Business process reengineering
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This document discusses business process reengineering (BPR) at ICICI Bank in India. It defines BPR as fundamentally rethinking and redesigning business processes to achieve dramatic performance improvements in areas like cost, quality, and speed. ICICI implemented BPR to centralize operations, overcome limitations of its legacy branch-focused system, and create a centralized data repository to enable nationwide banking. This involved redesigning core banking, e-banking, treasury, wealth management, and CRM processes. The BPR implementation revolutionized ICICI's operations, provided scalability, and allowed many front-office functions to move to back-office resulting in improved customer service.
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Business process re- engineering
Business process reengineering (BPR) involves analyzing and redesigning workflows within and between organizations to optimize end-to-end processes and automate non-value added tasks. The key steps of BPR include mapping the current "as-is" process, designing an improved "to-be" process, implementing changes, and continuously improving. BPR aims to dramatically improve processes in terms of cost, quality, service and speed. Case studies show BPR can significantly reduce costs and processing times as demonstrated by Hewlett Packard reducing server assembly from one day to under 4 minutes.
4 business process reengineering
This document discusses business process reengineering (BPR). It defines BPR as the fundamental rethinking and redesign of business processes to achieve dramatic improvements in critical measures like cost, quality, service and speed. The document outlines the key differences between BPR and other process improvement approaches. It also describes the typical steps involved in implementing a BPR strategy, including selecting processes, understanding the current process, developing a vision for improvement, identifying an action plan, and executing the plan. Information technology is noted as an important enabler of successful BPR.
Business Process Re engineering
This document discusses business process reengineering (BPR). It begins by describing how traditional vs. transformed organizations differ, with transformed organizations having more networked structures, knowledge workers, flexibility, customer orientation, and team efforts. It then discusses drivers for BPR like changing customer demands and technology. BPR is defined as fundamentally redesigning operations to dramatically improve cost, quality, and cycle time. The document outlines six principles for BPR and the typical organizational structure. It details the nine dimensions of executing BPR, including establishing business direction, scoping processes for redesign, designing new processes, aligning infrastructure to support new processes, implementation planning, implementation, and change management. Case studies demonstrate benefits like reducing work and costs.
Business process re-engineering (BPR)
Business process reengineering (BPR) involves fundamentally rethinking and radically redesigning business processes to achieve dramatic improvements in performance metrics like cost, quality, service, and speed. It means "starting over" rather than incrementally changing existing processes. BPR aims to identify and remove non-value adding activities, minimize various checks and reconciliations, and provide customers with a single point of contact. Challenges to BPR include identifying customer needs and performance problems, managing the initiative, and facilitating organizational changes. Critical success factors include clear vision, top management commitment, focus on core processes, and change management.
MIS IN BANKING SECTOR
1. The document discusses the management information systems used at ICICI Bank. It describes how ICICI Bank has evolved over time from being formed in 1955 to becoming a diversified financial services group today.
2. It outlines the key information systems used at different levels of the bank, including transaction processing systems, management information systems, and enterprise information systems that support functions like deposits, loans, payments, and online services.
3. The document also summarizes some of the major software and technologies used at ICICI Bank to power its information systems and enable key operations like customer relationship management, risk management, and remote monitoring of infrastructure.
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Experience Mazda Zoom Zoom Lifestyle and Culture by Visiting and joining the Official Mazda Community at http://www.MazdaCommunity.org for additional insight into the Zoom Zoom Lifestyle and special offers for Mazda Community Members. If you live in Arizona, check out CardinaleWay Mazda's eCommerce website at http://www.Cardinale-Way-Mazda.com
Hr audit
The document discusses human resource audits. It defines an HR audit as examining and evaluating HR policies, procedures, and practices to determine the effectiveness and efficiency of human resource management. The purpose of an HR audit is to assess HR functions and identify strengths and weaknesses. Benefits include improving the HR department's image, encouraging professionalism, ensuring legal compliance, and reducing costs. Key areas audited include HR functions, managerial compliance, HR climate, and corporate strategy. Common approaches to HR audits are comparative, outside authority, statistical, compliance, and management by objectives. The conclusion emphasizes that HR audits help minimize turnover by improving training, working conditions, compensation, and advancement opportunities.
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The document outlines a roadmap for implementing a Just-in-Time (JIT) system in 3 phases over 7 months to achieve rapid and balanced flow from planning to scheduling. It discusses reviewing product design and processes, establishing pull systems and kanban cards, reducing inventory, developing skills, improving supplier relationships, and continuously measuring performance. The goal is to streamline production with minimal waste through quality control, stable schedules, small lot sizes, and a philosophy of continuous improvement.
