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4 business process reengineering
1.
Business Process Engineering Process
2.
- 2 -©
Minder Chen, 1993-2011 BPR & The Organization
3.
- 3 -©
Minder Chen, 1993-2011 What is BPR? • Reengineering is the fundamental rethinking and redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service and speed. (Hammer & Champy, 1993)
4.
- 4 -©
Minder Chen, 1993-2011 BPR is Not? • Automation • Downsizing • Outsourcing
5.
- 5 -©
Minder Chen, 1993-2011 BPR Versus Process Simplification Process Reengineering Radical Transformation Vision-Led Change Attitudes & Behaviors Director-Led Limited Number of Initiatives Process Simplification Incremental Change Process-Led Assume Attitudes & Behaviors Management-Led Various Simultaneous Projects (Source Coulson-Thomas, 1992)
6.
- 6 -©
Minder Chen, 1993-2011 BPR Versus Continuous Improvement Process Reengineering Radical Transformation People & Technology Focus High Investment Rebuild Champion Driven Continuous Improvement Incremental Change People Focus Low Investment Improve Existing Work Unit Driven
7.
- 7 -©
Minder Chen, 1993-2011 What is a Process? • A specific ordering of work activities across time and space, with a beginning, an end, and clearly identified inputs and outputs: a structure for action. (Davenport, 1993)
8.
- 8 -©
Minder Chen, 1993-2011 What is a Business Process? • A group of logically related tasks that use the firm's resources to provide customer-oriented results in support of the organization's objectives
9.
- 9 -©
Minder Chen, 1993-2011 Why Reengineer? • Customers – Demanding – Sophistication – Changing Needs • Competition – Local – Global
10.
- 10 -©
Minder Chen, 1993-2011 Why Reengineer? • Change – Technology – Customer Preferences
11.
- 11 -©
Minder Chen, 1993-2011 Why Organizations Don’t Reengineer? • Complacency • Political Resistance • New Developments • Fear of Unknown and Failure
12.
- 12 -©
Minder Chen, 1993-2011 Performance • BPR seeks improvements of – Cost – Quality – Service – Speed
13.
- 13 -©
Minder Chen, 1993-2011 Origins • Scientific Management. FW Taylor (1856-1915). • Frederick Herzberg - Job Enrichment • Deming et al - Total Quality Management and Kaizen • In Search of Excellence (Peters and Waterman) • Value-Added Analysis (Porter).
14.
- 14 -©
Minder Chen, 1993-2011 Key Characteristics • Systems Philosophy • Global Perspective on Business Processes • Radical Improvement • Integrated Change • People Centred • Focus on End-Customers • Process-Based
15.
- 15 -©
Minder Chen, 1993-2011 TransformationInputs Outputs Feedback Environment Systems Perspective
16.
- 16 -©
Minder Chen, 1993-2011 Process Based • Added Value – BPR Initiatives must add-value over and above the existing process • Customer-Led – BPR Initiatives must meet the needs of the customer
17.
- 17 -©
Minder Chen, 1993-2011 Radical Improvement • Sustainable – Process improvements need to become firmly rooted within the organization • Stepped Approach – Process improvements will not happen over night they need to be gradually introduced – Also assists the acceptance by staff of the change
18.
- 18 -©
Minder Chen, 1993-2011 Integrated Change • Viable Solutions – Process improvements must be viable and practical • Balanced Improvements – Process improvements must be realistic
19.
- 19 -©
Minder Chen, 1993-2011 People-Centred • Business Understanding • Empowerment & Participation • Organizational Culture
20.
- 20 -©
Minder Chen, 1993-2011 Focus on End-Customers • Process improvements must relate to the needs of the organization and be relevant to the end- customers to which they are designed to serve
21.
- 21 -©
Minder Chen, 1993-2011 BPR Symbols
22.
- 22 -©
Minder Chen, 1993-2011 Business Process Flowchart Symbols An Activity A Document A Decision Data (input as outputs)
23.
- 23 -©
Minder Chen, 1993-2011 Business Process Flowchart Symbols A Predefined Process The Start of a Process The End of a Process Representing a Relation Start End
24.
- 24 -©
Minder Chen, 1993-2011 Business Process Flowchart Symbols Continuation of the process at the same page at an equal symbol with the same number. Used when a relation arrow crosses another relation arrow Off-Page Connector - Process will continue on the next page Integration Relation - A relation to another module is identified and described
25.
