Here are potential responses to the review questions:
1. What are the key risks of an ERP implementation project?
- Scope creep and changing requirements
- Inadequate integration infrastructure
- Impossible timelines and schedules
- Staff turnover
- Lack of change management procedures
- Inexperience of staff and management
- Resistance to new business processes
- Issues with a new integration platform
- Insufficient testing
2. What are some common disadvantages of ERP systems?
- High costs of implementation and customization
- Lengthy implementation timelines (1-3 years)
- Difficulty balancing customization needs vs flexibility
- Delay in realizing ROI and cost savings
- Need for extensive
This document provides an overview of enterprise resource planning (ERP) systems. It defines ERP as software that integrates business functions across an enterprise, discusses the history and evolution of ERP from separate systems in the 1960s-1980s to integrated ERP in the 1990s, and outlines the main components or modules of a typical ERP system, including accounting, human resources, manufacturing, project management, customer relationship management, and supply chain management. The document also covers ERP implementation options, vendors, advantages, disadvantages, examples of successful implementations, and reasons why ERP projects fail.
MIS 17 Cross-Functional Enterprise SystemsTushar B Kute
These presentations are created by Tushar B Kute to teach the subject 'Management Information System' subject of TEIT of University of Pune.
http://www.tusharkute.com
The document outlines the key phases of an ERP implementation lifecycle. It begins with pre-evaluation vendor selection where suitable ERP solutions are identified. Next is the ERP solution evaluation phase where selection criteria are developed and solutions are evaluated. The project planning phase then designs the implementation process by defining timelines, roles and responsibilities. Gap analysis identifies where the ERP solutions meet or do not meet business requirements. The configuration and testing phases involve setting up the system and working out any issues. User training and going live then transition the organization to the new ERP system. Post-implementation focuses on adoption and system updates.
This document discusses human resource information systems (HRIS). It begins by defining HRIS as a systematic way to store and analyze employee data to aid decision making. The objectives of HRIS are to provide comprehensive and up-to-date information at a reasonable cost while ensuring data security and privacy. HRIS contains information on jobs, positions and people. It supports strategic, tactical, and operational human resource functions. Common HRIS subsystems include recruitment, payroll, and performance appraisal. Implementing HRIS involves planning, analysis, design, implementation and maintenance. HRIS provides benefits like faster data retrieval and processing, reduced costs, and more effective decision making. However, limitations include potential expenses and issues with computer literacy.
Business process reengineering (BPR) was introduced in the 1990s to fundamentally rethink and redesign business processes. It aims to make radical improvements by eliminating non-value adding activities, integrating information systems, and optimizing end-to-end processes. BPR focuses on outcomes rather than tasks and seeks to dramatically reduce costs and improve customer service. A typical BPR process involves preparing for change, analyzing the existing process, designing an improved process, implementing changes, and continuously monitoring results. When successfully implemented, BPR can lead to significant reductions in time, costs and improvements in quality.
Business process reengineering (BPR) involves fundamentally rethinking and radically redesigning business processes to achieve dramatic improvements in critical performance measures like cost, quality, service and speed. It focuses on how work is done, moving away from functional silos to a process view that cuts across organizational boundaries. BPR aims for breakthrough goals through fundamental changes that question existing structures and procedures, taking nothing for granted. Key steps in BPR include selecting processes for reengineering, understanding the current process, developing a vision for an improved process, identifying an action plan, and executing the plan. Common challenges include not making changes radical enough, over-reliance on the existing process, and failure to gain organizational commitment.
The document discusses some key considerations for determining ERP system requirements, including focusing on business goals and future needs rather than just transferring current processes. It provides an extensive list of common ERP requirements across key areas like accounting, human resources, manufacturing, sales, supply chain management, and customer relationship management. The document also briefly outlines some potential limitations of ERP systems like high implementation costs, lengthy deployment times, and difficulties with customization and data migration.
