![Three C’s that Define Today’s Business Climate ,[object Object],[object Object],[object Object],By: Zulfiqar Ahmed Farhan](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)
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BPR Process Redesign 40
- 1. Business Process Re-engineering Name : Hamdard
- 15. BPR Versus Continuous Improvement By: Zulfiqar Ahmed Farhan Process Reengineering Radical Transformation People & Technology Focus High Investment Rebuild Champion Driven Continuous Improvement Incremental Change People Focus Low Investment Improve Existing Work Unit Driven
- 16. BPR Versus Process Simplification By: Zulfiqar Ahmed Farhan Process Reengineering Radical Transformation Vision-Led Change Attitudes & Behaviours Director-Led Limited Number of Initiatives Process Simplification Incremental Change Process-Led Assume Attitudes & Behaviours Management-Led Various Simultaneous Projects (Source Coulson-Thomas, 1992)
- 21. Information Technology & BPR By: Zulfiqar Ahmed Farhan
- 24. BPR Challenges By: Zulfiqar Ahmed Farhan
- 27. By: Zulfiqar Ahmed Farhan Phases of BPR
- 36. Systems Perspective By: Zulfiqar Ahmed Farhan Transformation Inputs Outputs Feedback Environment
- 37. BPR Symbols By: Zulfiqar Ahmed Farhan
- 38. Business Process Flowchart Symbols By: Zulfiqar Ahmed Farhan An Activity A Document A Decision Data (input as outputs)
- 39. Business Process Flowchart Symbols By: Zulfiqar Ahmed Farhan A Predefined Process The Start of a Process The End of a Process Representing a Relation Start End
- 40. Business Process Flowchart Symbols By: Zulfiqar Ahmed Farhan Continuation of the process at the same page at an equal symbol with the same number. Used when a relation arrow crosses another relation arrow Off-Page Connector - Process will continue on the next page Integration Relation - A relation to another module is identified and described
- 41. Data Flowchart Symbols By: Zulfiqar Ahmed Farhan An Activity A Document A Decision Flat Data File (input as outputs)
- 42. Data Flowchart Symbols By: Zulfiqar Ahmed Farhan Manual Data Item A Database File Representing a Relation Continuation Off-Page Connector
Notes de l'éditeur
- 7 Companies created to thrive on mass production, stability, and growth can’t be fixed to succeed in a world where customers, competition, and change demand flexibility and quick response.
- 8 Consumer expectations soared in the United States when competitors - many of them Japanese - burst upon the market with lower prices combined with higher quality goods. This was mass production plus - plus quality, price, selection, and service. Once customers experience superior service, they do not happily return to accepting less. For companies that grew up with a mass market mentality, the hardest new reality to accept about customers is that each one counts.
- 9 Start-up companies that carry no organizational baggage and are not constrained by their histories can enter a market with the next product or service generation before existing companies can even recoup their development costs on the last one. Examples: Sun Microsystems and Walmart Walmart and Procter & Gambles’ Diaper Inventory Agreement
- 10 Change is normality. Not long ago, for example, life insurance companies offered only two products: term and whole life. Today, they supply a constantly changing smorgasbord of products, and the competitive pressure on insurance companies to create new products is constantly increasing. Not only have product and service life cycles diminished, but so has the time available to develop new products and introduce them. Today, companies must move fast, or they won’t be moving at all.
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- 15 Reengineering begins with no assumptions and no givens. It ignores what is and concentrates on what should be.
- 16 Throwing away the old. Business reinvention.
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