- 25 -©
Minder Chen, 1993-2011 Data Flowchart Symbols An Activity A Document A Decision Flat Data File (input as outputs)
26.
- 26 -©
Minder Chen, 1993-2011 Data Flowchart Symbols Manual Data Item A Database File Representing a Relation Continuation Off-Page Connector
27.
- 27 -©
Minder Chen, 1993-2011 Rules For Data Symbols
28.
- 28 -©
Minder Chen, 1993-2011 Rules For Data Symbols Start End Generate Purchase Order OK? Yes No Symbol used to identify the start of a business process Activities must be described as a verb Decisions have only two possibilities (Yes & No) Crossing lines are not allowed If one side of the decision has no further processes defined this symbol has to be used
29.
- 29 -©
Minder Chen, 1993-2011 Rules For Data Symbols Purchase Order Posting of Bonus I A Continuation symbol within the same number must be present twice on the same page Name the document Off- Page Connector is used to continue a process at the next page or to let the process to flow over at the previous to the next page. If more than one is needed use A, B, C, D … Name the data
30.
- 30 -©
Minder Chen, 1993-2011 Rules For Data Symbols Sub-Process Delivery BC 4.04 Predefined Processes always have a relation to level and stream by a number in the line below a sub-process description A predefined process must be described in a different flowchart. To make the relation clear between the predefined process and the belonging flowchart a unique alpha numeric number should be assigned to this predefined process.
31.
- 31 -©
Minder Chen, 1993-2011 Version Management • For different versions of a business process or data flow some mandatory information must be on the flowchart. – Name of the business process – Unique number of the business process – Revision number – Date of last change – Author – Page number with total pages
32.
- 32 -©
Minder Chen, 1993-2011 Implementing a BPR Strategy
33.
- 33 -©
Minder Chen, 1993-2011 Key Steps Select The Process & Appoint Process Team Understand The Current Process Develop & Communicate Vision Of Improved Process Identify Action Plan Execute Plan
34.
- 34 -©
Minder Chen, 1993-2011 Select the Process & Appoint Process Team • Two Crucial Tasks – Select The Process to be Reengineered – Appoint the Process Team to Lead the Reengineering Initiative
35.
- 35 -©
Minder Chen, 1993-2011 Select the Process • Review Business Strategy and Customer Requirements • Select Core Processes • Understand Customer Needs • Don’t Assume Anything
36.
- 36 -©
Minder Chen, 1993-2011 Select the Process • Select Correct Path for Change • Remember Assumptions can Hide Failures • Competition and Choice to Go Elsewhere • Ask - Questionnaires, Meetings, Focus Groups
37.
- 37 -©
Minder Chen, 1993-2011 Appoint the Process Team • Appoint BPR Champion • Identify Process Owners • Establish Executive Improvement Team • Provide Training to Executive Team
38.
- 38 -©
Minder Chen, 1993-2011 Core Skills Required • Capacity to view the organization as a whole • Ability to focus on end-customers • Ability to challenge fundamental assumptions • Courage to deliver and venture into unknown areas
39.
- 39 -©
Minder Chen, 1993-2011 Core Skills Required • Ability to assume individual and collective responsibility • Employ ‘Bridge Builders’
40.
- 40 -©
Minder Chen, 1993-2011 Use of Consultants • Used to generate internal capacity • Appropriate when a implementation is needed quickly • Ensure that adequate consultation is sought from staff so that the initiative is organization- led and not consultant-driven • Control should never be handed over to the consultant
41.
- 41 -©
Minder Chen, 1993-2011 Understand the Current Process • Develop a Process Overview • Clearly define the process – Mission – Scope – Boundaries • Set business and customer measurements • Understand customers expectations from the process (staff including process team)
42.
- 42 -©
Minder Chen, 1993-2011 Understand the Current Process • Clearly Identify Improvement Opportunities – Quality – Rework • Document the Process – Cost – Time – Value Data
43.
- 43 -©
Minder Chen, 1993-2011 Understand the Current Process • Carefully resolve any inconsistencies – Existing -- New Process – Ideal -- Realistic Process
44.
- 44 -©
Minder Chen, 1993-2011 Develop & Communicate Vision of Improved Process • Communicate with all employees so that they are aware of the vision of the future • Always provide information on the progress of the BPR initiative - good and bad. • Demonstrate assurance that the BPR initiative is both necessary and properly managed
45.
- 45 -©
Minder Chen, 1993-2011 Develop & Communicate Vision of Improved Process • Promote individual development by indicating options that are available • Indicate actions required and those responsible • Tackle any actions that need resolution • Direct communication to reinforce new patterns of desired behavior
46.