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Business process re-engineering (BPR)
Business process reengineering (BPR) involves fundamentally rethinking and radically redesigning business processes to achieve dramatic improvements in performance metrics like cost, quality, service, and speed. It means "starting over" rather than incrementally changing existing processes. BPR aims to identify and remove non-value adding activities, minimize various checks and reconciliations, and provide customers with a single point of contact. Challenges to BPR include identifying customer needs and performance problems, managing the initiative, and facilitating organizational changes. Critical success factors include clear vision, top management commitment, focus on core processes, and change management.
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1. The document discusses the management information systems used at ICICI Bank. It describes how ICICI Bank has evolved over time from being formed in 1955 to becoming a diversified financial services group today.
2. It outlines the key information systems used at different levels of the bank, including transaction processing systems, management information systems, and enterprise information systems that support functions like deposits, loans, payments, and online services.
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The document outlines a roadmap for implementing a Just-in-Time (JIT) system in 3 phases over 7 months to achieve rapid and balanced flow from planning to scheduling. It discusses reviewing product design and processes, establishing pull systems and kanban cards, reducing inventory, developing skills, improving supplier relationships, and continuously measuring performance. The goal is to streamline production with minimal waste through quality control, stable schedules, small lot sizes, and a philosophy of continuous improvement.
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Just in time (JIT) is a production strategy that strives to improve a business' return on investment by reducing in-process inventory and associated carrying costs. Just in time is a type of operations management approach which originated in Japan in the 1950s. It was adopted by Toyota and other Japanese manufacturing firms, with excellent results: Toyota and other companies that adopted the approach ended up raising productivity (through the elimination of waste) significantly.Success And Failure of BPR in a Public Sector Industry
BPR can be defined as the �fundamental rethinking and radical redesign of business processes to achieve dramatic improvement in Critical Success factors like Cost Reduction, Quality Enhancement, Service Improvement and Cycle Time Reduction�. Re-engineering assumes the current process is irrelevant � it doesn�t work, it�s broke, forget it. Start over. In a manner of speaking, it is like projecting yourself into the future and asking yourself what should the process look like? What do my customers want it to look like? What do other employees want it to look like? How do best-in-class companies do it? What might we be able to do with new technology?
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- DMAIC stands for Define, Measure, Analyze, Improve, Control and is an iterative problem-solving approach. DMADV is for creating new processes.
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Bpr
BPR seeks to dramatically improve processes through radical redesign based on a focus on customers and outcomes. It examines processes from a global perspective to remove activities that do not create value for the end customer. Successful BPR requires selecting the appropriate process, appointing a cross-functional team, understanding the as-is process, developing and communicating a vision for change, and identifying an action plan supported by integrated information technology solutions. Common challenges include a lack of commitment to change, focusing on existing processes rather than rethinking from first principles, and poor planning and resource allocation for implementation.
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Two primary concerns of any business are efficiency and profitability. This is basically what an ERP system is designed to optimize.
An ERP system allows you to perform the necessary money-making processes of your business as efficiently as possible.
To achieve a level of efficiency and profitability, a business aims to maximize it’s bottom line while keeping overhead costs low.
An ERP system provides a business with management software that fosters productivity.
The term “ERP” stands for Enterprise Resource Planning.
Basically, an ERP system is a shared database that reflects the moving parts of a company. This provides a much broader, top-down perspective of your business.
Installing an ERP system will grant you a much fuller picture of what is actually going on, in any given period of time.
Some processes in which you can gain some business insights include: sales, human resources, inventory, purchasing, finances, online ordering and many more buckets.
The main objective of an ERP system is to improve how your business resources are spent, and that means money and time. By taking a wide-view, and analyzing every aspect of your business, you will be able to decide if you are properly deploying your resources in a way that will drive maximum profitability.
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- DMAIC stands for Define, Measure, Analyze, Improve, Control and is an iterative problem-solving approach. DMADV is for creating new processes.
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BPR seeks to dramatically improve processes through radical redesign based on a focus on customers and outcomes. It examines processes from a global perspective to remove activities that do not create value for the end customer. Successful BPR requires selecting the appropriate process, appointing a cross-functional team, understanding the as-is process, developing and communicating a vision for change, and identifying an action plan supported by integrated information technology solutions. Common challenges include a lack of commitment to change, focusing on existing processes rather than rethinking from first principles, and poor planning and resource allocation for implementation.
