Support Enabling

    Direction Sound management Leadership


    These changes are arising from the new realities, which
    include:

    Customers demand unique products and faster service.


    Technological innovations happen at a faster rate.
    New products develop more quickly.
    Product life cycles are shorter.
    Governments are forced to reduce deficits.
    Global economy is experiencing low growth.
    No protection exists from global competition.
    What Is BUSINESS PROCESS REENGINEERING?
    A business process is an activity or set of activities that will accomplish a
    specific organizational goal.

    Business process reengineering (BPR) is the fundamental redesign of an


    organization and its operations to achieve dramatic performance
    improvements in the areas of cost, quality, and cycle time.

    Two types of Business processes:

    1. Operational/core processes carried out by frontline workers in


    delivering services to customers
    2. Management support processes that assist the frontline workers in
    delivering customer services
    After reengineering:
    Corporate Culture Change From To
    Work units Functional departments Process teams

    Jobs Simple tasks Multidimensional work

    Peoples roles Controlled Empowered

    Organization structure Hierarchical Flat

    Performance measures Activity Results

    Advancement criteria Seniority Performance

    Managers Supervisors Coaches

    Executives Scorekeepers Leaders


    Where BPR Can Be Applied?
    BPR can be applied to virtually any organization in both the public and
    private sectors. Industries that have achieved significant success with BPR
    include banking and finance, construction, insurance, airlines, and
    manufacturing.

    Benefits from BPR:


    Costs can be dramatically reduced.
    Quality can be improved.
    Processes are streamlined.
    The work environment is enhanced.
    SIX GUIDING PRINCIPLES

    1. Be customer driven.
    2. Look at function first, then form.
    3. Position technology as an enabler, not as a solution.
    4. Think cross-functional processes, not individual tasks.
    5. Set measurable performance targets.
    6. Demonstrate success early.
    ORGANIZING TO REENGINEER

    Reengineering project is usually organized around four separate


    entities.
    1. The sponsor.
    2. The project management team.
    3. Design teams.
    4. Steering committee.
    EXECUTIONTHE NINE DIMENSIONS OF BPR
    #1. BUSINESS DIRECTION
    Since this step will determine the focus for the entire reengineering program, it requires a
    great deal of emphasis. The critical elements of the business are as follows:

    1. Confirming the mandate.


    2. Identifying our critical success factors.
    3. Identifying our reengineering targets.
    4. Determine the measurable results.
    5. Confirming our shared values and principles.

    Customer-focused Reengineering Targets:


    Customer stakeholder Performance indicators Reengineering targets
    requirements
    Quick and on-time service Cycle time per Reduce service delivery cycle time by
    transaction 30%

    Accuracy Number of errors Reduce number of errors to 0%


    Cost Cost of service Reduce cost by 40%
    #2. SCOPING AND TARGETING
    When the business direction has been confirmed, it is possible to begin the
    step of reviewing existing business processes and selecting those to be
    redesigned.

    1. Information Gathering and Data Collection (Multiple Lines of Evidence).


    As-is process modeling
    Interviews
    Research

    2. Identification of Opportunities.
    Analysis based on the process models
    i. Identification of bottlenecks, redundancies, and inefficiencies.
    ii. Assessment of current performance and refining performance targets.
    iii. Identification of potential enablers,
    Benchmarking.
    Ideas from interviews with staff.
    Screening of opportunities.
    i. Proof of concept
    ii. Project team challenge
    iii. Cost-benefit analysis
    Identification of potential enablers:

    Need Possible IT Solution


    Reduce storage costs Imaging
    Allow user wider access to Expert systems, networks
    information
    Speed access time Touch screens
    Provide fast data entry Bar codes, pen-based computing
    Improve item tracking Bar codes
    Standardize information Electronic commerceEDI
    Increase flexibility Client/server infrastructure
    Increase systems user-friendliness Graphical user interface
    Speed transaction flow Kiosks, interactive voice response, fax back
    Reduce defect rate Bar codes, expert systems
    #3.PROCESS DESIGN
    The key to achieving breakthroughs in productivity is to start with a clean
    slate. Trying to build on existing process designs tends to limit creativity and
    will usually not yield the dramatic improvement that management is seeking
    through BPR. By starting fresh, process design can reflect the full creative
    forces of the design team and often leads to entirely new and better ways of
    achieving the desired result.

    Principles :
    1. Identify what, not who or where.
    2. Design processes for the vast majority of situations, then look after the
    exceptions.
    3. Minimize permanent control functions.
    4. Confirm that each function adds value to the delivery of products or
    services.
    5. Screen all functions for consequences of elimination.
    6. Confirm consistency with the business direction.
    #4. INFRASTRUCTURE ALIGNMENT
    #5. IMPLEMENTATION PLANNING AND FINANCING

    The outputs from this dimension will include:

    Detailed implementation work packages.


    Bundling of work packages into transition phases.
    Final cost estimates for reengineering initiatives.
    Schedule for each phase.
    Financing options for the transition period.
    #6. IMPLEMENTATION
    CHANGE MANAGEMENT
    At the Start of the Project
    Throughout the Project
    Continuous Improvement

    FUTURE TRENDSBUSINESS PERFORMANCE IMPROVEMENT


    CASE STUDY: #1 BEFORE
    AFTER
    CASE STUDY: #2 FORD MOTOR COMPANY
    500 people & Most works on mistakes between
    BEFORE
    AFTER

    You might also like