BPR Assignment 1

8/3/2019 BPR Assignment 1

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UNIVERSITY OF PETROLEUM&ENERGY STUDIES

DEHRADUN

INNOVATION IS A MUST FOR BPR IN TRANSPORT SECTOR


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INTRODUCTION TO BPR

Business Process Re-engineering (BPR) is the fundamental re-thinking and radical re-

design that is made to an organization's existing resources. It involves redesigning the way in

which a work is done so as to support the organization's mission in a better way and to

reduce costs. Reengineering processes is initiated by assessment of the organization's

mission, strategic goals, and customer needs. Re-engineering recognizes that an

organization's business processes are usually fragmented into sub-processes and tasks that are

carried out by several specialized functional areas within the organization and optimizing the

performance of subprocesses can result in minor benefits but cannot yield dramatic

improvements if the process itself is inefficient. Hence Re-engineering focuses on re-

designing the process as a whole in order to achieve the greatest possible benefits to the

organization and their customers. This drive for realizing dramatic improvements by

fundamentally re-thinking how the organization's work should be done distinguishes re-

engineering from process improvement efforts that focus on functional or incremental

improvements.

Evolution of BPR

Michael Hammer, a former professor at the Massachusetts Institute of

Technology (MIT), published an article in the Harvard Business Review in 1990 on BPR. In

that article he claimed that the major challenge for managers was to obliterate non-value

adding work, rather than using technology for automating the work. This statement indicated

that focus was made on the usage of technology for automation of existing processes rather

than using it as an enabler for eradicating the existing non-value adding work. The article

pointed out that most of the works that are being done do not add any value for customers,

and those works should be removed and should not accelerated through automation.

Companies should reconsider their processes in order to maximize customer value, while

minimizing the consumption of resources required for delivering their product or service.

This idea was rapidly adopted by a huge number of firms, which were striving for

renewed competitiveness, which they had lost due to the market entrance of foreign

competitors, their inability to satisfy customer needs, and their insufficient cost structure.

During the following years, a fast growing number of publications, books as well as journal

articles, were dedicated to BPR, and many consulting firms embarked on this trend and

developed BPR methods. However, the critics were fast to claim that BPR was a way to


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dehumanize the work place, increase managerial control, and to justify downsizing. Despite

the critics, reengineering was adopted at an accelerating pace and by 1993, as many as 65%

of the Fortune 500 companies claimed to either have initiated reengineering efforts, or to

have plans to do so. This trend was fueled by the fast adoption of BPR by the consulting

industry.

BPR PROCESS

BPR relies on a different school of thought when compared to that of continuous

process improvement. Reengineering assumes the current process is irrelevant , doesn't work,

or is broken. Such a clean slate perspective enables the designers of business processes to

disassociate themselves from the existing process and focus on a new process.

Such an approach is pictured in the figure given below. The process consists of

i. Defining the scope and objectives of reengineering project.

ii. Going through a learning process (with customers, employees, competitors and non-

competitors, new technology).

iii. Creating a vision for the future and design new business processes.

iv. Creating a plan of action based on the gap between the current processes, technologies

and structures, and where the proposed change is to be done.

v. Implementing of the proposed solution.

Over time many derivatives of radical, breakthrough improvement and continuous

improvement have emerged that attempt to address the difficulties of implementing major

change in corporations. It is difficult to find a single approach exactly matched to a particular

company's needs, and the challenge is to know what method to use when, and how to pull it

off successfully such that bottom-line business results are achieved.


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THE OBJECTIVES OF BPR

Minimizing the threat from the rival firms

A ttaining sustainable competitive advantage

A chieving cost saving in the longer run Increasing flexibility and adaptability to change

Improving Efficiency and effectiveness

PROJECT PHA SES R EQUIRED FOR SUCCESSFUL BPR:

Phase 1: Beginning Organizational Change

A ssessing the current state of the organization Explaining the need for change Illustrating the desired state Creating a communications campaign for change

Phase 2: Build the Reengineering Organization

Establishing a BPR organizational structure Establishing the roles for performing BPR

Choosing the personnel who will reengineer

Phase 3: Identifying BPR Opportunities

Identifying the core/high-level processes

Recognizing potential change enablers

Gathering performance metrics within industry

Gathering performance metrics outside industry

Selecting processes that should be reengineered

Prioritizing selected processes

Evaluating pre-existing business strategies

Consulting with customers for their desires


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Determining customer's actual needs