Here are potential responses to the review questions:
1. What are the key risks of an ERP implementation project?
- Scope creep and changing requirements
- Inadequate integration infrastructure
- Impossible timelines and schedules
- Staff turnover
- Lack of change management procedures
- Inexperience of staff and management
- Resistance to new business processes
- Issues with a new integration platform
- Insufficient testing
2. What are some common disadvantages of ERP systems?
- High costs of implementation and customization
- Lengthy implementation timelines (1-3 years)
- Difficulty balancing customization needs vs flexibility
- Delay in realizing ROI and cost savings
- Need for extensive
This document provides an overview of enterprise resource planning (ERP) systems. It defines ERP as software that integrates business functions across an enterprise, discusses the history and evolution of ERP from separate systems in the 1960s-1980s to integrated ERP in the 1990s, and outlines the main components or modules of a typical ERP system, including accounting, human resources, manufacturing, project management, customer relationship management, and supply chain management. The document also covers ERP implementation options, vendors, advantages, disadvantages, examples of successful implementations, and reasons why ERP projects fail.
MIS 17 Cross-Functional Enterprise SystemsTushar B Kute
These presentations are created by Tushar B Kute to teach the subject 'Management Information System' subject of TEIT of University of Pune.
http://www.tusharkute.com
The document outlines the key phases of an ERP implementation lifecycle. It begins with pre-evaluation vendor selection where suitable ERP solutions are identified. Next is the ERP solution evaluation phase where selection criteria are developed and solutions are evaluated. The project planning phase then designs the implementation process by defining timelines, roles and responsibilities. Gap analysis identifies where the ERP solutions meet or do not meet business requirements. The configuration and testing phases involve setting up the system and working out any issues. User training and going live then transition the organization to the new ERP system. Post-implementation focuses on adoption and system updates.
This document discusses human resource information systems (HRIS). It begins by defining HRIS as a systematic way to store and analyze employee data to aid decision making. The objectives of HRIS are to provide comprehensive and up-to-date information at a reasonable cost while ensuring data security and privacy. HRIS contains information on jobs, positions and people. It supports strategic, tactical, and operational human resource functions. Common HRIS subsystems include recruitment, payroll, and performance appraisal. Implementing HRIS involves planning, analysis, design, implementation and maintenance. HRIS provides benefits like faster data retrieval and processing, reduced costs, and more effective decision making. However, limitations include potential expenses and issues with computer literacy.
Business process reengineering (BPR) was introduced in the 1990s to fundamentally rethink and redesign business processes. It aims to make radical improvements by eliminating non-value adding activities, integrating information systems, and optimizing end-to-end processes. BPR focuses on outcomes rather than tasks and seeks to dramatically reduce costs and improve customer service. A typical BPR process involves preparing for change, analyzing the existing process, designing an improved process, implementing changes, and continuously monitoring results. When successfully implemented, BPR can lead to significant reductions in time, costs and improvements in quality.
Business process reengineering (BPR) involves fundamentally rethinking and radically redesigning business processes to achieve dramatic improvements in critical performance measures like cost, quality, service and speed. It focuses on how work is done, moving away from functional silos to a process view that cuts across organizational boundaries. BPR aims for breakthrough goals through fundamental changes that question existing structures and procedures, taking nothing for granted. Key steps in BPR include selecting processes for reengineering, understanding the current process, developing a vision for an improved process, identifying an action plan, and executing the plan. Common challenges include not making changes radical enough, over-reliance on the existing process, and failure to gain organizational commitment.
The document discusses some key considerations for determining ERP system requirements, including focusing on business goals and future needs rather than just transferring current processes. It provides an extensive list of common ERP requirements across key areas like accounting, human resources, manufacturing, sales, supply chain management, and customer relationship management. The document also briefly outlines some potential limitations of ERP systems like high implementation costs, lengthy deployment times, and difficulties with customization and data migration.
This document provides an overview and introduction to Enterprise Resource Planning (ERP) systems. It discusses what an enterprise and ERP system are, why companies implement ERP, and how an ERP implementation should be carried out. The key points made in the document are:
1. An enterprise is a group of people with a common goal, and an ERP system integrates the information systems and automates core functions of an organization.
2. Implementing an ERP system has become necessary for companies to survive in today's competitive environment. However, selecting and implementing an ERP system is a difficult task with a high risk of failure.
3. A successful ERP implementation requires identifying an experienced consulting firm
Why to strangle your business and increase complexities by using primitive business methods? Rather go for implementing an effective tool – ERP in your business and overcome the barriers of growth. Read on to discover the top signs that your business needs an ERP system. This guide will help you to analyze the pain points that your business has and how can they be resolved.