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The document discusses Business Process Reengineering (BPR). It defines BPR as the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical measures like cost, quality, service and speed. The document outlines that BPR advocates going back to basics and reexamining processes rather than making small incremental improvements. It also discusses that BPR focuses on processes rather than tasks, jobs or people. The document provides examples of successful BPR case studies and discusses the key principles and steps to conducting a successful BPR project.
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Ford Motors Company - Business Process Reengineering
Ford Motor Company was founded in 1903 by Henry Ford and grew to become one of the largest automakers in the world. In the 1970s, Ford faced competition from foreign automakers and sought to improve efficiency. An analysis found Ford's accounts payable department had 500 employees while a competitor had only 100, showing inefficiencies. Ford implemented a business process reengineering initiative using IT levers like computers and a database. This streamlined the procurement process, cutting the department's workforce by 75% and improving speed, quality and customer service. The changes helped Ford adapt to market challenges and maintain its leadership position.
Kanban
Kanban is a scheduling system used in lean manufacturing to control work in process inventory and optimize production. It tells producers what to make, when to make it, and how much to make based on customer demand. There are different types of kanbans including raw material, work in process, and finished goods kanbans. Kanbans work by signaling when more inventory is needed to replenish bins and keep just the right amount of materials and products flowing through the production process. The goal is smooth and efficient production without waste.
Role of mis in hrm
Management information systems (MIS) provide organizations with tools to efficiently manage departments and make decisions. MIS involves people, technology, and information. It refers broadly to computer-based systems that supply managers with past, present, and predictive information through software, databases, hardware, and other computerized processes. Within companies, the MIS department is responsible for computer systems and information services. Human resource information systems (HRIS) merge human resource management processes with information technology, using standardized software packages to program routine data processing for functions like staffing, training, compensation, and governmental reporting. An HRIS provides outputs like manpower forecasts, standing government reports, and performance/training evaluations.
Business process reengineering vs kaizen
This document compares and contrasts the Business Process Reengineering (BPR) method and the Kaizen method. BPR involves fundamental redesign of processes to achieve dramatic improvements, while Kaizen focuses on incremental, continuous improvements. BPR is harder to implement and enables radical change, while Kaizen is easier to implement and requires long-term discipline. The document provides examples and details about the methodology and key aspects of each approach.
Business process reengineering
Business process reengineering (BPR) involves analyzing and redesigning workflows within and between enterprises to optimize end-to-end processes and automate non-value added tasks. It requires fundamentally rethinking how business is conducted by disregarding existing structures and inventing completely new ways of working rather than making incremental improvements. The bank plans to expand its branch network from 3,159 to 5,000-7,000 over the next five years, set up a corporate branch in each state, and recruit 3,295 new employees across various departments to streamline operations globally and better serve corporate clients. The bank implemented a core banking solution using Finacle software from Infosys running on an Oracle database to provide centralized, real-
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What is an ERP system? This guide explains what an ERP system is and how it works for your business.
Two primary concerns of any business are efficiency and profitability. This is basically what an ERP system is designed to optimize.
An ERP system allows you to perform the necessary money-making processes of your business as efficiently as possible.
To achieve a level of efficiency and profitability, a business aims to maximize it’s bottom line while keeping overhead costs low.
An ERP system provides a business with management software that fosters productivity.
The term “ERP” stands for Enterprise Resource Planning.
Basically, an ERP system is a shared database that reflects the moving parts of a company. This provides a much broader, top-down perspective of your business.
Installing an ERP system will grant you a much fuller picture of what is actually going on, in any given period of time.
Some processes in which you can gain some business insights include: sales, human resources, inventory, purchasing, finances, online ordering and many more buckets.
The main objective of an ERP system is to improve how your business resources are spent, and that means money and time. By taking a wide-view, and analyzing every aspect of your business, you will be able to decide if you are properly deploying your resources in a way that will drive maximum profitability.
Erp presentation
The document provides an overview of enterprise resource planning (ERP) systems. It defines ERP as a business strategy and set of applications that optimize operational and financial processes within and between enterprises. The document outlines key ERP components like transaction processing, isolation, and databases. It also discusses benefits of ERP like improved decision making, efficiencies, and real-time visibility across systems. Examples of ERP use in manufacturing, banking, and other sectors in Bangladesh are provided.
Business process reengineering
The document is a presentation on business process re-engineering (BPR) by Anit Jain and Pritesh Patil. It defines BPR as the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical performance measures. The presentation outlines the history, characteristics, methodology and implementation of BPR. It also discusses benefits, causes of failure, duration, costs and provides a case study on BPR implementation at M&M.
