Business Process Reengineering - The Way To Business Success
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This document discusses business process reengineering (BPR). BPR involves fundamentally rethinking and redesigning business processes to achieve dramatic improvements in areas like cost, quality, service, and speed. It summarizes why organizations reengineer processes due to demanding customers, competition, and changing needs. However, complacency, political resistance, and fear of failure can prevent reengineering. BPR seeks to improve cost, service, quality, and speed using a systems perspective focused on end customers and radical process improvement through integrated change. Key steps involve selecting processes, understanding the current process, developing a vision for improvement, and executing the plan.
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Business Process Reengineering - The Way To Business Success
- 2. Sagar Mandal Abhishek Roy Avinash Kodical Darrel D’Souza Tanmayi C. Nethra
- 3. What is BPR? Reengineering is the fundamental rethinking and redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service and speed.
- 5. Why Reengineer? • Demanding • Local • Technology • Sophistication • Global • Customer • Changing Preferences Needs Customers Competition Change
- 6. Why Organizations Don’t Reengineer? Complacency Political Resistance New Developments Fear of Unknown and Failure
- 7. BPR Seeks Improvements In Cost Service Quality Speed
- 8. Key Characteristics Systems Philosophy Global Perspective on Business Processes Radical Improvement Integrated Change People Centred Focus on End-Customers Process-Based
- 9. Systems Perspective Feedback Inputs Transformation Outputs Environment
- 10. Process Based • BPR Initiatives Added must add-value Value over and above the existing process • BPR Initiatives Customer- must meet the Led needs of the customer
- 11. Radical Improvement Sustainable Stepped Approach • Process improvements • Process improvements need to become firmly will not happen over rooted within the night they need to be organization gradually introduced • Also assists the acceptance by staff of the change
- 12. Integrated Change • Process Viable improvements Solutions must be viable and practical • Process Balanced improvements Improvements must be realistic
- 13. Business Empowerment Organizational Understanding & Participation Culture
- 15. {
- 16. Key Steps Select The Process & Appoint Process Team Understand The Current Process Develop & Communicate Vision Of Improved Process Identify Action Plan Execute Plan
- 17. Select the Process Review Business Understand Select Core Don’t Assume Strategy and Customer Processes Anything Customer Needs Requirements
- 18. Appoint the Process Team Appoint BPR Champion Identify Process Owners Establish Executive Improvement Team Provide Training to Executive Team
- 19. Core Skills Required Capacity to view the organization as a whole Ability to focus on end-customers Ability to challenge fundamental assumptions Courage to deliver and venture into unknown areasAbility to assume individual and collective responsibility Employ ‘Bridge Builders’
- 20. Execute Plan Provide advanced Benchmark team training the process Evaluate the change Define and impact on eliminate the business Perform process periodic and on Qualify/certif problems customers qualification y the process reviews