ERP Implementation Challenges and Package SelectionUsman Tariq
ERP implementations have a nasty reputation for being challenging.
These challenges can lead to your ERP implementation project taking too much time and being over budget.
The result can be you being left with an underperforming solution. Or, you avoiding implementation of an ERP at all costs.
While the challenges are real, they shouldn’t stop you from implementing one.
The document discusses enterprise resource planning (ERP) systems. It provides an overview of ERP, covering its evolution from early systems focused on production planning to modern flexible ERP systems integrated across the supply chain. The benefits of ERP implementation are also summarized, including business integration, flexibility, improved efficiency, information integration, and better decision making. The document outlines some of the key advantages that ERP systems provide to businesses.
The document discusses the advantages of an ERP software system including no data redundancy, easier communication between departments, and improved self-awareness. It describes how ART Inc can help companies implement and customize an ERP system to streamline business processes, boost sales, manage customer relationships, invoices, accounting, projects, human resources, purchases, customer service, documents, and email marketing. Key strengths of their ERP software include integrated applications, an easy-to-use interface, and flexible customization.
This document provides an overview of enterprise resource planning (ERP) systems. It discusses key ERP modules like finance, human resources, supply chain management, and manufacturing. It also outlines advantages of ERP systems like end-to-end visibility, planning and reporting, and data security. Challenges of ERP implementation include finding the right software, gaining management commitment, and providing adequate training. Trends in ERP highlighted are more user-friendly interfaces, increased mobility, greater integration between systems, and demand for cloud-based solutions.
The document discusses enterprise resource planning (ERP) systems. It describes ERP as a system that integrates all departments and functions of a company onto a single computer system to serve their needs. ERP automates business processes and can provide tremendous payback if installed correctly. The document outlines the evolution of ERP from earlier MRP systems of the 1960s-1980s to more modern ERP systems of the 1990s-2000s that integrate functions across the entire value chain of a business.
Enterprise resource planning (ERP) is an enterprise-wide information system designed to coordinate all the resources, information, and activities needed to complete business processes such as order fulfillment or billing. ... Ideally, the data for the various business functions are integrated.
The document discusses enterprise resource planning (ERP) systems. It provides an overview of what an ERP system is, the scope and costs of implementation. Key points covered include the anatomy of an ERP system with its central database, configuring an ERP system, and the allure of an integrated system. Challenges that can arise when the system and company strategy do not align are also examined. The impact on an organization is streamlined processes and real-time access to information. Successful implementation requires top management involvement and customizing the system to the business.
Enterprise wide systems are large-scale software packages that support business processes, information flows, reporting, and data analytics in complex organizations. They are designed to manage large volumes of critical data across servers, storage, and software that form the IT infrastructure of large businesses. Common enterprise systems include ERP systems, supply chain management, customer relationship management, and business intelligence software.
Business process reengineering is the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical areas like cost, quality, service, and speed. It focuses on redesigning processes, not functions, departments, or tasks. Reengineering is necessary during times of high competition and demand when organizations need to be more efficient and flexible. It allows companies to eliminate unnecessary work and become more customer-focused. Examples of successful reengineering include reducing order delivery times by 40% and doubling profits by eliminating $200 million in inventory. Reengineering has also helped Indian organizations improve processes like customer ordering, manufacturing, and marketing to better meet customer needs.
An ERP system attempts to integrate all functions of a company into a single computer system. It provides an integrated database and customized reports. ERP systems standardize operations, reduce costs, and integrate financial and customer information across the enterprise. Implementing an ERP system involves multiple phases including planning, analysis, installation, testing, and operations. Challenges include organizational changes, costs, and resistance to change.
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.
This document provides an overview of enterprise resource planning (ERP) systems. It defines ERP as integrated software that helps businesses manage important operations like production planning, purchasing, inventory, customer service and order tracking. The document discusses how ERP systems evolved from earlier material requirements planning systems of the 1970s-80s. It also outlines key considerations for selecting, implementing and managing a successful ERP project, such as choosing a vendor, assessing total costs, avoiding common mistakes, and providing change leadership.
