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Business Process Reengineering Presentation by: Eesha Mehta
Business Process Reengineering ,[object Object],[object Object],[object Object],[object Object]
Definition of Process ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Processes Are Often Cross Functional Areas “ Manage the  white space  on the organization chart!”  Supplier Customer/ Markets Needs Value-added Products/ Services to Customers "We cannot improve or measure the performance of a hierarchical structure.  But, we can increase output quality and customer satisfaction, as well as reduce the cost and cycle time of a process to improve it."
What is Business Process Reengineering? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Business Process Reengineering Definition ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Business Process Reengineering ,[object Object]
Key Words ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Key Words ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Key Words ,[object Object],[object Object],[object Object],[object Object]
GOAL OF REENGINEERING ,[object Object],Continuous improvement activities peak; time to reengineer process Breakthrough Improvement Continuous improvement refines the breakthrough
Competitive Forces Model
Why BPR Is Necessary ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Why BPR Is Necessary ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Customer Demands ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Four Revolutions Affecting Business Today New Competitors New Rules of Competition New Technologies New Work Force
The C’s related to Organization Re-engineering Projects ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Some of the BPR Objectives ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Spectrum of Change ,[object Object],[object Object],[object Object],[object Object]
Spectrum of Change ,[object Object],[object Object]
Spectrum of Change ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
RISKS & REWARDS
BPR is Not? ,[object Object],[object Object],[object Object]
[object Object],[object Object]
Reengineering & Continuous Improvement-- Similarities 16 Reengineering Continuous Improvement Similarities Basis of analysis Process Process Performance measurement Rigorous Rigorous Organizational change Significant Significant Behavioral change Significant Significant Time investment Substantial Substantial
17 Reengineering & Continuous Improvement-- Differences Reengineering Continuous Improvement Differences Level of change Radical Incremental Starting point Clean slate Existing process Participation Top-down Bottom-up Typical scope Broad, cross-functional Narrow, within functions Risk High Moderate Primary enabler Information technology Statistical control Type of change Cultural and structural Cultural
Key Steps Select The Process & Appoint Process Team Understand The Current Process Develop & Communicate Vision Of Improved Process Identify Action Plan Execute Plan
1. Select the Process & Appoint Process Team ,[object Object],[object Object],[object Object]
Select the Process ,[object Object],[object Object],[object Object],[object Object]
Select the Process ,[object Object],[object Object],[object Object],[object Object]
Appoint the Process Team ,[object Object],[object Object],[object Object],[object Object]
Core Skills Required ,[object Object],[object Object],[object Object],[object Object],[object Object]
Use of Consultants ,[object Object],[object Object],[object Object],[object Object]
2. Understand the Current  Process ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
2. Understand the Current  Process ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
3. Develop & Communicate Vision  of Improved Process ,[object Object],[object Object],[object Object]
4. Identify Action Plan ,[object Object],[object Object],[object Object],[object Object],[object Object]
4. Identify Action Plan ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
5. Execute Plan ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Common Problems with BPR ,[object Object],[object Object],[object Object],[object Object],[object Object]
Common Problems with BPR ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
How to Avoid BPR Failure ,[object Object],[object Object],[object Object],[object Object],[object Object]
How to Avoid BPR Failure ,[object Object],[object Object],[object Object],[object Object]
Case Example:  Kodak ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Case Example:  Kodak ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Ford Motor Company ,[object Object],[object Object],[object Object],Purchase Orders Receiving Documents Invoices
Ford (cont)
Ford (cont)
WHY DOES REENGINEERING FAIL? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
FOUR STAGES OF CHANGE ,[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object]
HOW TO IMPLEMENT ,[object Object],[object Object],[object Object],[object Object]
Conclusion ,[object Object],[object Object],[object Object],[object Object],[object Object]

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BPR Presentation Covers Process Reengineering Definition Goals

  • 1. Business Process Reengineering Presentation by: Eesha Mehta
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  • 4. Processes Are Often Cross Functional Areas “ Manage the white space on the organization chart!” Supplier Customer/ Markets Needs Value-added Products/ Services to Customers "We cannot improve or measure the performance of a hierarchical structure. But, we can increase output quality and customer satisfaction, as well as reduce the cost and cycle time of a process to improve it."
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  • 16. Four Revolutions Affecting Business Today New Competitors New Rules of Competition New Technologies New Work Force
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  • 25. Reengineering & Continuous Improvement-- Similarities 16 Reengineering Continuous Improvement Similarities Basis of analysis Process Process Performance measurement Rigorous Rigorous Organizational change Significant Significant Behavioral change Significant Significant Time investment Substantial Substantial
  • 26. 17 Reengineering & Continuous Improvement-- Differences Reengineering Continuous Improvement Differences Level of change Radical Incremental Starting point Clean slate Existing process Participation Top-down Bottom-up Typical scope Broad, cross-functional Narrow, within functions Risk High Moderate Primary enabler Information technology Statistical control Type of change Cultural and structural Cultural
  • 27. Key Steps Select The Process & Appoint Process Team Understand The Current Process Develop & Communicate Vision Of Improved Process Identify Action Plan Execute Plan
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