- 46 -©
Minder Chen, 1993-2011 Identify Action Plan • Develop an Improvement Plan • Appoint Process Owners • Simplify the Process to Reduce Process Time • Remove any Bureaucracy that may hinder implementation
47.
- 47 -©
Minder Chen, 1993-2011 Identify Action Plan • Remove no-value-added activities • Standardize Process and Automate Where Possible • Up-grade Equipment • Plan/schedule the changes
48.
- 48 -©
Minder Chen, 1993-2011 Identify Action Plan • Construct in-house metrics and targets • Introduce and firmly establish a feedback system • Audit, Audit, Audit
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Minder Chen, 1993-2011 Execute Plan • Qualify/certify the process • Perform periodic qualification reviews • Define and eliminate process problems • Evaluate the change impact on the business and on customers • Benchmark the process • Provide advanced team training
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Minder Chen, 1993-2011 Information Technology & BPR
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Minder Chen, 1993-2011 Benefits From IT • Assists the Implementation of Business Processes – Enables Product & Service Innovations – Improve Operational Efficiency – Coordinate Vendors & Customers in the Process Chain
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Minder Chen, 1993-2011 Computer Aided BPR (CABPR) • Focus – Business Processes – Process Redesign – Process Implementation
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Minder Chen, 1993-2011 BPR Challenges
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Minder Chen, 1993-2011 Common Problems • Process Simplification is Common - True BPR is Not • Desire to Change Not Strong Enough • Start Point the Existing Process Not a Blank Slate • Commitment to Existing Processes Too Strong – REMEMBER - “If it ain’t broke …” • Quick Fix Approach
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Minder Chen, 1993-2011 Common Problems with BPR • Process under review too big or too small • Reliance on existing process too strong • The Costs of the Change Seem Too Large • BPR Isolated Activity not Aligned to the Business Objectives • Allocation of Resources • Poor Timing and Planning • Keeping the Team and Organization on Target
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Minder Chen, 1993-2011 Summary • Reengineering is a fundamental rethinking and redesign of business processes to achieve dramatic improvements • BPR has emerged from key management traditions such as scientific management and systems thinking • Rules and symbols play an integral part of all BPR initiatives
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Minder Chen, 1993-2011 Summary • Don’t assume anything - remember BPR is fundamental rethinking of business processes
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Minder Chen, 1993-2011 BPR •PART -2
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Minder Chen, 1993-2011 Definition of Reengineering The fundamental rethinking and radical redesign of core business processes to achieve dramatic improvements in critical performance measures such as quality, cost, and cycle time. Source: Adapted from Hammer and Champy, Reengineering the Corporation, 1993
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Minder Chen, 1993-2011 What Business Reengineering Is Not? • Automating: Paving the cow paths. (Automate poor processes.) • Downsizing: Doing less with less. Cut costs or reduce payrolls. BPR involves innovation: Creating new products and services, as well as positive thinking are critical to the success of BPR.
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Minder Chen, 1993-2011 A Cow Path?
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Minder Chen, 1993-2011 Reengineering Is ... • Obliterate what you have now and start from scratch. • Transform every aspect of your organization. Source: Michael Hammer, “Reengineering Work: Don’t Automate, Obliterate,” Harvard Business Review, July-August, 1990, pp. 104-112. Extremist's View
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Minder Chen, 1993-2011 Definition of Process • A process is simply a structured, measured set of activities designed to produce a specific output for a particular customers or market. -- Thomas Davenport • Characteristics: – A specific sequencing of work activities across time and place – A beginning and an end – Clearly defined inputs and outputs – Customer-focus – How the work is done – Process ownership – Measurable and meaningful performance
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Minder Chen, 1993-2011 Processes Are Often Cross Functional Areas Marketing & Sales Purchase Production Distribution Accounting CEO Supplier Customer/ Markets Needs Value-added Products/ Services to Customers "Manage the white space on the organization chart!" "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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Minder Chen, 1993-2011 BPR Examples • Ford: Accounts Payable • Mutual Benefit Life: New Life Insurance Policy Application • Capital Holding Co.: Customer Service Process • Taco Bell: Company-wide BPR • Others
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Minder Chen, 1993-2011 Ford Accounts Payable Process* Accounts Payable Vendor GoodsReceiving Payment Invoice Receiving document Purchasing Purchase order Copy of purchase order PO = Receiving Doc. = Invoice *Source: Adapted from Hammer and Champy, 1993 ? ?