If you’re looking to implement an ERP solution for your enterprise, it’s important that you know the various points of impact in advance. For more details about ERP Solutions visit: http://www.skylinecollege.com/
The document outlines the key phases in an ERP implementation life cycle. The phases include pre-evaluation and screening of ERP packages, evaluation and selection of a package, project planning, gap analysis, reengineering business processes, training the implementation team and end users, testing the system, going live with the new ERP system, and post-implementation support. Successfully completing all phases is necessary for a company to fully realize the benefits of an integrated ERP system.
This document discusses ERP success and provides details about three case studies - TI InfoTech, BPCL, and ITTI - that were analyzed to identify critical success factors for ERP implementation. A survey of end users at the three organizations found that quality-related factors, such as technological newness, were the most important determinants of ERP success. The document also discusses the importance of ERP for organizations and some barriers that can prevent successful ERP implementations if not addressed properly.
ERP implementations face many challenges that can cause them to fail or go over budget and schedule. Some key challenges include inadequate requirements definition, resistance to change from employees, lack of resources and training, unrealistic expectations, and poor project management. Careful planning and addressing these challenges are needed for a successful ERP implementation.
The document discusses business process reengineering (BPR). It defines BPR as the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements. The key is to focus on processes, not tasks or jobs. It outlines the 5 main activities of BPR: 1) Prepare for reengineering 2) Map and analyze the existing ("as-is") process 3) Design the new ("to-be") process 4) Implement the new process and 5) Continuously improve the process. It provides an example of how BPR was used to dramatically improve an insurance application approval process.
This document provides an overview and introduction to Enterprise Resource Planning (ERP) systems. It discusses what an enterprise and ERP system are, why companies implement ERP, and how an ERP implementation should be carried out. The key points made in the document are:
1. An enterprise is a group of people with a common goal, and an ERP system integrates the information systems and automates core functions of an organization.
2. Implementing an ERP system has become necessary for companies to survive in today's competitive environment. However, selecting and implementing an ERP system is a difficult task with a high risk of failure.
3. A successful ERP implementation requires identifying an experienced consulting firm
Why to strangle your business and increase complexities by using primitive business methods? Rather go for implementing an effective tool – ERP in your business and overcome the barriers of growth. Read on to discover the top signs that your business needs an ERP system. This guide will help you to analyze the pain points that your business has and how can they be resolved.
ERP Implementation Challenges and Package SelectionUsman Tariq
ERP implementations have a nasty reputation for being challenging.
These challenges can lead to your ERP implementation project taking too much time and being over budget.
The result can be you being left with an underperforming solution. Or, you avoiding implementation of an ERP at all costs.
While the challenges are real, they shouldn’t stop you from implementing one.
The document discusses enterprise resource planning (ERP) systems. It provides an overview of ERP, covering its evolution from early systems focused on production planning to modern flexible ERP systems integrated across the supply chain. The benefits of ERP implementation are also summarized, including business integration, flexibility, improved efficiency, information integration, and better decision making. The document outlines some of the key advantages that ERP systems provide to businesses.
The document discusses the advantages of an ERP software system including no data redundancy, easier communication between departments, and improved self-awareness. It describes how ART Inc can help companies implement and customize an ERP system to streamline business processes, boost sales, manage customer relationships, invoices, accounting, projects, human resources, purchases, customer service, documents, and email marketing. Key strengths of their ERP software include integrated applications, an easy-to-use interface, and flexible customization.
This document provides an overview of enterprise resource planning (ERP) systems. It discusses key ERP modules like finance, human resources, supply chain management, and manufacturing. It also outlines advantages of ERP systems like end-to-end visibility, planning and reporting, and data security. Challenges of ERP implementation include finding the right software, gaining management commitment, and providing adequate training. Trends in ERP highlighted are more user-friendly interfaces, increased mobility, greater integration between systems, and demand for cloud-based solutions.
The document discusses enterprise resource planning (ERP) systems. It describes ERP as a system that integrates all departments and functions of a company onto a single computer system to serve their needs. ERP automates business processes and can provide tremendous payback if installed correctly. The document outlines the evolution of ERP from earlier MRP systems of the 1960s-1980s to more modern ERP systems of the 1990s-2000s that integrate functions across the entire value chain of a business.
