Business Process Re Engineering Barun
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Transcript of Business Process Re Engineering Barun
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PRESENTATION ON
BPR
BARUN KUMAR
AFTAB ALI KHAN SARVESH SAHU
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BUSINESS PROCESS
REENGINEERING Synonyms:
Business process redesign, business
transformation, process innovation,
business reinvention, change
integration.
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Definition:-
Reengineering is the fundamental
rethinking and radicalredesign of
businessprocesses to achievedramaticimprovements in critical,
contemporary measures of
performance such as cost, quality,
service, and speed.
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Key Words
Fundamental Whydo we do what we do?
Ignore what is and concentrate onwhat should be.
Radical Business reinvention vs. business
improvement
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CONT............
Dramatic
Reengineering should be brought in when a
need exits for heavy blasting.
Companies in deep trouble. Companies that see trouble coming.
Companies that are in peak condition.
Business Process
a collection of activities that takes one or more
kinds of inputs and creates an output that is of
value to a customer.
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BPR is Not?
BPR may sometimes be mistaken for the following fivetools:
Automation
Downsizing.
Outsourcing
Continuous improvement
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The Cs related toOrganization Re-engineering Projects
The 3Cs of
organization Re-
engineering:
The 4Cs of
effective teams:
- Customers
- Competition
- Change
- Commitment
- Cooperation
- Communication
- Contribution
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Why Reengineer?
Customers
Demanding
Changing Needs
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Customer Demands
expect us to know everything
to make the right decisions
to do it right now
to do it with less resources
to make no mistakes
expect to be fully informed
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Competition
Local
Global
Change
Technology
Customer Preferences
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Current
Business
Processes
Future
Business
Processes
Information
Technology
Skills
S
T
R
AT
E
G
I
C
D
I
R
E
C
T
I
O
N
S
Information
Technology
Skills
CurrentEnvironments (AS-IS)
FutureEnvironments (TO-BE)
Transition/Implementation (Change Management)
Business Process Reengineering Methodology
Current
Products/Services
Future
Products/Services
AIMCORP-Automated Information Management Corporation
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Why Organizations Dont
Reengineer?
Complacency
Political Resistance
New Developments
Fear of Unknown and Failure
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Performance
BPR seeks improvements of
Cost Quality
Service
Speed
S S O
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STEPS FOR
REENGINEERING
Select The Process & Appoint Process Team
Understand The Current Process
Develop & Communicate Vision Of Improved Process
Identify Action Plan
Execute Plan
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BPR
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Common Problems with BPR
Process Simplification is Common - True
BPR is Not
Desire to Change Not Strong Enough
Commitment to Existing Processes Too
Strong
REMEMBER - If it isnt broke
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Cont..
Process under review too big or too small
Reliance on existing process too strong
The Costs of the Change Seem Too Large Allocation of Resources
Poor Timing and Planning
Keeping the Team and Organization onTarget
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How to AvoidBPRFailure
The Information technology group should be an integral
part of the reengineering team from the start.
BPR must be sponsored by top executives, who are not
about to leave or retire.
BPR projects must have a timetable, ideally between
three to six months, so that the organization is not in a
state of "limbo".
BPR must not ignore corporate culture and must
emphasize constant communication and feedback.
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