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Minder Chen, 1993-2011 Trigger for Ford’s AP Reengineering • Mazda only uses 1/5 personnel to do the same AP. (Ford: 500; Mazda: 5) • When goods arrive at the loading dock at Mazda: – Use bar-code reader is used to read delivery data. – Inventory data are updated. – Production schedules may be rescheduled if necessary. – Send electronic payment to the supplier.
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Minder Chen, 1993-2011 Ford Procurement Process Accounts Payable Vendor GoodsReceiving Payment Goods received Purchasing Purchase order Purchase order Data base
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Minder Chen, 1993-2011 Ford Accounts Payable Before After • More than 500 accounts payable clerks matched purchase order, receiving documents, and invoices and then issued payment. • It was slow and cumbersome. • Mismatches were common. • Reengineer “procurement” instead of AP process. • The new process cuts head count in AP by 75%. • Invoices are eliminated. • Matching is computerized. • Accuracy is improved.
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Minder Chen, 1993-2011 • 30 steps, 5 departments, 19 persons • Issuance application processing cycle time: 24 hours minimum; average 22 days • only 17 minutes in actually processing the application Department A Step 1 Department A Step 2 Department E Step 19 . . . . Issuance Application Issuance Policy New Life Insurance Policy Application Process at Mutual Benefits Life Before Reengineering* *Source: Adapted from Rethinking the Corporate Workplace: Case Manager at Mutual Benefit Life, Harvard Business School case 9-492-015, 1991. Mutual Benefits Life Before Reengineering*
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Minder Chen, 1993-2011 The New Life Insurance Policy Application Process Handled by Case Managers Case Manager Underwriter Physician Mainframe LAN Server PC Workstation • application processing cycle time: 4 hours minimum; 2-5 days average • Application handling capacity double • Cut 100 field office positions
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Minder Chen, 1993-2011 Capital Holding Co. - Direct Response Group* • A direct marketer of insurance-life, health, property, and casualty-via television, telephone, and direct mail. • In 1988, DRG president Norm Phelps and other senior executives decided that for our company, the days of mass marketing were over. • Need to strengthen DRG's relationships with existing customers and target our marketing to those potential customers whose profiles matched specific company strategies. • A new vision for DRG: The company needed to be exactly what most people didn't expect it to be an insurance company that cares about its customers and wants to give them the best possible value for their premium dollar. *Source: Adapted from Capital Holding Corporation-Reengineering the Direct Response Group, Harvard Business School case 192-001, 1992.
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Minder Chen, 1993-2011 Capital Holding Co.: Vision Caring, Listening, Satisfying... one by one Each of us is devoted to satisfying the financial concerns of every member of our customer family by: • Deeply caring about and understanding each member’s unique financial concerns. • Providing value through products and services that meet each member’s financial concerns. • Responding with the clear information, personal attention and respect to which each member is entitled. • Nurturing an enduring relationship that earns each member’s loyalty and recommendation.
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Minder Chen, 1993-2011 New Business Model: A Conceptual Breakthrough Target & Segment of Aggregate Market Use Individual Information Use Group Information Prospects Customers Sell & Renew Capture Individual Information & Personalized Service “I Think I Know.” “I Know for Sure.” Market Management Customer Management
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Minder Chen, 1993-2011 A High-Level Service Process Model Today CSR Life A&H Micro- Data Letter- System Customer Corres. Policy film Entry shop Change What’s your policy #’s? Challis 3 Life 70 Micro-film Request Action Request Day 1 Micro-film Response Day 5 • Increase my A&H coverage • Give me information about my Life Policy beneficiaries Action Request Day 2 Input Requested Change Day 5 A&H change confirmation letter mailed to customer System Update Life Policy beneficiaries letter mailed to customer Day 6 Day 6 (Batch) Day 8 Customer receives two separate responses
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Minder Chen, 1993-2011 Customer Management Team (CMT): A Flavor of How DRG Service Process Will Change Immediate Response to Customer Day 1 Answers Day 3-4 Day 1-2 Day 1 Send written acknowledgment • Increase my A&H coverage • Give me information about my Life Policy beneficiaries Customer CMT: Teleservice Representative System: Client-server architecture Outbound Paper
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Minder Chen, 1993-2011 Taco Bell* • “We were going backwards - fast ... If something was simple, we made it complex. If it was hard, we figured out a way to make it impossible.” - Taco Bell CEO, John E. Martin • Customer buy for $1 are worth about 25 cents. 75 cents goes into marketing, advertising, and overhead. • Reengineering from the customer’s point of view. “Are customer willing to pay for these ‘value-added’ activities?” *Source: Adapted from Hammer and Champy, 1993
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Minder Chen, 1993-2011 Taco Bell • Corporate Vision: “We want to be number one in share of stomach.” • Slashed kitchen: Kitchens : Seating capacity 70% : 30% 30% : 70% • Eliminate district managers. Restaurant managers are given profit-and-loss responsibility. • Moving cooking of meat and bean outside. • Boost peak serving capacity at average restaurant from $400 an hour to $1,500 a hour. • $500 millions regional company in 1982 to $3 billion national company in 1992.