Formulating new process performance objectives

Establishing key process characteristics

Identifying potential barriers to implementation

Phase 4: Understanding the Existing Process

Understanding why the current steps are performed

Modelling the current process

Understanding how technology is currently used

Understanding how information is currently used

Understanding the current organizational structure

Comparing current process with the new objectives

Phase 5: Reengineer the Process

Ensuring the diversity of the reengineering team

Questioning of current operating assumptions

Brainstorming through change levers

Brainstorm through BPR principles

Evaluating the impact of new technologies

Considering the perspectives of stakeholders

Using customer value as the focal point

Phase 6: Blueprint the New Business System

Defining the new flow of work

Modelling the new process steps

Modelling the new information requirements

Documenting the new organizational structure

Describing the new technology specifications


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Recording the new personnel management systems

Describing the new values and culture required

Phase 7: Perform the Transformation

Developing a migration strategy

Creating a migration action plan

Developing metrics for measuring performance during implementation

Involving the impacted staff

Implementing in an iterative fashion

Establishing the new organizational structures A ssessing current skills and capabilities of workforce

Mapping new tasks and skill requirements to staff

Re-allocating workforce

Developing a training curriculum

Educating staff about the new process

Educating the staff about new technology used

Educating management on facilitation skills

Deciding how new technologies will be introduced

Transitioning to the new technologies

Incorporating process improvement mechanisms


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INNOVATION

The term innovation is derived from the Latin word innovates, which is the noun

form of innovare "to renew or change,". A lthough the term is broadly used, innovation

generally refers to the creation of better or more effective products, processes, technologies,

or ideas that are accepted by markets, governments, and society. Innovation differs

from invention or renovation since innovation generally signifies a substantial positive

change when compared to incremental changes. It is closely related to BPR since the concept

of both remains similar in many aspects.

INNOVATION IN TRANSPORT SECTOR

In the present situation, requirements of faster transit times and quality of service

from both travellers and industries have become driving forces of innovation in the transport

sector and there are many challenges faced to achieve this. The transport sector is knowninnovations in the past that have been radical. They have led to a very significant increase in

the average speed of our journeys. This intensive focus on speed is a mistaken perspective.

Each mode of transport has its maximum, or rather its optimum, speed which cannot be

overstretched under normal business conditions. A irliners cannot get too close to the sound

barrier, high speed trains are unlikely to exceed 350 kmph, and highway and motorway

speeds are not set to increase. Gains in speed today do not therefore occur within a particular

mode of transport in existence but by substituting a fast mode for a slower one this can be

achieved by innovations like magnetic levitation trains, supersonic aircraft and touristspacecraft. The main innovations in transport should be less concerned with improving the

speed of carriage than the quality and regularity of the service.

EVOLUTION OF TRANSPORT INNOVATION

A s far as freight is concerned, one of the major innovations in the past 40 years has

been the containerisation. It is a relatively commonplace product whose use first expanded

during the Vietnam war, when the A merican army had to transport supplies to its troops and

those of its allies. While this metallic box seemed somewhat inauspicious, it was central to awhole set of innovations which exemplify both present-day and future innovations in freight

transport.

A n innovation generally occurs in clusters, taking on board other components in the transport

chain, and borrowing from aspects of science and technology outside the transport sector. A s

regards the container, therefore, other innovations like the development of increasingly huge


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container ships, the modernisation of ports, gantry ship loaders and container cranes came to

enhance further its potential for market penetration. The evolution of container is a good

illustration of how the improvements to be expected are not essentially concerned with speed.

The future belongs to innovations that will result in seamless transport. Innovation will

therefore occur in the least visible part of transport, namely its information systems. There area lot of examples where innovations have played a major role in re engineering of the system.

SUPERBUS An innovative transport system :

Superbus is an innovation from the Dutch with a top speed of 155 MPH. It is believed

that this could be an efficient way to reduce congestion at a lower cost than building new

trains or other public transit systems. It is made of carbon fiber with an electric motor; the

Superbus is the same width and length as a normal bus, but sits much lower to the ground. It

seats 23 passengers in a luxury setting, with multimedia controls in each comfortable seat.

Fig.1 Super Bus


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INNOVATIONS BY AGARWAL PACKERS AND MOVERS

A garwal Packers & Movers a have gifted the logistic industry with many new

innovations. They have developed new packing and transportation techniques like double

home carriers, dry cargo container, perfect boxes, coat cartoons and car carriers.

