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Why and How BPR Is Using by Organizations and Identify Problems That Effect Reengineering Success?

Business process reengineering (BPR) aims to improve organizational efficiency and effectiveness by fundamentally rethinking and redesigning business processes. Key aspects of BPR include taking a clean slate approach, focusing on critical processes, and achieving dramatic improvements in areas like cost, quality, and speed. Common problems with BPR initiatives include lack of management support, unrealistic expectations of benefits, underestimating resistance to change, and poor project management. Successful BPR requires top-down commitment, a clear vision and strategy, and relating process improvements to organizational culture.

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31 views

Why and How BPR Is Using by Organizations and Identify Problems That Effect Reengineering Success?

Business process reengineering (BPR) aims to improve organizational efficiency and effectiveness by fundamentally rethinking and redesigning business processes. Key aspects of BPR include taking a clean slate approach, focusing on critical processes, and achieving dramatic improvements in areas like cost, quality, and speed. Common problems with BPR initiatives include lack of management support, unrealistic expectations of benefits, underestimating resistance to change, and poor project management. Successful BPR requires top-down commitment, a clear vision and strategy, and relating process improvements to organizational culture.

Uploaded by

Sunny Kumar
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as DOCX, PDF, TXT or read online on Scribd
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Why and how BPR is using by organizations and identify problems that effect reengineering success?

Ans:Business process Reengineering:

Business process reengineering (BPR) is a management approach aiming at improvements by means of elevating efficiency and effectiveness of the processes that exist within and across organizations. The key to BPR is fororganizations to look at their business processes from a "clean slate" perspective and determinehow they can best construct these processes to improve how they conduct business. Business process reengineering is also known as BPR, Business Process Redesign, Business Transformation, or Business Process Change Management. Reengineering is the fundamental rethinking and radical redesign of business processes toachieve dramatic improvements in critical contemporary measures of performance, such as cost,quality, service, and speed. The focus of this technique or method is to smooth the procedures & approaches undertaken byvarious departments of an organization to achieve their respective objectives. The termrethinking refers to the idea of firstly studying & then analyzing all or any of the processes to anyextent depending on the need & objective of change. The objectives to be achieved according tothis definition are to qualitatively enhance the efficiency & quality of delivery & production ofgoods & services, to achieve qualitative improvement in the handling of production, procedural& customer related matters. The concept of BPR can be understood in the following manner. The analysis & design of workflow & processes within & between organizations.

Major steps in BPR:

Senior managers may begin the task of process alignment by a series of BPR steps. These steps develop a self-reinforcing cycle of commitment, communication &culture change. The steps may include gaining commitment to change through the formulation ofthe top team, developing a shared vision & mission of the business & of what change is required,defining the measureable objectives, which must be agreed by the team, as being the quantifiableindicators of success in terms of the mission, identify the CSFs based on the mission of theorganization. Following steps should be followed to implement BPR. 1.Break down the CSFs into the key or critical business processes & gain process ownership. 2.Break down the critical processes into sub processes, activities & tasks & form the teams around these. 3.Redesign, monitor & adjust the process alignment in response to difficulties in the change process. Other criticism brought forward against the BPR concept includes, 1.Lack of management support for the initiative and thus poor acceptance in the organization. 2.Exaggerated expectations regarding the potential benefits from a BPR initiative and consequently failure to achieve the expected results. 3.Underestimation of the resistance to change within the organization. 4.Implementation of generic so-called best-practice processes that do not fit specific company needs. 5.Over trust in technology solutions. 6.Performing BPR as a one-off project with limited strategy alignment and long-term perspective.

7.Poor project management.

How To Implement A BPR Project


The best way to map and improve the organization's procedures is to take a top down approach, and not undertake a project in isolation. That means: Starting with mission statements that define the purpose of the organization and describe what sets it apart from others in its sector or industry. Producing vision statements which define where the organization is going, to provide a clear picture of the desired future position. Build these into a clear business strategy thereby deriving the project objectives. Defining behaviours that will enable the organization to achieve its' aims. Producing key performance measures to track progress. Relating efficiency improvements to the culture of the organization Identifying initiatives that will improve performance.

Features of BPR >Workers make decisions. >Several jobs are combined into one. >Steps in the process are performed in natural order. >Process has multiple versions. >Work is performed where it makes the most sense. >Checks and controls are reduced.

>Reconcillation is minimized. >A case manager provides a single point of contact. >Work unit changes: functional to process. >Structure changes: hierarchical to flat. >Managers change: supervisor to coaches.

BPR differs from TQM

BPR provides a new definition of operational excellence which helps to destroy all the old tenets. This provides internal drivers & external focus so that customer & supplier receive more attention. >BPR pushes TQM & JIT approaches both upstream & downstream to customer & supplier in order to either add value in supply chain more effectively or to penetrate into market more aggressively. >BPR requires corporate leaders not only to discover new avenues but to eliminate non- value added activities by challenging very purpose, principles & the basic assumptions on which the systems are founded. >Traditional TQM & JIT often fail to break functional barriers & engage the individuals in improving process.

Organization structure

Classical IE based
>Hierarchical management

BPR based
>Flatterened & shortened chain of command control

>Vertical division of labour, centralization of decisions

>Decentralization of responsibilities & of decision making

>separation of categories by status

>Blurring of status differences & trend towards more status

>technical division of labour and atomistic and service strict task assignment

>Enlargement of task toward more professional division of work

>Specialization and compartmentalization of knowledge

>Multidisciplinary team working

>Loose ties with supplier

>Connectivity with supplier and Subcontractors

>Loose ties with consumer

>Great sensitivity to market Demand, to buyers & Consumers & all stock

>Standardized products & production process >Overall routines & rigidities

>Structural, technological & organizational flexibility >Continuous search for Innovation and value additions.

>Production management Is central

>Human resources department becomes central.

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