BPR Framework II


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A Structured Approach To Implementing A Business Process Re-Engineering Methodology (cont.)

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BPR Framework II

  1. 1. BPR Framework II Continued…..
  2. 2. <ul><li>The BPR methodology can be further segmented into the following more detailed and actionable steps: </li></ul><ul><li>Step 1 : Identify The Processes To Be Re-Engineered </li></ul><ul><li>Step 2 : Structure A process Re-Engineering Project </li></ul><ul><li>Step 3 : Document & Analyze The Current Process </li></ul><ul><li>Step 4 : Design The New Process </li></ul><ul><li>Step 5 : Develop Process Metrics </li></ul><ul><li>Step 6 : Develop The Implementation Plan </li></ul><ul><li>Step 7 : Implement The Plan </li></ul><ul><li>Step 8 : Manage The Process </li></ul>Methodology
  3. 3. <ul><li>Identify The Processes To Be Re-Engineered </li></ul><ul><li>Based on an examination and enhancement, if necessary, of the business strategy, the Steering Committee identifies the organization’s highest priority processes. </li></ul><ul><li>These will include processes that provide competitive advantages, as well as those that need to be brought to competitive parity. </li></ul><ul><li>The Steering Committee subsequently identifies the need for each of these priority processes (creation, radical redesign, incremental improvement, and/or ongoing management) and develops a plan to meet those needs. </li></ul><ul><li>Finally, the Steering Committee identifies a Process Control Board which will perform overall organizational process analysis and approve the design and implementation of all priority processes. </li></ul>Step 1
  4. 4. <ul><li>Structure A Process Re-Engineering Project </li></ul><ul><li>For each process that needs to be created, redesigned, and/or improved, the Steering Committee identifies a Process Owner and a cross-functional Process Re-Engineering Team. </li></ul><ul><li>The Process Re-Engineering Team provides guidance and oversight by establishing goals, boundaries, and re-engineering plans. </li></ul>Step 2
  5. 5. <ul><li>Document and Analyze the Current Process </li></ul><ul><li>If, as is typically the case, a process or set of activities already exists, the Process Re-Engineering Team documents them and identifies strengths and weakness. </li></ul><ul><li>Analyzing the current process: </li></ul><ul><ul><li>Builds understanding across the entire team; </li></ul></ul><ul><ul><li>Highlights areas that need to be changed and those that are working well; and </li></ul></ul><ul><ul><li>Establishes the starting point for the implementation plan to come. </li></ul></ul>Step 3
  6. 6. <ul><li>Design The New Process </li></ul><ul><li>The Process Re-Engineering Team initiates the creative part of the project. </li></ul><ul><li>Using shared knowledge and experience, benchmarking information, and input from customers and others not on the team, the team creates a number of alternative future processes. </li></ul><ul><li>The team subsequently uses a set of rigorously developed and tested criteria to evaluate the options. </li></ul><ul><li>Finally, the team often creates a hybrid that incorporates the strengths of several alternatives. </li></ul>Step 4
  7. 7. <ul><li>Develop The Process Metrics </li></ul><ul><li>Team-defined measures of success, which should include end-of-process lagging indicators, as well as upstream leading indicators, enable process performance to be tracked and continuously improved. </li></ul><ul><li>Such measures address both customer-focused dimensions, like quality and cycle-time, and internals ones like cost and safety. </li></ul><ul><li>Together, these metrics provide a “balanced scorecard” of process performance. </li></ul>Step 5
  8. 8. <ul><li>Develop The Implementation Plan </li></ul><ul><li>During this step, the Process Re-Engineering Team, with extensive input from others, creates a comprehensive plan for implementing the new process. </li></ul><ul><li>This plan includes not only changes to the process flow, but also any changes required in: </li></ul><ul><ul><li>Policies </li></ul></ul><ul><ul><li>Resources </li></ul></ul><ul><ul><li>Systems </li></ul></ul><ul><ul><li>Forms </li></ul></ul><ul><ul><li>Job design </li></ul></ul><ul><ul><li>Skills </li></ul></ul><ul><ul><li>Reward systems </li></ul></ul><ul><li>Regardless of the nature and extent of change, the plan for communicating the “what, why, and how” to all stakeholders is a key output. </li></ul><ul><li>Plans are also made for regular monitoring once the plan is implemented. </li></ul>Step 6
  9. 9. <ul><li>Implement The Plan </li></ul><ul><li>Successful implementation is predicated on increasing participation company-wide. </li></ul><ul><li>Gaining such involvement ensures that: </li></ul><ul><ul><li>Implementation will be accomplished in an acceptable amount of time; </li></ul></ul><ul><ul><li>Technical expertise in areas like systems design and job design will be available; and </li></ul></ul><ul><ul><li>The commitment critical to the success of the new process is built throughout the </li></ul></ul><ul><ul><li>organization. </li></ul></ul>Step 7
  10. 10. <ul><li>Manage The Process </li></ul><ul><li>The Process Owner and Process Re-Engineering Team implement their plan for ongoing management and continuous improvement of the newly designed process. </li></ul><ul><li>This plan typically includes: </li></ul><ul><ul><li>Process planning and budgeting; </li></ul></ul><ul><ul><li>A measurement/monitoring system build around the process metrics already developed; </li></ul></ul><ul><ul><li>Continuing process ownership; and </li></ul></ul><ul><ul><li>Regular process reviews. </li></ul></ul>Step 8
  11. 11. The End