Double door home carrier

Double door home carriers offer more security. This particular kind of carrier has

double door that offer more security to the goods. This very useful in transporting precious

possessions, clients can put their own lock and then A garwal Packers & Movers put a

separate lock on the exterior door. This is also very handy if the client wants to share the cost

with a second party as two doors create separate compartments.

Fig. 2 Double Door Home Carriers

Dry cargo container :

Dry cargo container is another gift from A grawal Packers & Movers to the logistic

industry. They are specially designed iron container in different sizes. Goods fit snugly, they

are not jostled and this makes the goods completely safe from any kind of damage during

transportation. Rubber sheets are placed under the unit and they act as shock absorbers.

Tamper proof seals and locks act as the final nail in the coffin in keeping the goods

completely dry and wet proof.

Packing Boxes:

A garwal Packers & Movers after doing innovation with the outer body of the trailers

and trucks shifted their attention towards packing boxes. The first innovation that they made


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INNOVATIVE SOLUTION TO CONTROL LOGISTICS COSTS AT MAHINDRA

Mahindra did a remarkable innovation to reduce logistics cost by bringing about a

logistics solution to transport tractors. The company tried to increase the number of tractors

transported per truck. Considering that all trucks were as it is being loaded fully to utilize the pay load capacity of the trucks, the company came out with an out of box thinking. A s a

result they came up with a new process of loading the tractors in two layers instead of one.

The picture below shows the practice before and after implementation of the innovation. Due

to this change the transportation cost per tractor were reduced from 25% to 40% on the routes

where implemented, depending upon the distance and volume on that route. To achieve this

two layer loading the tyres were removed and other protruding parts of the tractors which

were then fitted at the destination stockyards.In addition to the transportation cost saving, the

company saved a considerable amount of Octroi for tractors dispatched from Mumbai plant.

The company saved 4% Octroi on the parts which were not fitted before dispatch and

therefore not brought into the plant.


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THE MALAYSIA AIRLINES

Malaysias national carrier, with a history stretching back over sixty years, has won

more than 100 awards in the past decade. Through a radical programme of business

transformation, Malaysia A irlines went from record losses in 2005 to record profits in 2007,

and was recently awarded the 2008 Phoenix A ward by A ir Transport World magazine

having already won the Centre of A sia Pacific A viations A irline Turnaround of the Year

award in 2006. A s one of A sias largest carriers, Malaysia A irlines carried more than 14

million passengers to over 100 destinations across six continents in 2007. Malaysia A irlines

was losing record amounts of money by the end of 2005, and with only a few months

liquidity on hand it launched a comprehensive and ambitious Business Turnaround Plan,

with the focus on financial survival in 2006, profit generation in 2007, and profitable growth

in 2008 and beyond. A s part of the plan, the airline issued a competitive tender for a new

Passenger Services System (PSS) which would enable Malaysia A irlines to offer passengers a

more convenient, efficient and hassle free travelling experience in a cost effective manner.

In May 2006, after having evaluated all options, Malaysia A irlines announced SIT A had won

as its preferred partner in providing the PSS solution. The airlines was looking for more than

just a vendor providing a new technical solution. The airline wanted a good technical solution

like SIT A Horizon along with business knowledge and expertise to make the best use of that

system. SIT A satisfied these conditions and hence was chosen.

The Needs of the Malaysia Airlines

Malaysia A irlines, having a clear idea about what it wanted to achieve with the PSS

programme, divided the workload into five streams:

1. Reservations

2. E commerce

3. E-Ticketing and DCS

4. Revenue Integrity

5. Fares Management

Reservations:

A new, more efficient and functionally rich system, to meet present industry

standards and requirements.


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E-Commerce:

A llowing Malaysia A irlines to reduce distribution costs by providing a convenient,

easy to use Internet Booking Engine.

E-Ticketing and DCS:

This involved moving from traditional paper to e-tickets by May 2008, in line with

IA TA s requirements. This included an upgraded Departure Control System so that Malaysia

A irlines could offer new self-service options to passengers, including kiosk and web check-

in.

Revenue Integrity :

This was to authenticate every booking ensuring it produces an actual passenger upon

departure, avoiding the revenue leakage which occurred in the past.