Enterprise resource planning (ERP) is an enterprise-wide information system designed to coordinate all the resources, information, and activities needed to complete business processes such as order fulfillment or billing. ... Ideally, the data for the various business functions are integrated.
The document discusses enterprise resource planning (ERP) systems. It provides an overview of what an ERP system is, the scope and costs of implementation. Key points covered include the anatomy of an ERP system with its central database, configuring an ERP system, and the allure of an integrated system. Challenges that can arise when the system and company strategy do not align are also examined. The impact on an organization is streamlined processes and real-time access to information. Successful implementation requires top management involvement and customizing the system to the business.
Enterprise wide systems are large-scale software packages that support business processes, information flows, reporting, and data analytics in complex organizations. They are designed to manage large volumes of critical data across servers, storage, and software that form the IT infrastructure of large businesses. Common enterprise systems include ERP systems, supply chain management, customer relationship management, and business intelligence software.
Business process reengineering is the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical areas like cost, quality, service, and speed. It focuses on redesigning processes, not functions, departments, or tasks. Reengineering is necessary during times of high competition and demand when organizations need to be more efficient and flexible. It allows companies to eliminate unnecessary work and become more customer-focused. Examples of successful reengineering include reducing order delivery times by 40% and doubling profits by eliminating $200 million in inventory. Reengineering has also helped Indian organizations improve processes like customer ordering, manufacturing, and marketing to better meet customer needs.
An ERP system attempts to integrate all functions of a company into a single computer system. It provides an integrated database and customized reports. ERP systems standardize operations, reduce costs, and integrate financial and customer information across the enterprise. Implementing an ERP system involves multiple phases including planning, analysis, installation, testing, and operations. Challenges include organizational changes, costs, and resistance to change.
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.
This document provides an overview of enterprise resource planning (ERP) systems. It defines ERP as integrated software that helps businesses manage important operations like production planning, purchasing, inventory, customer service and order tracking. The document discusses how ERP systems evolved from earlier material requirements planning systems of the 1970s-80s. It also outlines key considerations for selecting, implementing and managing a successful ERP project, such as choosing a vendor, assessing total costs, avoiding common mistakes, and providing change leadership.
If you’re looking to implement an ERP solution for your enterprise, it’s important that you know the various points of impact in advance. For more details about ERP Solutions visit: http://www.skylinecollege.com/
The document outlines the key phases in an ERP implementation life cycle. The phases include pre-evaluation and screening of ERP packages, evaluation and selection of a package, project planning, gap analysis, reengineering business processes, training the implementation team and end users, testing the system, going live with the new ERP system, and post-implementation support. Successfully completing all phases is necessary for a company to fully realize the benefits of an integrated ERP system.
This document discusses ERP success and provides details about three case studies - TI InfoTech, BPCL, and ITTI - that were analyzed to identify critical success factors for ERP implementation. A survey of end users at the three organizations found that quality-related factors, such as technological newness, were the most important determinants of ERP success. The document also discusses the importance of ERP for organizations and some barriers that can prevent successful ERP implementations if not addressed properly.
ERP implementations face many challenges that can cause them to fail or go over budget and schedule. Some key challenges include inadequate requirements definition, resistance to change from employees, lack of resources and training, unrealistic expectations, and poor project management. Careful planning and addressing these challenges are needed for a successful ERP implementation.
The document discusses business process reengineering (BPR). It defines BPR as the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements. The key is to focus on processes, not tasks or jobs. It outlines the 5 main activities of BPR: 1) Prepare for reengineering 2) Map and analyze the existing ("as-is") process 3) Design the new ("to-be") process 4) Implement the new process and 5) Continuously improve the process. It provides an example of how BPR was used to dramatically improve an insurance application approval process.
Business process reengineering (BPR) seeks dramatic improvements in critical performance measures like cost, quality, service and speed through fundamentally rethinking and redesigning business processes. It requires taking a clean-sheet approach to processes rather than assuming current processes are optimal. Key steps involve selecting processes for reengineering, appointing cross-functional teams, understanding the current "as-is" process, developing and communicating a vision for an improved "to-be" process, identifying an action plan, and executing the plan through process simplification and standardization while removing non-value adding activities. Common challenges include processes being too broadly or narrowly defined, over-reliance on existing processes, and failure to align BPR with business objectives.
