Business Process BPR

8/3/2019 Business Process BPR

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Presented by

Arun


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Introduction

Phases

Challenges

Maximizing BPR success


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Business process re-engineering is the analysis anddesign of workflows and processes within anorganization. A business process is a set of logicallyrelated tasks performed to achieve a defined businessoutcome. Re-engineering is the basis for many recentdevelopments in management.

Def - the fundamental rethinking and radical redesignof business processes to achieve dramaticimprovements in critical modern measures ofperformance, such as cost, quality, service, and speed


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1. Begin Organizational Change

2. Building the reengineering organization

3. Identifying BPR opportunities

4. Understanding the existing process5. Reengineering the process

6. Blueprint the new business system

7. Perform the transformation


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Begin Organizational Change

Assess the current state of the organization

Explain the need for change

Illustrate the desired state

Create a communications campaign for change


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Establish a BPR organizational structure

Establish the roles for performing BPR

Choose the Personnel Who will re-engineer


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ExecutiveLeader

Process OwnerReengineering

teamReengineering

Specialist


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Identify the core/high level processes

Recognize potential change enablers

Gather performance metrics within industry

Gather performance metrics outside industry Select processes that should be re-engineered

Prioritize selected processes

Evaluate pre-existing business strategies


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Dysfunction

Importance

Feasibility


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Consult with customers for their desires

Determine customers actual needs

Formulate new processes performance objectives

Establish key process characteristics Identify potential barriers to implementation


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Understand why the current steps are performed

Model the current process

Understand how technology is currently used

Understand how information is currently used Compare current process with the new objectives


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Ensure the diversity of the rengineering team

Question current operating assumptions

Brainstorm using change levers

Brainstorm using BPR principles Evaluate the impact of new technologies

Consider the perspectives of stakeholders

Use customer value as the focal point


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Several jobs are combined to one

Workers make decisions

Steps in a process are performed in a natural order

Reconcilliation is minimized Decentralised operations are prevalent


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ERP system

SCI technoogies

BI

Internet Distributed computing platforms

Client/server architechtures

groupware


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Define the new flow of work

Model the new process steps

Model the new information requirements

Document the new organizational structure Describe the new technology specifications

Record the new personnel management systems

Decsribe the new values and culture required


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Develop a migration strategy

Create amigration action plan

Develop metrics for measuring performance during

implementation Involve the impacted staff

Implement in an iterative fashion

Establish the new organisation structures


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Assess Current skills and capabilities of workforce

Map new tasks and skill requirements to staff

Re-allocate workforce

Develop a training curriculm Educate staff about the new process

Educate the staff about new technology used


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Educate management on facilitation skills

Decide how new technologies will be introduced

Transition to the new technologies

Incorporate process improvement mechanisms


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Not every company needs to re-invent itself

Expect resistance and manage it properly

Surround the project with a sense of urgency

Get top management to fully support the project Keep the lines of communication open

Create an atmosphere of trust and co-operation

People affected by system are involved in changeprocess


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Challenges faced by BPR Resistance

Tradition

Time requirements

Cost

Skepticism

Job Losses

Business Process BPR

Documents

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