Fares Management:

This was to enable Malaysia A irlines to distribute fares more efficiently around the

world, and to improve pricing decisions. A critical success factor was the ability to integrate

all five work streams with other existing systems in place throughout Malaysia A irlines.

Solutions Provided by SITA:

In a first for the region, and with a contract worth more than US$ 80 million over a

ten-year period, SIT A has been undertaking a comprehensive overhaul of Malaysia A irlinesexisting passenger applications and services, covering the five work streams reservations, e-

commerce, ticketing and departure control, revenue integrity and fares management. To date,

SIT A has met the needs of Malaysia A irlines by implementing several Horizon solution

components including:

Implementing SIT A Ticketing and DCS around existing passenger applications, saving

Malaysia A irlines millions of dollars;

Re-engineering Malaysia A irlines fares strategy, including fares workflow, competitive

monitoring, and effective distribution, which has been critical to the outstanding success

achieved with.

Implementing revenue integrity and revenue protection, enabling Malaysia A irlines to

prevent the waste of over 120,000 segments in a single quarter at the beginning of 2008


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equating to improved inventory management with significant cost savings and revenue

upside.

Introducing passenger self-service initiatives, including online booking and both kiosk

and web check-in, to improve customer service and reduce costs. With SIT A s help,

Malaysia A irlines cut over to Bar-Coded Boarding Passes in November 2007 and

Common Use Self-Service in December 2007 at Kuala Lumpur International A irport.

The success of online booking has been one of the most spectacular in all of A sia and

has resulted in substantial savings in GDS distribution costs, successfully moved

Malaysia A irlines to 100% SIT A e-ticketing within the I A TA deadline. With SIT A s

help, Malaysia A irlines was able to complete the transition to e-ticketing in just 11

months, compared to the conventional three-year process.

SINGAPORE LAND TRANSPORT AUTHORITY Public transportation requirements in Singapore are immense, with nearly 3 million

people travelling by bus and 1.6 million people travelling by train every day. Coupled with an

expected population increase of 50 percent over the next 10 years, Singapores Land

Transport A uthority (LT A ) realized the need to develop a new fare processing system that

would allow any card issuer to issue cards for any part of Singapores public transport

system. The LT A wanted to understand the demands placed on the entire transport network in

order to configure the most convenient routes, schedules and fares so that public transport

would be seen as more attractive for passengers. Since the implementation of the new

Symphony for e-Payment (SeP) system has been implemented, the Singapore LT A has seen

an 80 percent reduction in revenue leakage from lost transactions that were previously due

to systems issues, a 2 percent reduction in the overall lifecycle cost of the fare processing

system, and, most impressively, a doubling of performance capacity to the current level of 20

million fares per day. The new system also allows the Singapore LT A to review the overall

commuter base of Singapore and create profiles on routes that are commonly taken, main

connection bases, and analyze how patterns change over time. With this insight into the

demand on the transportation network, the LT A is able to further enhance the performance

and, in turn, the attractiveness of public transport for residents of Singapore.

Improving the End-to-End Transportation Experience

A second challenge flowing from the existing transportation system was that its users

and customers often were presented with a limited range of choices for moving their goods or


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themselves from point to point. For instance, flight delays due to poor capacity planning or

weather delays routinely strand passengers in airports, leaving them angry and dissatisfied

with the airlines. A s a result, system operators can lose customer loyalty and suffer from

weakened brands. A smarter transportation system could help transportation system operators

and service providers differentiate their customer service offerings from their competitors. Itwould give them a wider range of options to present to their customers and help them to

improve their customers end-to-end transportation experience. In addition to more choice for

their customers, smarter systems would also improve the customer experience by reducing

delays in the system because demand is accurately predicted. The customer experience would

also be improved as customer needs and preferences are anticipated and incorporated into

individual customer travel or transport plans. This could extend into the journey itself, so that

individual needs could be addressed throughout the course of the journey. A lso, the smarter

systems ability to connect adjacent service providers allows them to collaborate to make a

movement between providers seamless during a complex journey. With better experiences,

they gain more loyal customers who become advocates for the brand, which can increase

their revenue and market share on the top line, as well as improving bottom-line results,

reducing cost by optimizing capacity across adjacent providers.

BAGGAGE HANDLING SYSTEM AT AMSTERDAMS SCHIPHOL AIRPORT

A msterdams Schiphol airport serves the third-largest international air travel market

in the world and is one of Europes largest airports with more than 40 million passengers per

year and with approximately 40 percent of these passengers transferring between flights.

