BPR-GHANDARA NISSAN LTD.

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BUSINESS PROCESS

RE-ENGINEERING

REPORT ON

GHANDARA NISSAN LIMITED


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Table of Content

Pg No.

ACKNOWLEDGEMENT 2

ABOUT THE COMPANY 3

COMPANY HIERARCHY 4

BUSINESS PROCESS REENGINEERING 5

PROCESS THAT IS GOING TO BE WORKED ON 6

SYSTEM EXISTING PROCESS 7

FLOWCHART 8VALUE ANALYSIS 10

BPR OBJECTIVES 11

REDESIGNING THE WORKFLOW 13

ROLE OF IT 14

STAKEHOLDERS INVOLVEMENT 15

MEASUREMENT OF PERFORMANCE 17

PROCESS REENGINEERING 18

MAIN FACTORS NECESSARY FOR CHANGE 22PILOT TESTING 25

SUCCESSFUL CHANGES(BENEFITS) 25

CONCLUSION 27


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ACKNOWLEDGEMENT

I am, with the esteem depth of heart, thankful to our Business Process Re-

engineering faculty that he provided me with an opportunity to have a

practical of all that I have studied in the course.

I have tried to accomplish the report assigned by the faculty to the best of my

abilities. I welcome and appreciate any queries and suggestions from the side

of the instructor.


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ABOUT THE COMPANY

The Ghandhara Nissan Limited (GNL), started working in 1981 as a Private

Limited Company. It has the sale license for the distribution of Nissan vehicles

in Pakistan. These vehicles are distributed in CBU condition in Pakistan. In 1992

it was converted into a Public Company listed in Karachi Stock Exchange.

Ghandhara Nissan has Technical Assistance Agreement with Nissan, Japan and

joint Venture Agreement with Nissan Diesel Company, Japan for the

progressive Assembly of Passenger Cars, Light Commercial Vehicles and Heavy

Duty Vehicles. Ghandhara Nissan's Car and Truck Plants are located at Port

Qasim, Karachi, adjacent to each other. Ghandhara Nissan is a group Company

of Bibojee Services (Private) Limited.

On January 13, 2009, Ghandhara Nissan announced "Nissan passenger cars are

now being assembled at Ghandhara Nissan's plant under the direct supervision

of Japanese engineers. The passenger cars being referred to the new Nissan

Sunny.


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COMPANY HIERARCHY

Chairman

Chief Executive

Officer

Director Selling

& Marketing

Director

Administration

Director

Procurement

Director Finance

Accounts

Department

Imports

Department

Procurement

and Planning

Engineering

Product

development

Sales

Marketing

Customer

Services

Administration

Internal Audit

Human Resource

Information

Technology


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BUSINESS PROCESS REENGINEERING


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PROCESS THAT IS GOING TO BE WORKED ON:


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SYSTEM EXISTING PROCESS


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FLOWCHART

FIGURE- The basic localization of parts process flow and actions

START

Product

Development

Procurement

Department

Engineering

Department

Product

Development

Marketing

Department

Procurement

Department

End


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VALUE ANALYSIS

Value adding Non value adding

1. PRODUCT

DEVELOPMENT

1. Creates the localized Parts

List

2. Action performer signs the

list

3. Action performer sends

the list.

1. Performer prints the

Deletion List

2. Action performer scans

the List

2. PROCUREMENT 1. Action performer edits the

LIST: confirms or not eachof the PARTS included in

the List from marketing

aspect

1. Action performer prints

the List2. Action performer scans

the List

3. ENGINEERING 1. Action performer edits the

List and gives aconfirmation

of which parts can be

localized inhouse from

technical aspect


the List


the List

4. MARKETING 1. Action performer prints

the List


theList

3. Action performer

confirms or not each of

the parts included in

the List from marketing

point of view.

5. PRODUCT

DEVELOPMENT

1. Action performer edit the

localized Parts List

according to TBS regulation


list


the list.


the Deletion List


the List

6.PROCUREMENT

DEPARTMENT 1. Edits the localized PartsList1. Action performer prints

the Deletion List


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Final list


the list.


the FINAL List

BPR OBJECTIVES

OBJECTIVES of BPR

User-friendliness

Communication

Data sharing

Security

Speed of Process


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REDESIGNING THE WORKFLOW


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ROLE OF IT


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3

TEAM


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MEASUREMENT OF PERFORMANCE


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PROCESS RE ENGINEERING

(AUTOMATION OF THE PROCESS)

- Get feedbacks and suggestions on the electronic application;

- Assessing whether the electronic application seems capable to meet theBPR objectives.


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The above figure shows the user interface for the Deletion List.


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PROCESS IMPLEMENTATION

The process of implementation shall start with one to one meetings which caninclude video conferencing. These meetings shall be held so as to

communicate with the stakeholders that have high interest; those

stakeholders are procurement, engineering and development departments

respectively. Communication with the stakeholders that have low interest can

be carried out through email.

When the electronic software /application will be implemented in

departments then a continuous measurement of the results shall be done so as

to rate the performance of the application. It can be done even when a singlefunction is implemented. One such indicator can be a low number of follow up

that shows an up to the mark communication with the stake holders.

User specific guides shall be created so as to equip the process users with the

necessary knowledge of using electronic application. The success of the people

training activity can be measured by the low number of follow-up requests.


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MAIN FACTORS NECESSARY FOR CHANGE


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PILOT TESTING

BENEFITS (THE SUCCESSFUL CHANGES)


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OLD PROCESS NEW PROCESS

Nissan

Product

Development

Step 1

1.Action performer receives theinput for creating the List (oral

or email)

2.Action performer creates theList and enters the list of parts

needs to be localized

3.Action performer prints the List4.Action performer signs the List5.Action performer scans the List6.Action performer sends the List

by email to the next person

1.Action performer receives theinput for creating the Deletion

List(email)

2.Action performer creates theList and enters the list of parts

3.Action performer sends theemail with Lists link to the

next person

In Between

Steps

1.Action performer prints theList

2.Action performer edits theList

3.Action performer signs theList

4.Action performer scans theList

5.Action performer sends theList by email to the next

person

1.Action performer edits theList

2.Action performer sends theemail with Link of the List to

the next person

Nissan

Procurement

Department

Final Step

1.Action performer prints the List2.Action performer edits the List3.Action performer signs the List4.Action performer scans the List5.Action performer sends the List

by email

6.Action performer sends the Listby email

1.Action performer edits theDeletion List

2.Final Deletion list isautomatically generated

Paper Process vs. Electronic ProcessThe performance of the electronic process is evaluated and compared to the

former paper-process, as shown by the Table


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CONCLUSION

The need of automating the paper process at GNL was identified by the

internal audit. The main objective was to revolutionize the process and bring

transparency and data sharing elements to it. The reason why this path was

selected is because after carefully analyzing the already available software

packages in the company, it seemed a better option to bring a radical changethrough that direction. The implementation of such change will reap out the

necessary benefits that GNL presently needs.

However there are certain problems that might pop up with the replacement

of paper process with electronic process. One such problem or issue can be the

continuous improvement required by the IT department. IT department should

consist of skilled personnel so as to bring improvements in the electronic

application and execute the purpose of the BPR project. Moreover, in order to

give a final ruling of the reengineered process implemented, a constant

monitoring is needed to evaluate if all the participants has familiarized

themselves with the new solution and have understood their role, task and

responsibilities.

BPR-GHANDARA NISSAN LTD.

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