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Capgemini Consulting provides strategic business innovation services focused on developing new business models that significantly increase revenue and decrease costs through innovations in a company's value proposition, customer relationships, distribution channels, partner networks, and cost and revenue structures. Their business model innovation framework helps companies analyze and refine the key elements of their business model to develop an implementation roadmap. Capgemini also assists with operating model, commercial, and value chain innovations to lower costs and increase revenue streams.
PRIMUS Techsystems Company Profile
PRIMUS Techsystems Private Limited is an IT company established in 2006 that provides SAP implementation and support services. It has significant expertise implementing SAP applications for mid-sized and large organizations. PRIMUS aims to become the market leader for SAP services in India through initiatives focused on quality, aggressive timelines, pricing strategies, and retaining skilled employees. It offers a range of SAP-related services and has implemented SAP solutions for numerous automotive and manufacturing customers in India and other countries.
Balanced Scorecard Presentation For Gemba
The document discusses strategies for improving organizational performance through aligning operations with strategic goals. It introduces the balanced scorecard approach, which translates strategy into objectives and initiatives across four perspectives: financial, customer, internal processes, and learning and growth. Sample strategy maps and scorecards are provided for several strategic themes, including achieving a low-cost market position, product innovation, improving sales performance, and optimizing resource allocation. The balanced scorecard framework is intended to help organizations execute strategy through consistent focus, measurement, and resource allocation.
Service To Cash Essential Banking V4
The document discusses SAP's Service to Cash solution for banks, highlighting scenarios where it can help with relationship pricing, consolidated billing, high volume credit card processing, on-device charging, invoice factoring, confirming, and credit bureau charging. It provides examples of how SAP solutions address challenges in these areas and help banks improve customer experience, profitability, and operations. The integrated SAP solutions allow banks to better manage revenues, costs, and customer relationships across multiple products and services.
OAUGNYC 2012, Product Spotlight: Oracle Hyperion Profitability & Cost Management
Profitability and cost management are of increasing importance in today's difficult and rapidly changing markets. Summary level profitability reporting no longer suffices. To gain a competitive advantage, organizations must understand profitability beyond the usual lines of business, such as product line, service area, and customer segment. This presentation will demonstrate how Oracle Hyperion Profitability and Cost Management enables organizations to understand the true cost and profitability drivers within their business and empowers users with the visibility and flexibility to improve resource alignment, increase margins and ensure profitability.
Iccm Solutions E Brochure 2012
ICC Solutions provides service management software and expertise. They aim to help organizations progress from "good" to "better" to "extraordinary" service management. ICCM offers out-of-the-box processes to establish a good foundation, and allows customization to help clients continually improve ("great") and transform their organizations through enterprise-wide process deployment ("extraordinary"). ICCM works with clients across industries to help them achieve their service management goals.
Vertex | Customer Managerment Outsourcing | Overview
Enhancing business value, improving the customer experience
Your success relies on your customers, which is why we use our expertise, experience, and proven methods to improve your organization’s effectiveness. Whatever the economic climate, we manage the ongoing evolution of your customers’ experience, making your relationships successful and long-term.
Vertex helps you turn your customer interactions into insight, addressing three key areas in customer experience management: resolving customer contacts to create real value, analyzing transactions that don’t add value, and continually improving service effectiveness and efficiency.
Chris : IDC pulse 2010
1) Businesses are focusing on growth, innovation, customers, and managing complexity and change in global markets.
2) Integrated service management, automation, and integrated lifecycles are required to exploit opportunities from change.
3) The presentation provides guidance on transforming information into digital assets, integrating business and IT service management, optimizing resources and performance, and investing in automation and best practices to manage complexity and change.
BI for Automotive
1) Maximizing insight through business intelligence (BI) helps automotive companies improve decision making, business outcomes, and competitiveness through better visibility into financial and operational metrics.
2) Asia Motor Works implemented a BI solution to gain insights from linked data on metrics like warranty costs, sales trends, and inventory levels. This improved productivity, reduced costs by 20%, and gave the company a competitive edge.
3) BI enables automotive companies to optimize outcomes through improved product innovation, quality, and customer experience while reducing costs, increasing efficiency across global supply chains, and enabling proactive decision making through actionable insights.
Achieving Dialogue In The Age Of The Omni-Channel Customer
"Blast" marketing strategies of the past are no longer sufficient to engage today's customers and foster loyalty. Typical campaign response rates have plummeted while customer opt-out rates have ascended, limiting your ability to converse with even your most valuable customers. New automated dialogue strategies can help retailers create a seamless experience across all channels and engage with each of their customers as individuals, connecting every customer communication - outbound, inbound, marketing, sales or service - into an ongoing dialogue where customer insight and understanding forms the basis for each and every interaction.