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Minder Chen, 1993-2011 Reengineering Example Which line is shorter and faster? Cash Lane No more than 10 items
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Minder Chen, 1993-2011 Reengineered Process Key Concept: • One queue for multiple service points • Multiple services workstation
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Minder Chen, 1993-2011 BPR Principles • Organize around outcomes, not tasks. • Have those who use the output of the process perform the process. • Subsume information-processing work into the real work that produces the information. • Treat geographically dispersed resources as though they were centralized. • Link parallel activities instead of integrating their results. • Put decision points where the work is performed and build controls into the process. • Capture information once and at the source. Source: Michael Hammer, “Reengineering Work: Don’t Automate, Obliterate,” Harvard Business Review, July-August, 1990, pp. 104-112.
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Minder Chen, 1993-2011
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Minder Chen, 1993-2011 A BPR Framework Organization – Job skills – Structures – Reward – Values Technology – Enabling technologies – IS architectures – Methods and tools – IS organizations Process – Core business processes – Value-added – Customer-focus – Innovation
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Minder Chen, 1993-2011 Business Process Reengineering Life Cycle Define corporate visions and business goals Identify business processes to be reengineered Analyze and measure an existing process Identify enabling IT & generate alternative process redesigns Evaluate and select a process redesign Implement the reengineered process Continuous improvement of the process Visioning Identifying Analyzing Redesigning Evaluating Implementing Improving Manage change and stakeholder interests BPR-LC Enterprise-wide engineering Process-specific engineering
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Minder Chen, 1993-2011 TI Semiconductor Business Process Map Manufacturing Capability Development Strategy Development Product Development Customer Design & Support Order Fulfillment Concept Development Manufacturing Market Customers Customer Communication Source: Adapted from Hammer and Champy, 1993, p. 119.
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Minder Chen, 1993-2011 Using Value Chain to Identify High-Level Processes Added Value Corporate Infrastructure Inbound Logistic Operation Outbound Logistic ServiceSales and Marketing Primary Activity Supporting Activity Human Resource Management Procurement Technology Deployment
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Minder Chen, 1993-2011 Criteria for Selecting Processes • Broken • Bottleneck • Cross-functional or cross-organizational units • Core processes that have high impacts • Front-line and customer serving - the moment of the truth • Value-adding • New processes and services • Feasible
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Minder Chen, 1993-2011 Process Data • Basic Overall process data: – Customers and customer requirements – Suppliers and suppliers qualifications – Breakthrough goals – Performance characteristics: Cost, cycle time, reliability, and defect rate. – Systems constraints: Budgetary, business, legal, social, environmental, and safety issues and constraints. • Measure critical process metrics – Cycle time – Cost – Input quality – Output quality – Frequency and distribution of inputs
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Minder Chen, 1993-2011 Phase 4: Redesigning Identify enabling IT & generate alternative process redesigns Information Technology Business Reengineering How can IT support business processes? How can business processes be transformed using IT? Source: Thomas H. Davenport and James E. Short, “The New Industrial Engineering: Information technology and Business Process Redesign,” Sloan Management Review, Summer 1990, pp. 11-26. Technology-drivenBusiness-pulled
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Minder Chen, 1993-2011 Evaluation Criteria • Costs – Design and implementing the business process – Hire and train employee – Develop supporting IS – Purchase of other equipment and facilities • Benefits – Customer requirements – Breakthrough goals – Performance criteria – Constraints • Risk – Technology availability and maturity – Time required for design and implementation – Learning curve – Cost and schedule overrun
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Minder Chen, 1993-2011 Enabling IT to Consider • Client/server technology • Groupware and collaboration technologies • Mobile computing (wireless LAN, pen-based computing, GPS, iPhone) • Data capturing technology (scanner/barcode reader/RFID) • Telephony: Integration of computer and telephone systems; VoIP; Unified communications • Web services and Service-Oriented Architecture (SOA) • Imaging technology, work flow management systems, Business Process Management (BPM) • Decision support systems, Data warehouse, Business intelligence, Data mining, Digital dashboard • ERP, CRM, SCM • Electronic Data Interchange (EDI), Electronic Commerce, WWW, and Internet • Web 2.0 ….