Schiphol airport has been planning for expected future growth in passenger numbers, and to

achieve this, a new baggage hall is being built with a state-of-the-art baggage management

system. A s any small delay or failure in the system would cause significant passenger

discomfort, the priority of the baggage system is that it is robust and fail-safe. The system

itself uses RFID and robot handling, and enables the airport to control and track each bag

using state-of- the-art high availability techniques, analytics and software. This helps to

monitor baggage handling performance, quickly resolve issues, and identify areas for further

improvement. The benefits that Schiphol airport will see with their new baggage management

system will not only be monetary (in terms of lost baggage costs), but also with customer

satisfaction. Improving speed, efficiency and reliability of baggage handling will reduce

passenger transfer times and the time passengers need to wait in waiting halls and baggage

reclaim areas.


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INNOVATION AT COSCO

A n illustration of the ability of a more intelligent system to improve operational efficiency

while reducing environmental impact can be seen with the China Ocean Shipping Company

(COSCO). COSCO is one of Chinas largest shipping conglomerates, owning or operating

fleets of more than 800 modern merchant vessels with a total capacity of more than 500

million dead weight tons, a shipping volume of more than 400 million tons, and operating in

more than 1,500 ports in 160 countries and territories globally. With this global coverage,

huge network of distribution channels and continued boom in shipping demand, COSCO

found the need to optimize the development of its distribution centre resources to strengthen

its global competitiveness. Fundamental to its optimization initiative was the goal of not

affecting service levels while also preparing for future business growth in the areas of higher

value logistics services, such as warehousing, supply chain management and port services.

COSCO strengthened its business growth through acquiring other logistics service providers,

however, as a consequence, the company inherited redundant facilities and shipping routes,

which caused inefficiencies in areas such as inventory management. In order to provide a

truly interconnected and global service, a smarter transportation system was required.

COSCO implemented a supply chain optimization solution based on algorithms to provide

data-driven management recommendations for the five major logistic areas of product

development, sourcing, production, warehousing, and distribution. By taking this approach,

COSCO aimed to streamline the number and placement of facilities in its distribution

network, enabling more efficient and sustainable logistics processes. Through the application

of the solution, and as a result of analysis and action on the recommendations from the

solution supplier, COSCO was able to implement a range of operational efficiency and

environmental impact reduction initiatives. This transformation of COSCOs global supply

chain not only benefited the companys bottom line but also allowed COSCO to put into

motion environmentally sustainable practices. A s a member of the United Nations Global

Compact, this application of a smarter transportation solution supports the membership

obligations and helps the company adhere to its own Corporate Social Responsibilityachievements.


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WIRELESS CONDITION-BASED MONITORING IN THE RAIL INDUSTRYIn development by IBM for the rail industry is a system of wireless sensors attached

to the rolling stock called MOTES, which can communicate with each other and with a

control centre using a mesh network. The sensors monitor the condition and location of the

equipment. This system has been successfully trialed in the rail industry to provide a smarter

way to track and monitor rolling stock. The current method to track rolling stock is through

the use of passive RFID tags that are attached to the rolling stock. When the rolling stock

passes a wayside reader, it is identified and noted. One key limitation of the current system is

that if a rail car does not move past a reader, it is not tracked. A lso, high infrastructure costsdue to the thousands of miles of track where a wayside reader is required, as well as

replacement costs for equipment due to the harsh operating environment, are seen. The

MOTE sensors are likewise attached to the rolling stock but differ from RFID technology in

that they can collect and transmit information using a variety of communication networks,

thereby removing the need for thousands of wayside readers. In addition to location, MOTES

can also record and transmit other important information, such as the condition or

temperature of key components. Rail operators are able to readily identify the location and

condition of rolling stock, enabling better asset utilization and predictive maintenance.A nother interesting development in the rail industry is the trialing of IBMs first-of-a-kind

project to provide a safer working environment in train yards. In FO A K projects, IBM

researchers join with clients to test new technologies on real business problems. Train yards

are very complex industrialized and dangerous workplaces, with many tracks and many trains

going back and forth. Workers have frequently suffered loss of limb or even life if they


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happen to be in the wrong place at the wrong time. Using digital video surveillance, sensors,

and RFID technology, IBM is developing a system to monitor train yards and track the

location of workers to identify potential safety breaches. Video technology can also be used

to supplement or replace the physical inspection of locomotives, rail cars, and fixed

equipment. It is also possible to leverage technology to test rail tracks themselves to sensewear and tear. A dvanced analytic systems aggregate data from multiple sources to identify

and mitigate risks and to alert operators.