HPMC12: KLM Customer Care presentation
Presented during the High Performance Marketing Conference 2012, organized by Accenture on February 9th 2012.
This presentation was given by Roy Scheerder of KLM, and looks at how KLM implemented it's multi-channel customer care program.
Cómo las tecnologías de colaboración y Virtualización aumentan la producti...
Cómo las tecnologías de colaboración y Virtualización aumentan la producti...Asociación de Marketing Bancario Argentino
Conferencia Simultánea CISCO / Logicalis
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12º Congreso Internacional de Tecnología para el Negocio FinancieroAbout BPR
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Cpm sales offering 10 06 2012
Customer Process Management (CPM) allows companies to increase competitiveness by optimizing marketing processes, reducing waste, and building competitive advantages through a customer-centric approach. CPM projects define roles, responsibilities, and processes to align the organization and improve the customer experience. By addressing internal challenges like unclear responsibilities and long time-to-market, as well as external pressures from competition and changing markets, CPM helps firms stay competitive through optimized commercial processes focused on marketing and surrounding functions.
Design for service part 2 of 2
1) TildaTech is a company based in North Wales that manufactures an electrical beauty therapy product. They have 55 employees and an annual turnover of €14.8 million.
2) While TildaTech has established itself as a respected brand in the beauty treatment sector, they now face more competition from lower cost products.
3) A service design consultant worked with TildaTech's marketing team and beauty therapists to better understand customers and inspire new products/services. They helped develop a customer segmentation strategy and service vision to strengthen TildaTech's position against growing competition.
Aes Business Process Co Sourcing
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Bringing the Personal Branch Banking Experience to the ATM
Due to dissatisfaction with customer service, analysts’ surveys advise that over a third of global retail banking customers moved providers in 2011. Losing this segment of customers reduces the opportunity to sell more financial products at the branch, negatively impacting profitability and growth. For more details: www.nafcu.org/ncr
Shared services secret 7: Don't be defeated by ERP and ERP Complications
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To find out more about forthcoming conferences check http://www.sharedserviceslink.com
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Business process reengineering
- 1. Business Process Reengineering “A Tool for Managing in a Complex & Changing World!” - Jane Cochrane
- 2. BPR is… “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, Reengineering the Corporation: A manifesto for Business Revolution, 1993)
- 3. Objective of BPR Initiate… • To give him • To meet it enhanced successfully value Customer Competition Cost Change • To reduce it • To manage efficiently it strategically BPR basically aimed at maintaining long term profitability and strengthening the competitive edge of banks in conforming with transforming market realities.
- 4. BPR in ICICI… • Centralization To make its services available nationwide, ICICI Bank had to move away from the branch-centric model. • Legacy System The banking transactions were limited to the respective branch offices as customer data was not available in other branches. • Centralized Data Repository ICICI realized the importance of offering nation wide banking.
- 5. Team Involved in Implementing BPR… Designed to address Design to Provided Core banking software to Integrate the E-banking manage, analyze, Online Banking Treasury and mobilize for the information, Wealth management Customers using relational CRM requirements databases
- 6. Impact of BPR… • BPR has completely revolutionized the operations of ICICI and provided it an edge over other banks. • Scalability in a project of this size is an obsession. • Using the support of companies like Infosys, Oracle, SYBASE, SAS it implemented ‘Anywhere' Banking. • The core solution allows ICICI to move many front-office functions into the back office and free up branch resources to focus on banking sales and customer service.
Editor's Notes
- BPR (Business Process Reengineering) is all about reinventing, rethinking, redesigning, redirecting and rebuilding. The definition of BPR as per given by Hammer & Champy
- The objective of a BPR initiate is to create and enhance the value of the bank for the customers. It takes into account 4 important aspects customer (to given him enhanced value), competition (to meet it successfully), change (to manage it) and cost (to reduce). The basic objectives of BPR are to reduce the transaction process time without sacrificing security aspects.BPR basically aimed at maintaining long term profitability and strengthening the competitive edge of banks in conforming with transforming market realities.
- As traditional systems at ICICI Bank were very centric to the branch. For example a server at New Delhi was specific to the branch in that city; the ATMs were standalone catering only to the city branch.
- With Finacle, the bank currently has the ability to process 0.27 million cheques per day and manage 7000 concurrent users.