Noor Mahammad
Business ProcessReengineering
Contents:
Introduction
Objectives
Characteristics
Life Cycle
Success Factors
Limitations
Conclusion
Fundamental
Radical
Process
Dramatic
The fundamental rethinking and radical redesign of business process tobring about dramatic improvements in performance.
Definition Of BPR
3Cs – The Driving Force Behind
Reengineering
Customer
Competition
Change
Why Re-engineering?
Speed
Flexibility
Quality
Innovation
Productivity
Objectives of BPR:
Characteristics of BPR:
Approach in which customers are stake holders
Surgery, not Therapy
Information technology plays key role
Converting organization into new “Process-
oriented one”
Ford Accounts Payable Process*
Accounts Payable
Accounts Payable
VendorVendor
GoodsReceivingReceiving
Payment
Invoice
Receiving document
PurchasingPurchasing
Purchase order
Copy ofpurchase order
*Source: Adapted from Hammer and Champy, 1993
Ford Procurement Process
AccountsPayable
AccountsPayable
VendorVendor
GoodsReceivingReceiving
Payment
Goods received
PurchasingPurchasing
Purchase order
Purchase order
Data base
Visioning
Identifying
Analyzing
Redesigning
Evaluating
Implementing
Improving
Enterprise-wide engineering
Process-specific engineering
BPR Life Cycle:
Manage change and stakeholder interests
Clear Vision for Transformation
Reduction of Cycle time
Greater Accuracy
Increased customer satisfaction
Reduced cost
Change Management
Success Factors Of BPR:
Fear of Unknown and Failure
Confusion surrounding BPR
Ineffective BPR teams
Problems related to organizational structure
Problems related to BPR resources
Limitations:
Conclusion:
BPR brings Efficiency, Effectiveness &
customer friendliness.
Radical Redesign of business process
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