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This presentation discusses two cases of business process re-engineering applied at a pharmaceutical company and automobile manufacturer. The first case discusses reducing water consumption by utilizing treated process water for gardening and cooling instead of discharging it, saving over 500,000 rupees annually. The second case discusses increasing efficiency by switching from arc welding to CO2 welding, reducing labor costs, improving quality and productivity, and saving over 300,000 rupees per year. In both cases, re-engineering business processes achieved cost savings through resource optimization and technology improvements.
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About life
Life involves inevitable change that can be both painful and beautiful. The purpose of life is to seek out new experiences without fear and to fully embrace each moment. As things change and people come and go, life continues and is too precious to worry over things outside our control. The document encourages the reader to have fun, fall in love, say what they want, do what they want, and not regret anything or let others bring them down. It emphasizes that what matters most in life is who you share it with, not where you go or what you have.
Real Masjid al-aqsa
The document discusses the difference between Masjid Al-Aqsa and the Dome of the Rock in Jerusalem. It notes that media often incorrectly shows pictures of the Dome of the Rock when referring to Masjid Al-Aqsa due to Zionist efforts to erase the true image of Masjid Al-Aqsa from Muslim memory. Many Muslims and non-Muslims now mistakenly display pictures of the Dome of the Rock thinking it is Masjid Al-Aqsa. The document urges readers to educate others, especially children, about the difference between the two sites.
A r m report
1) The document discusses implementing a Just-in-Time (JIT) inventory system in the automotive industry in Pakistan to improve customer satisfaction.
2) JIT aims to have the right materials available at the right time and in the right quantities to meet customer demand. This reduces inventory costs and improves productivity.
3) The study will interview automotive industry stakeholders about their current inventory challenges and survey them about adopting a JIT system to address issues like delayed deliveries affecting customers.
Assignment adil aziz (operation strategy)
Productivity measures the relationship between inputs and outputs of a production process. It can be measured partially for individual inputs like labor, materials, and capital, or multifactor productivity which considers total inputs and outputs.
Order qualifiers are basic requirements that allow a customer to consider a product, like quality or reliability. Order winners are distinguishing factors that influence a customer's purchase decision over competitors, such as price, speed of delivery, or brand reputation.
Firms must meet order qualifiers to be eligible for consideration and should focus on excelling in order winners to gain competitive advantage and sustain their position in the market. Balancing order qualifiers and winners like quality versus cost requires careful strategic decision making.
Supply chain system in hpml report
Hinopak Motors Limited is Pakistan's largest manufacturer of medium and heavy-duty trucks and buses, with a 65% market share. It is a joint venture between Hino Motors of Japan and Toyota Tsusho Corporation. The company aims to provide safe, economical, comfortable and environmentally friendly transportation. It has received ISO 9001 certification for quality management and ISO 14001 for environmental management. Hinopak uses an ERP system and just-in-time approach to manage its supply chain and keep inventory levels optimized.
Management report on HPML
Hinopak Motors Limited is the largest manufacturer of medium and heavy-duty trucks and buses in Pakistan, with a 65% market share. The company aims to achieve total customer satisfaction through quality manufacturing and services while contributing to Pakistan's economic growth. Although Hinopak is meeting production targets, lack of support from the government is creating some inefficiencies for the company to overcome.
Operation strategy assignment sheema raza
Hinopak Motors is the market leader in automobile manufacturing in Pakistan for 22 years. To measure productivity, Hinopak analyzes labor productivity by measuring the number of buses manufactured using available manpower over a month. Key order qualifying factors for Hinopak include its large dealership network and brand recognition. However, order winning factors that help Hinopak gain contracts over competitors include extensive after-sales support services like repairs, spare parts availability, free vehicle tune-ups and driver training, on-time deliveries, flexibility in order volumes and customizing vehicles to customer specifications. These order winning qualities give Hinopak a competitive edge.
SCM HPML
This document discusses supply chain management at Hinopak Motors Limited, a Pakistani automotive company. It outlines Hinopak's supply chain goals of revenue growth, asset utilization, cost reduction. It then describes Hinopak's procurement process, inventory management practices including Kanban and Pareto analysis, warehouse management, production planning, and vendor management strategies. Recommendations are provided to implement Just-In-Time practices to reduce costs and inventory.
Bpr report mavericks
This report summarizes five projects implemented by two organizations to improve their business processes through reengineering. Project 1 reduced water consumption and costs at a pharmaceutical company. Project 2 improved bulb maintenance at a liquid manufacturing plant. Project 3 validated an alternative testing method to address media shortage issues. Project 4 installed a CNC machine to reduce costs and improve part quality. Project 5 switched to CO2 welding to improve safety and reduce injuries.
