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Presentation Kaizen & BPR

Business process reengineering (BPR) involves fundamentally rethinking and radically redesigning business processes to achieve dramatic improvements in performance. It is a defined project with a beginning and end. In contrast, kaizen is a philosophy of continuous incremental improvement involving all employees. Kaizen focuses on ongoing small improvements to subprocesses rather than large-scale redesigns and aims for immediate, measurable changes without reliance on technology. Key differences are that BPR typically affects entire processes at once through potentially radical changes led by consultants, while kaizen drives sustained incremental change through employee involvement.

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Amar Elias
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259 views

Presentation Kaizen & BPR

Business process reengineering (BPR) involves fundamentally rethinking and radically redesigning business processes to achieve dramatic improvements in performance. It is a defined project with a beginning and end. In contrast, kaizen is a philosophy of continuous incremental improvement involving all employees. Kaizen focuses on ongoing small improvements to subprocesses rather than large-scale redesigns and aims for immediate, measurable changes without reliance on technology. Key differences are that BPR typically affects entire processes at once through potentially radical changes led by consultants, while kaizen drives sustained incremental change through employee involvement.

Uploaded by

Amar Elias
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPTX, PDF, TXT or read online on Scribd
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Group 3

Difference between bpr and kaizen


BUSINESS PROCESS
REENGINEERING METHOD VERSUS
KAIZEN METHOD
Introduction
 Quite often it is necessary for an organization to revise and
re-examine its decisions, goals, targets etc., in order to
improve the performance in many ways
 Also continuous improvement in quality, technology,
processes, company culture, productivity, safety and
leadership is another way for improvement of organization
Business Process Reengineering
(BPR)
 Is defined as “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.”
(Hammer & Champy,1993: 46)
key words:-
Fundamental :-people ask fundamental questions about their
organizations and how they operate: “Why do we do what we do?
And why do we do it the way we do?”

radical design means getting to the root of things, not making


superficial changes or fiddling with what is already in place, but
throwing away the old.

dramatic. Re-engineering isn’t about making marginal or incremental


improvements, but about achieving performance improvements.

A process can be defined as a collection of activities that takes one


or more kinds of input and creates an output that is of value to the
customer
What is Kaizen?
 Is a system of continuous improvement in quality, technology,
processes, company culture, productivity, safety and
leadership.
 Kaizen in Japan is a system of improvement that includes
both home and business life. Kaizen even includes social
activities. It is a concept that is applied in every aspect of a
person's life.
 Kaizen involves setting standards and then continually
improving those standards.
Comparison of Business Process Reengineering vs. Kaizen
Reengineering kaizen
Who leads ? Usually consultant, top The people that actually do the work (with
management, and a cross strong guidance in the early years by top mngt
functional project team and a sensei)
Duration Is a “project” with a define Never ending. Every sub-process should be
beginning and ends kaizened repeatedly forever
Scope An entire value stream process Although kaizen usually starts with the entire
value stream process -most kaizen events
focus on one specific sub process
Degree of Changes can be incremental or Changes can be incremental or radical but
change radical [known] and usually affect usually affect a limited sub process at a time
an entire integrated process
Speed Generally implemented in a big Each kaizen event generates immediately
bang change over noticeable and measureable change
Acceptance High risk of things reverting back Since the people that actually do the work are
to the way they were soon after the the ones making the acceptance is very high
consultant leave
cost Often involves expensive Most changes are in expensive or eve free
technologies , computers , and
other system
technology Reengineering projects are often Most methods minimize even eliminate
led by computer consultant-who reliance on technology – with a preference

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