Business process reengineering (BPR) aims to improve organizational efficiency and effectiveness by rethinking business processes from a clean slate perspective to determine how processes can be redesigned to better achieve goals. BPR involves fundamentally rethinking and radically redesigning processes to achieve dramatic improvements in critical measures like cost, quality, service, and speed. Information technologies like shared databases, expert systems, and wireless communication can play an important role in enabling redesigned processes. The methodology for BPR involves envisioning new processes, initiating change, diagnosing existing processes, redesigning processes, reconstructing with a new IT solution, monitoring performance, and looping back to further diagnosis.
Business process re-engineering (BPR) involves rethinking and redesigning organizational processes to achieve dramatic improvements in performance metrics like cost, quality, service, and speed. It assumes current processes are irrelevant and should be replaced. BPR follows a three-phased approach of planning, redesign, and implementation. The goals are radical change, dramatic outcomes, and replacing or transforming overall processes. Advantages include satisfaction and growth, while risks include resistance to change. Common benefits are enterprise integration, fewer steps and rules, and reduced inspections. Critiques argue BPR focuses too much on efficiency over people.
The document discusses Business Process Reengineering (BPR) at HDFC Bank. It provides an overview of HDFC Bank, describing its services, operating systems, customer classifications, and the CRM system. The CRM system helps manage customer relationships and monitor sales. It streamlines processes like loan applications and allows faster fulfillment of requests like setting up a fixed deposit. BPR through the CRM system has helped HDFC Bank improve turnaround times and better manage its large customer portfolio.
A Case Study on BPR(Business Process Reengineering) implementation at a manufacturing Organization is presented. It was a practical example of BPR concept introduced by Dr. Michael Hammer where dramatic improvement in performance,cost ,and speed were realized in Business processes.
Business intelligence focuses on analyzing internal company data to optimize business processes and find clues about effectiveness, efficiency, and productivity. Market intelligence looks externally at market conditions, trends, opportunities, threats, competitors, and go-to-market strategies. Bizzxe offers business and market intelligence tools to provide insights into products, customers, competitors, distribution, social media, and markets from internal data and external sources to help identify opportunities and inform business strategy.
This document defines business process re-engineering as the radical redesign of core business processes to achieve dramatic improvements in key performance metrics like quality, cost, and cycle time. It discusses how information technology can enable business process re-engineering through shared databases, expert systems, telecommunications networks, and decision support tools. The document also provides a case study of how Ford re-engineered their accounts payable process, cutting staff by 75% by computerizing matching and eliminating invoices.
The document discusses reengineering work done at Gujarat Cancer Research Institute in India. It overviews principles of reengineering and provides examples of reengineering processes at Ford Motor Company and MBL Insurance. At Gujarat Cancer Research Institute, the existing organizational structure and processes for vendor selection, purchase orders, and inventory management were reengineered. The new systems implemented a computerized database and standardized coding which reduced purchase orders from 1200 to 12 per month while improving inventory management and vendor selection.
The document outlines the steps for business process reengineering which include identifying the as-is process, analyzing opportunities for improvement, designing an improved to-be process, implementing and testing the new design. Key activities involve understanding customer needs, mapping the current process, identifying non-value added activities, establishing performance metrics, addressing inefficiencies, and implementing and monitoring the new process. Questions to consider for reengineering include the objectives, customers, suppliers, efficiency, waste elimination, responsibilities, and whether the process is needed.
This document discusses business process reengineering and principles for effective reengineering. It provides examples of Ford Motor Company and Mutual Benefit Life reengineering their accounts payable and insurance application processes, respectively. Both saw significant reductions in headcount and time to complete processes by centralizing information and putting decision points closer to the work. The document advocates for reengineering processes based on outcomes rather than tasks, using technology to enable new processes rather than just automating old ones, and treating resources globally rather than locally.
This document provides an overview of just-in-time (JIT) and lean operations. It defines JIT and discusses its goals of eliminating waste and achieving smooth, rapid material flow. Key aspects covered include JIT building blocks like product design, process design and personnel elements. Benefits include reduced inventory, flexibility and increased productivity. The document also compares JIT to traditional systems and outlines steps to transition to JIT.