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Minder Chen, 1993-2011 IT Enabling Effects Dimensions & Type Examples IT Enabling Effects Order from a supplier Develop a new product Approve a bank loan Manufacture a product Prepare a proposal Fill a customer order Develop a budget Lower transaction costs Eliminate intermediaries Work across geography Greater concurrency Integrate role and task Increase outcome flexibility Control process Routinize complex decision Reduce time and costs Increase output quality Improve analysis Increase participation Adapted from: Davenport, T. H. and Short, J. E., "The New Industrial Engineering: Information Technology and Business Process Redesign," Sloan Management Review, Summer 1990, p. 17. Organization Entity • Interorganizational • Interfunctional • Interpersonal Objects • Physical • Informational Activities • Operational • Managerial
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Minder Chen, 1993-2011 End-to-End Processes Customer Manufacturing Inventory Mgmt. Shipping Marketing/ Sales Account Receivable
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Minder Chen, 1993-2011 Order Management Cycle 1. Order Planning 2. Order Generation 3. Cost estimation and pricing 4. Order receipt and entry 5. Order selection and prioritization 6. Scheduling 7. Fulfillment – Procurement – Manufacturing – Assembling – Testing – Shipping – Installation 8. Billing 9. Returns and Claims 10. Postsales Services
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Minder Chen, 1993-2011 Empowered Customer-Focus Processes Values and Quality delivered to Customers timely Empowered Font-line worker Customer-facing Process Manager as Coach Teamwork
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Minder Chen, 1993-2011 Think from the Customer Back The Customer Management Organization Functions/Processes Activities/Tasks Define Outcomes Redesign Outputs Determine Activities Define Job Responsibilities Develop Organization Structure * Adapted from The Price Waterhouse Change Integration Team, Better Change, Irwin, 1995, p. 163.
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Minder Chen, 1993-2011 The Business Context of Business Networking Company Customer Customer's Customer Suppliers/ Partner N C N C N C N C N: Needs and Perceived Needs C: Capabilities Source: Adapted from Charles M. Savage, "The Dawn of the Knowledge Era," OR/MS Today, pp. 18-23. Virtual Enterprising Competitor Share: • Costs • Skills • Market access • Technology
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Minder Chen, 1993-2011 Standard Flowchart Symbols Activity Movement/ Transportation Decision Point Paper document Delay Storage Connector Begin/End Annotation Direction of process flow Transmission
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Minder Chen, 1993-2011 Functional Flowchart (Process Mapping) Customer Service Credit Checking Inventory Shipping Begin Enter Order Check Credit Yes Order Processing Update Inventory Ship orderEnd P R O C E S S C Y C L E 1 2 1 1 1 2 0.1 4 3 0.2 1 4 ... ... ... A C T I V I T Y Wait for shipping No Customer
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Minder Chen, 1993-2011 Process order Allocate inventory Ship order Billing Receive payment Actual flow of information (i.e., data flow) Logical flow of operational data (i.e., workflow) Flow of physical objects Money flow Legend: Warehouse Customer OLTP Database Workflows, Data Flows, and Physical Flows Account Receivable
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Minder Chen, 1993-2011 Islands of Automation & Fragmented Processes Order processing Inventory management Shipping & distribution Accounts Receivable IBM/MVS DB2 UNIX Informix Windows/NT SQL Server Netware Oracle
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Minder Chen, 1993-2011 Flow of Problem Tracing vs. Data Flow Order processing Inventory management Shipping & distribution Accounts Receivable FlowofProblemTracing DataFlow
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Minder Chen, 1993-2011 Front-End Integration Order processing Inventory management Shipping & distribution Accounts Receivable Process Owner Front-line Worker Front-end integration: A single-system view of the process and the customer
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Minder Chen, 1993-2011 The Reengineering Diamond Business Processes & Functions Management & Measurement Systems Jobs , Skills, & Organizational Structures Values and Beliefs Enlighten Entail Demand Foster Culture Customers & Info. Tech. Competitors Markets Customers & Suppliers
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