1 Business Process Reengineering Business Process Reengineering (BPR) is the means by which an organization achieves radical change in performance as measured by cost, cycle time, service, and quality, by the application of a variety of tools that focus on a set of customer- oriented core business processes .
21
Embed
1 Business Process Reengineering Business Process Reengineering (BPR) is the means by which an organization achieves radical change in performance as measured.
This document is posted to help you gain knowledge. Please leave a comment to let me know what you think about it! Share it to your friends and learn new things together.
Transcript
1
Business Process Reengineering
Business Process Reengineering (BPR) is
the means by which an organization
achieves radical change in performance as
measured by cost, cycle time, service, and
quality, by the application of a variety of
tools that focus on a set of customer-
oriented core business processes.
2
Types of Reengineering
Type 1 - Process Improvement;
cost-reduction focus
Type 2 - To achieve parity, or “best-in-
class;” competitive focus
Type 3 - Searching core business for
breakpoints; rewriting the rules
3
BPR Process (1 of 2)
Frame the project
Create the vision, values and goals
Redesign the business operation
Conduct proof of concept
Andrews & Stalick, Business Reengineering: The
Survivor’s Guide
4
BPR Process (2 of 2)
Plan the implementation
Obtain implementation approval
Implement the redesign
Transition to a continuous improvement
state
5
The Dimensions of Business Process Reengineering - Andrews &
Stalick (1 of 3)
Physical/Technical Layer
• Process structure
• Technical structure
• Organization structure
6
The Dimensions of Business Process Reengineering (2 of 3)
Infrastructure Layer
• Reward structure
• Measurement systems
• Management methods
7
The Dimensions of Business Process Reengineering (3 of 3)
Value Layer
• Organizational culture
• Political power
• Individual belief systems
8
The Top Ten Ways to Fail at Reengineering (1 of 2)
1. Don’t reengineer but say that you are.
2. Don’t focus on processes.
3. Spend a lot of time analyzing the current
situation.
4. Proceed without strong executive leadership.
5. Be timid in redesign. Hammer & Champy, The Reengineering Revolution, 1995
9
The Top Ten Ways to Fail at Reengineering (2 of 2)
6. Go directly from conceptual design to
implementation.
7. Reengineer slowly.
8. Place some aspects of the business off-
limits.
9. Adopt a conventional implementation style.
10. Ignore the concerns of your people.
10
Benchmarking
Benchmarking is the search for the
“best practices” that will lead to
superior performance of an
organization.
11
Benchmarking is NOT
A cure for all organizational ills
A means to justify blatant personnel cuts
A one-shot program
A process cookbook with no creativity
A process to conduct industrial espionage
A one-way information flow
An improvement tool requiring little cost or effort