REQUIREMENTS FOR IMPLEMENTING THE INNOVATIONS

Though Innovation is a must to implement BPR in the transport sector, there are

certain aspects that are to be taken care of to make the Re engineering successful. The aspects

to be considered are

1) Establishing clear direction and procedures for the innovation process

The success of a BPR rests with the way in which the directions are given to the

members. A clearly defined set of directions can help the members understand what actually

is to be done and they can easily work towards the goal.

2) Improved communications

It should be made sure that everyone with an interest in the potential innovation gets a

chance to provide input. The organizations should be connected with the researchers andinnovators and the managers would mandate customer participation in project progress and

meetings so that ideas can be brought in from all directions to make the improvement

effective.

3) Executive sponsorship and management support

It is very important to have management support to implement BPR since it is the top

management which ultimately has to approve or sanctions grants, funds, etc. Innovation

begins with executive-level commitment and development of a work environment that

embraces innovation. Innovation needs strong executive support & successful pilots/demos.

Thus leadership has to make innovation a priority and then hold people accountable .

4) Empowerment of people and finding champions for each innovative idea/project

Innovation champions are needed in the innovation policy and procedures area.

Otherwise, innovations will fall flat or will not reach full potential. Research staff have to be


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empowered to accomplish innovation. It is necessary to have champions at high-levels in

order to create a culture for innovation in an organization as well as product-level champions

to overcome resistance to change. People should be given some freedom to try new things.

5) Creating incentives for innovators

Creating incentive programmes will be of great use to bring out innovative ideas from

the employees.

6) Demonstrating the benefits of innovation

The benefits of the concept must be proven to satisfy the real user needs. Innovation

advocates and end-users must have clear understanding of the problem and value added by

innovation. The importance of an innovation must be clarified up front to all stakeholders

Case studies should be used to show how other state agencies have implemented an

innovation and show how it has improved their business.

7) Managing risk and change

Risk is associated with any radical change that is proposed to be brought in since it

involves redesigning the entire process. Hence there should be a balance that has to be

maintained between the risk and the change that is to be carried out.

CONCLUSION

Though innovation is a must for BPR in transport sector, researchers are adventurous,

knowledge seekers but the engineers have to build safe, reliable systems that take time and

effort to design, build, and test. Planners need to plan in an evolutionary manner that takes

into consideration market demand and socio-economic and political factors. Smart

confluence of both approaches will ensure that exciting innovations get created and

implemented. Resistance to change and lack of political will are some of the most serious

barriers to innovation. The highest-rated enabler of innovation is product matched user

need. It was also evident that innovation, whether disruptive or sustaining, requires

champions of innovation at all levels of the organization to be successful. It is evident thatmanaging risk and change is critical for the success of innovation. In the public sector, most

failures are highly publicized and criticized. A single innovation failure can outstand, outtalk

and overshadow dozens of successful ones. Therefore, creating the ability to take calculated,

reasonable risks is required at all public agencies in the transportation sector.


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REFERENCES

Frost., Sullivan. A smarter transportation system for the 21st century. Retrieved fromhttp://www.slideshare.net/IBMGovernment/transportation-technology-innovations , Retrievedon September 6, 2011 from http://www.slideshare.net.

Orcutt., L., H. Barriers and Enablers of Innovation: A Pilot Survey of TransportationProfessionals. Retrieved from http://www.dot.ca.gov/newtech/researchreports/trb_reports/

survey-paper-11.pdf , Retrieved on September 8, 2011 from http://www.dot.ca.gov.

Moorjani., S. Supply Chain Process Re-engineering at Mahindra & Mahindra (FarmEquipment Sector). Retrieved from http://www.bp-council.org/wp-content/uploads/Papers_2007/presented/Paper_SCM_Reengineering_at_Mahindra.pdf , Retrieved on September 8,2011 from http://www.bp-council.org.

Ranger., L. In search of innovative policies in the transport sector. Retrieved fromhttp://www.internationaltransportforum.org/pub/pdf/10FP08.pdf , Retrieved on September 8,2011 from http://www.internationaltransportforum.org .

BPR Assignment 1

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