Business process reengineering (BPR) involves fundamentally rethinking and radically redesigning business processes to achieve dramatic improvements in critical performance measures like cost, quality, service and speed. It focuses on how work is done, moving away from functional silos to a process view that cuts across organizational boundaries. BPR aims for breakthrough goals through fundamental changes that question existing structures and procedures, taking nothing for granted. Key steps in BPR include selecting processes for reengineering, understanding the current process, developing a vision for an improved process, identifying an action plan, and executing the plan. Common challenges include not making changes radical enough, over-reliance on the existing process, and failure to gain organizational commitment.

1. Business Process Reengineering Presentation by: Eesha Mehta

4. Processes Are Often Cross Functional Areas “ Manage the white space on the organization chart!” Supplier Customer/ Markets Needs Value-added Products/ Services to Customers "We cannot improve or measure the performance of a hierarchical structure. But, we can increase output quality and customer satisfaction, as well as reduce the cost and cycle time of a process to improve it."

12. Competitive Forces Model

16. Four Revolutions Affecting Business Today New Competitors New Rules of Competition New Technologies New Work Force

22. RISKS & REWARDS

25. Reengineering & Continuous Improvement-- Similarities 16 Reengineering Continuous Improvement Similarities Basis of analysis Process Process Performance measurement Rigorous Rigorous Organizational change Significant Significant Behavioral change Significant Significant Time investment Substantial Substantial

26. 17 Reengineering & Continuous Improvement-- Differences Reengineering Continuous Improvement Differences Level of change Radical Incremental Starting point Clean slate Existing process Participation Top-down Bottom-up Typical scope Broad, cross-functional Narrow, within functions Risk High Moderate Primary enabler Information technology Statistical control Type of change Cultural and structural Cultural

27. Key Steps Select The Process & Appoint Process Team Understand The Current Process Develop & Communicate Vision Of Improved Process Identify Action Plan Execute Plan

47. Ford (cont)

48. Ford (cont)