The document discusses business process reengineering (BPR). It states that BPR changes processes, not functions, departments, geographies, or tasks. Reengineering is not the same as reorganizing or downsizing for cost savings. Reengineering focuses on rethinking processes from the ground up to make them more efficient, such as by eliminating unnecessary work. The document then describes how competition from Japanese companies in the US led American companies to adopt Japanese lean manufacturing techniques like just-in-time production and multi-skilling to better respond to customers. An example is given of a 1997 BPR project at a company that reengineered customer ordering, service, and feedback processes.

1. Presented by- group 4
Kshitij singh
Ginil vincent
Sree deep mukherjee
Aamir altaf
Shantanu kumar

3. BPR changes processes and
not
functions, departments,
geographies or tasks.

4.  Reengineering is not reorganising.
 Modifying how an organisation is structured and redesigning
an organisation’s business processes are two different things.
 An organisation structure should be designed so that it best
supports redesigned business processes.
 Reengineering is not downsizing either.
 Downsizing refers to the reduction of the workforce to
achieve short term cost- savings.
 Reengineering on the other hand focusses on rethinking from
the ground up, finding more efficient ways of working
including eliminating work that is unnecessary.

5. old era new era
high demand high competition.
efficiency control innovation ,speed,
service and
quality.

8.  Empowering employees.
 Eliminating waste, unnecessary
management overhead, and obsolete
or inefficient processes.
 Producing often significant reductions in
cost and cycle times.
 Helding top organisations stay on top
and low achievers to become effective
competitors.

9.  Business climate made reengineering
necessary in U.S.A.
 Business face so many troubles like:
 Assembly line model of production, where customer waited
in line for delivery.
 Competition within the country is very low.
 Global competition was largely non-existent.

10.  Japanese organisations entered into USA
market.
 Japanese were too smart, they move
small market into world markets with
extraordinary quality and manufacturing
philosophy. They cut out necessary
waste like:
 Safety stock inventories.
 Multiple suppliers.
 External inspection.
 Low cost in regular basis.
 High quality.

11.  US adopted japanese paradigm
because of:
 They realised that economies of scale is
not important as economy of time.
 They opted for flexibility and multi- skilling
techniques in work –culture and this
created the ability to respond i.e discard
old and narrow focussed to new
innovation works.
 Customers response became the
primary objective rather than the growth

12.  In year 1997,
 Major BPR in customer- ordering, services functions
 Manufacturing and marketing.
 Conducting market research in six months to know customer
feedback on their products and general view on market
needs.
 Performance level of three major process:
Customer orders
Customer service
Customer feedback
 Three points of customers:
Sales executive
Installation technician
Market researcher

13.  Leasing and financing company.
 Manufacturing company.
 News paper publishers.