Bpr assignment 3
The document discusses two generic structures for business process modeling: one that adopts a variety of process concerns and layers of concepts, and one that minimizes barriers between process presentation and model analysis through verification and validation. It then examines several frameworks for business process reengineering (BPR) and modeling, including PADM, PRLC, and frameworks from Davenport, Mayer, and Knettinger. Based on these, it concludes that a generic business process model should represent that a business process has customers, is composed of value-creating activities operated by human or machine actors across organizational units.
Bpr assignment 2
This document discusses process analysis techniques and tools that can be used for business improvement. It describes several paper-based and software-supported tools for process analysis, including IDEF0, IDEF1, IDEF2, Petri nets, and RAD. These tools vary in their modeling capabilities, simulation features, analysis functions, and ability to integrate different views. The document also examines the product introduction process in automotive companies to identify characteristics that effective process analysis tools should support, such as concurrency, interdependency, complexity, and innovativeness. Key criteria for evaluating process analysis software include hardware/software compatibility, user features, modeling, simulation, analysis capabilities, and integration of views. Process analysis tools that meet these criteria can
Bpr assignement1
This document provides a consolidated methodology for business process reengineering (BPR). It defines BPR as the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements. The methodology involves 5 activities: 1) Preparing for reengineering by analyzing objectives and developing consensus. 2) Mapping and analyzing the current ("As-Is") processes to understand problems. 3) Designing improved future ("To-Be") processes through benchmarking and alternatives. 4) Implementing the reengineered processes while managing resistance to change. 5) Continuously improving processes through monitoring and participation. The goal is to restructure the entire business around customer needs and radically improve outcomes like cost, quality and speed.
Bpr assignement
This document outlines the 5 steps of the business process reengineering (BPR) methodology: 1) Prepare for reengineering, 2) Map and analyze the as-is process, 3) Design the to-be process, 4) Implement the reengineered process, and 5) Continuously improve the process. It discusses each step in detail, emphasizing the importance of understanding customer needs, analyzing existing processes for inefficiencies, designing new processes, implementing changes, and ongoing monitoring and improvement. The goal of BPR is to dramatically restructure processes to better meet customer requirements and organizational objectives.
Desi ghee report
This document provides information on the consumption and pricing of desi ghee in Pakistan. It finds that most Pakistanis still use ghee for cooking, though more believe oil is healthier. Desi ghee has a small 5% market share, with major buyers being sweet shops and those wanting a healthy diet or weight gain. The pricing of various ghee and oil brands is also presented.
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We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
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BPR
- 1. āBusiness Process Re-Engineeringā Presented By ; Adil Aziz AtifAftab Muhammad ShafquatFarooqui SheemaRaza KahkashanQamar
- 2. āBusiness Process Re-Engineeringā Proceedingsā¦.. What Business Process Re Engineering ? What We are Going to Discuss ? Discussion step by stepā¦..
- 5. Efficient utilization and reduction of water consumption.
- 7. Water Used for Washing. 92,000 gallon per year
- 8. Water Used for Gardening 100,000 gallon per year
- 9. Water Used for Cooling of Pumps 200, 0000 gallon per year
- 10. Cost of Water 435,590 rupees per yearāBusiness Process Re-Engineeringā
- 12. Efficient utilization and reduction of water consumption.
- 14. 4800,000 gallonprocess water discharge & treated every day.
- 15. All the Process / treated water used to discharge in public drain.
- 16. The potential opportunity of around 65,70,240 (6.6 million) rupees.āBusiness Process Re-Engineeringā
- 18. Required internal training has been provided to related staff.
- 19. It implies the saving of around 536,570 (0.5 million) rupees per annum.
- 20. Other channels to avail this opportunity are remain under consideration.āBusiness Process Re-Engineeringā
- 23. Poor Performance Of Current Process (ARC Welding)
- 24. Extra man hours (Need more man power)
- 27. Reduced Man hours. (Required Less Man power)
- 29. Implementation & Cost Efficiency:
- 30. Improved Safe Working Environment
- 31. Reduced Man hours (Required Less Man power)
- 32. Subsequently Reduced Cost of Production.
- 34. This all implies a saving of Rs. 3,42,000 per annum.
- 35. Improved Working Environment & Efficiency.
- 37. āBusiness Process Re-Engineeringā Thank You !