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Reengineering - Quick Overview
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Reengineering - Quick Overview


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This presentation describes the key concepts associated with Reengineering. I had used this slide-deck recently for a workshop for my team members and I thought I would share the same for benefit for …

This presentation describes the key concepts associated with Reengineering. I had used this slide-deck recently for a workshop for my team members and I thought I would share the same for benefit for others. Please do write to me in case you want to discuss the concepts or to share your experience in teaching/implementing it.

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  • 1. Rohit Mathur Director, Business Development MindTree, Seattle, USA [email_address] Reengineering
  • 2. Slide
  • 3. BPR: What it means? Slide
    • 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
  • 4. BPR: What it means?
    • Fundamental
      • Ask the most basic questions about the company and how they operate?
      • Why do they do what they do?
      • Why do they do it that way?
        • Look at the tacit rules and assumptions that underlie the way they conduct their business
        • Begin with no assumption and no given
      • Reengineering first determines what a company must do, then how to do it
      • It ignores what is and focuses on what should be
  • 5. BPR: What it means? (contd.)
    • Radical
      • Derived from Latin word radix , meaning “root”
      • Getting to the root of the things
      • Not making superficial changes or fiddling with what is already in place, but throwing away the old
    • Dramatic
      • Isn’t about making marginal or incremental improvements but about achieving quantum leaps in performance
      • Three kind of companies that undertake reengineering
        • Companies that find themselves in deep recession
        • Companies that are not yet in trouble but whose management has the foresight to see trouble coming
        • Companies that are in peak condition; they have no discernible difficulties, either now or on the horizon, but their managements are ambitious and aggressive
  • 6. BPR: What it means? (contd.)
    • Processes
      • Defined as collection of activities that takes one or more kinds of input and creates an output that is of value to the customer
    • Downsizing and Restructuring only means doing less with less; reengineering, by contrast, means doing more with less
    • Reengineering and quality programs
      • Reengineering is not the same as quality improvement, TQM etc.
      • Quality programs and reengineering share a number of common themes
      • Both recognize the importance of processes
      • Both start with the needs of customers and work backwards
  • 7. BPR: What it means? (contd.)
    • Reengineering and quality programs (contd.)
      • However, quality programs work within the framework of a company’s existing processes and seek to enhance them by means of what the Japanese call Kaizen, or continuous incremental improvements
        • Aim is to do what we already do, only to do it better
      • Reengineering seeks breakthroughs not by enhancing existing processes, but by discarding them and replacing them with entirely new ones
  • 8. BPR – Recurring themes
    • Several jobs are combined into one
      • Compressing responsibility of for various steps and assigned it to one person
      • Creation of case worker or case team
    • Workers make decisions
    • The steps in the process are performed in a natural order
      • Linear sequencing of tasks imposes an artificial precedence that slows work down
      • In reengineering processes, work is sequenced in terms of what needs to follow what
    • Processes have multiple versions
      • Processes with multiple versions or paths usually begin with a “triage” to determine which version works best in a given situation
  • 9. BPR – Recurring themes (contd.)
    • Work is performed where it makes the most sense
      • Shifting of work across organization boundaries
    • Checks and controls are reduced
      • Reengineered processes use controls only to the extent that they make economic sense
      • Reengineered processes often have aggregate or deferred controls
        • These control systems will, by design, tolerate moderate and limited abuse, by delaying the point at which abuse is detected or by examining aggregate patterns rather than individual instances
        • Any possible increase in abuse is compensated by dramatically lowering the costs and other encumbrances associated with the control itself
    • Reconciliation is minimized
      • Cutting back on the external contact points that a process has, thereby reducing the chance that inconsistent data requiring reconciliation will be received
  • 10. Who will reengineer
    • Leader
      • A senior executive who authorizes and motivates the overall reengineering effort
    • Process owner
      • A manager with responsibility for a specific process and the reengineering effort focused on it
    • Reengineering team
      • A group of individuals dedicated to the reengineering of a particular process, who diagnose the existing process and oversee its redesign and implementation
    • Steering committee
      • A policy-making body of senior managers who develop the organization’s overall reengineering strategy and monitor its progress
  • 11. Embark on reengineering
    • Case for action
      • Says why the company must reengineer
      • Must be so persuasive that no one in the organization will think that there is any alternative to reengineering
      • Should be brief – 5-10 pages at most – and blunt
        • Should have:
          • Business context
          • Business problems
          • Marketplace demands
          • Diagnostics
          • Cost of inaction
    • Vision statement
      • Here is what we want to be
  • 12. Who will reengineer (contd.)
    • Reengineering czar
      • An individual responsible for developing reengineering techniques and tools within the company and for achieving synergy across the company’s separate reengineering projects
    • In an ideal world:
      • The Leader appoints the process owner, who convenes a reengineering team to reengineer the process, with the assistance from the czar and under the auspicies of the steering committee
  • 13. What you will discover during reengineering?
    • You don’t need to be an expert to redesign a process
    • Being an outsider helps
    • You have to discard preconceived notions
    • It’s important to see the things through the customer’s eyes
    • Redesign is best done in teams
    • You don’t need to know much about the current process
    • It’s not hard to have great ideas
    • Redesign can be fun
  • 14. Thank you
    • Rohit Mathur
    • Director, Business Development
    • MindTree, Seattle, USA
    • [email_address]