The Business Publishers Roundtable (BPR) is an international association of business book publishers, with each member representing one language. The BPR aims to disseminate business ideas globally through publishing. It provides a forum for members to exchange publishing information, advice, and collaborate on co-publishing projects. The BPR has no fees and is financed through voluntary member contributions. Benefits of membership include opportunities to buy and sell rights, collaborate on projects, and gain visibility for authors. The BPR meets several times a year to exchange views and ideas.
The document provides an introduction and history of business process re-engineering (BPR). It discusses how BPR aims to fundamentally rethink and radically redesign business processes to achieve dramatic improvements in performance. BPR focuses on completely redesigning processes from scratch rather than automating existing processes. It emphasizes starting without preconceptions and focusing on what processes should be, rather than what they are currently.
Business process reengineering (BPR) is a fundamental rethinking and redesign of business processes to achieve dramatic improvements in critical performance measures such as cost, quality, service, and speed. FinTrak Software proposes a BPR solution for Aiteo Group that focuses on fast wins, dynamism, and unwavering support through all stages of the BPR lifecycle from selecting processes to execute and sustain improvements long-term. Common challenges to avoid include not truly reengineering but only simplifying, weak commitment to change, and failing to align BPR to business objectives.
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.
This document discusses quality improvement through process mapping and analysis. It explains that quality is judged based on process output, not individual worker performance. To improve quality, the process itself must be improved. Simply defining a process is not enough - management must make changes and use data to demonstrate improvements. The document then describes process mapping techniques like SIPOC, flowcharts, identifying value-added vs. non-value added steps, measuring cycle time, and bottlenecks.
The document provides an overview of business process reengineering and total quality management. It defines business process reengineering as the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements. It discusses underlying premises, definitions, rationales, and steps for implementing business process reengineering. The document also defines total quality management and its principles such as customer focus, continuous improvement, and employee involvement. Benchmarking and sigma six quality standards are also briefly introduced.
This document discusses reengineering and business process reengineering. It defines reengineering as the analysis and redesign of workflows and processes within and between organizations. The document outlines what reengineering involves, including making customers the starting point, designing work processes around goals, and restructuring to support front-line workers. It also discusses tools and steps for implementing reengineering, and provides an example of how Xerox reengineered its organizational structure and information management functions.
An ERP system can integrate an organization's data and processes, providing a single view of information across departments. The document discusses why organizations implement ERPs, when they should do so, and how to manage an implementation project. Key benefits of ERP include improved efficiencies, reduced costs, and enhanced decision making through a common database. However, ERP projects also carry risks like user resistance to change that require careful change management. The document provides an overview of factors for organizations to consider with ERP systems.
The document discusses how lean and agile methodologies can be applied to application maintenance services (AMS). It defines AMS and its key components, including a work ticket queue, business prioritization of tickets, release planning, and a support team. The document argues that AMS is well-suited for lean because its components align with lean principles like iterative delivery, minimizing waste, and continuous value delivery. It provides examples of lean enhancements for AMS project management and reporting, such as daily stand-ups and visual status reporting.
1. The objectives are to share packaged software implementation strategies and challenge key players.
2. Key factors that impacted past results include using the wrong methodology, late validation of requirements, and focusing on software rather than business results.
3. A radical change is needed, not just incremental changes, to improve success rates for packaged software implementations.
This document discusses how lean principles can be applied to package implementation projects involving commercial off-the-shelf software. It recommends defining requirements using user stories and test cases instead of detailed specifications. It also advocates for implementing the package in iterations where each iteration is tested and deployed to production, rather than a "big bang" approach. Other lean aspects discussed include co-locating the project team, vendor, and client to improve communication, and including contractual incentives to encourage finishing early.
The document discusses transitioning to an agile organization in the digital age. It provides definitions and explanations of key concepts related to agility, including that an agile organization can quickly identify and deliver customer needs. It also discusses agile development methodologies like Scrum and challenges with implementing them. The document advocates that true agility requires changes across the entire organization beyond just development teams.
Enterprise Resource Planning(ERP) Unit – iDigiGurukul
The document provides an overview of business process reengineering (BPR) concepts including:
1. 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.
2. It describes the different phases of BPR including beginning organizational change, building the reengineering organization, identifying opportunities, understanding existing processes, reengineering processes, and performing the transformation.
