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Business Process Re Engineering Barun

This presentation provides an overview of business process reengineering (BPR). It defines BPR as the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical measures like cost, quality, service, and speed. The presentation discusses the key aspects of BPR including why organizations reengineer their processes, common challenges and reasons for BPR failure, as well as recommended steps to successfully implement BPR.

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198 views

Business Process Re Engineering Barun

This presentation provides an overview of business process reengineering (BPR). It defines BPR as the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical measures like cost, quality, service, and speed. The presentation discusses the key aspects of BPR including why organizations reengineer their processes, common challenges and reasons for BPR failure, as well as recommended steps to successfully implement BPR.

Uploaded by

barundudeboy
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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PRESENTATION ON

BPR

• BARUN KUMAR
• AFTAB ALI KHAN
• SARVESH SAHU
BUSINESS PROCESS

REENGINEERING
• Synonyms:
Business process redesign, business
transformation, process innovation,
business reinvention, change
integration.
Definition:-
• “Reengineering is the fundamental
rethinking and radical redesign of
business processes to achieve
dramatic improvements in critical,
contemporary measures of
performance such as cost, quality,
service, and speed.”

3
Key Words
• Fundamental
– Why do we do what we do?
– Ignore what is and concentrate on
what should be.
• Radical
– Business reinvention vs. business
improvement

4
CONT............
• Dramatic
– Reengineering should be brought in “when a
need exits for heavy blasting.”
• Companies in deep trouble.
• Companies that see trouble coming.
• Companies that are in peak condition.
• Business Process
– a collection of activities that takes one or more
kinds of inputs and creates an output that is of
value to a customer.

5
BPR is Not?
• BPR may sometimes be mistaken for the following five
tools:

• Automation

• Downsizing .

• Outsourcing

• Continuous improvement
The C’s related to
Organization Re-engineering Projects
The 3C’s of The 4C’s of
organization Re- effective teams:
engineering:
- Customers - Commitment
- Competition - Cooperation
- Change - Communication
- Contribution
Why Reengineer?

• Customers

– Demanding
– Changing Needs
Customer Demands
• expect us to know everything
• to make the right decisions
• to do it right now
• to do it with less resources
• to make no mistakes
• expect to be fully informed
• Competition
– Local
– Global

• Change
– Technology
– Customer Preferences
Business Process Reengineering Methodology …

Current Future
Products/Services Products/Services

Information S D Information
T I
Current R R Future
Business A E Business
Processes Technology C Technology Processes
T
E T
I
G
O
Skills I Skills
N
C S

Current Future
Environments (AS-IS) Environments (TO-BE)

Transition/Implementation (Change Management)

AIMCORP-Automated Information Management Corporation


Why Organizations Don’t
Reengineer?
• Complacency

• Political Resistance

• New Developments

• Fear of Unknown and Failure


Performance
• BPR seeks improvements of

– Cost
– Quality
– Service
– Speed
STEPS FOR
REENGINEERING

Select The Process & Appoint Process Team

Understand The Current Process

Develop & Communicate Vision Of Improved Process

Identify Action Plan

Execute Plan
BPR
Common Problems with BPR
• Process Simplification is Common - True
BPR is Not
• Desire to Change Not Strong Enough
• Commitment to Existing Processes Too
Strong
– REMEMBER - “If it isn’t broke …”
Cont…..
• Process under review too big or too small
• Reliance on existing process too strong
• The Costs of the Change Seem Too Large
• Allocation of Resources
• Poor Timing and Planning
• Keeping the Team and Organization on
Target
How to Avoid BPR Failure
• The Information technology group should be an integral
part of the reengineering team from the start.
• BPR must be sponsored by top executives, who are not
about to leave or retire.
• BPR projects must have a timetable, ideally between
three to six months, so that the organization is not in a
state of "limbo".
• BPR must not ignore corporate culture and must
emphasize constant communication and feedback.

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