3. It discusses the role of information technology as a major enabler of new forms of working and collaborating within and across organizations to support redesigned business processes.
The document discusses process innovation. It defines process as a combination of activities used to produce products or services. Process innovation involves adopting new ideas and technologies to business functions. Process innovation can increase profits, improve efficiency and productivity, enhance customer value, and reduce waste. Some techniques for process innovation discussed include business process reengineering, total quality management, lean production, kaizen, 5S, and six sigma. The document also covers value chains and how they are managed.
Bill Haser, Vice President & CIO at Tenneco - Managing the IT transformationGlobal Business Events
This document provides a summary of an IT transformation at Tenneco. It discusses long term portfolio planning to align IT investments with business priorities. It also outlines changes needed in the role of IT, including becoming more agile, integrating solutions, and providing analytics capabilities. The document concludes by describing the process for creating an organizational roadmap to develop talent and transition the IT organization over time to support the transformation.
Unleashing Jira’s Full Potential - Extending into a Strategic Project Portfol...OnePlan Solutions
OnePlan provides strategic portfolio management capabilities for Jira users, extending Jira into a full SPM solution. SPM brings together business capabilities, investments, programs, products, applications and projects to align strategy with execution. OnePlan can be configured for a company's specific Jira implementation. Compared to other tools, OnePlan offers lower cost and faster implementation for quicker value. It also integrates with other solutions as needed.
Learning from the Trenches: Scrum for HardwareJohn Carter
Revealing results from a primary research study, this presentation takes on the question of applying Agile practices to products that integrate software, hardware, firmware, and mobile components. The presentation highlights how to translate Agile methods to hardware and spells out the organizational challenge organizations face.
We have developed an integrated solution - Lean-ERP, which leverages the virtues of both lean manufacturing and enterprise resource planning (ERP) so manufacturing enterprises can achieve sustainable bottom line improvements.
Presentation on how Agile concepts developed and proven in ICT are transferable to a business context. Presented by Russell Charlesworth at the Local Digital Academy Hot Topic event on 27 June 2014 hosted by the Department for Communities and Local Government.
The document discusses the need for radical or revolutionary change in organizations. It states that incremental changes will not produce the required magnitude of change to meet external challenges. A sudden, coordinated attack across processes, cognitive maps, and culture is necessary. Change is often resisted by organizations and their employees who prefer stability. Over time, rigid structures emerge that are unwilling or unable to change. Business process reengineering is presented as a management technique to implement revolutionary change through a radical redesign of core business processes. The case of Nokia undergoing radical change through a strategic partnership with Microsoft is provided as an example of such change being necessary to respond to disruption.
Implementing lead management best practices through marketing automation reduces the cost of marketing, fills the sales pipeline faster with better quality leads, and grows revenue
The document discusses business process reengineering (BPR), which aims to dramatically improve processes through radical redesign. It provides the history and principles of BPR, including organizing around outcomes rather than tasks. The basic phases of BPR are rethink, redesign, and retool processes. BPR can achieve benefits like cost reduction and improved quality. Going beyond BPR, the document also introduces holonic business systems, which allow continuous process reinvention through flexible holonic networks focused on customers and opportunities.
1) Financial ratio analysis is a technique used to evaluate the financial condition and performance of a business by analyzing ratios derived from financial statements. Ratios compare financial figures to other relevant figures or financial factors.
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3) DuPont analysis breaks down return on equity (ROE) into its components - profit margin, asset turnover, and financial leverage - to identify areas of strength and weakness. It is a useful tool to understand the drivers of ROE.
This document discusses the role and scope of e-finance. It begins by defining e-finance as the provision of financial services using electronic communication and computation. Some key points made in the summary include:
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Work study involves techniques like method study and work measurement to systematically examine human work and identify factors that impact efficiency. It aims to improve workflow, reduce costs by eliminating waste, and lead to better worker-management relations. The objectives of method study are to improve work methods, determine best sequences, smooth material flow, improve layouts and working conditions, reduce monotony, and eliminate unnecessary operations to cut costs. The procedure of method study is to examine current work, select an operation for study, record details, develop improved methods, evaluate changes, define new work standards, install the new method, and maintain improvements.
This document provides an overview of Samsung including its establishment in 1938 as a trading company, its expansion into various industries, and key subsidiaries like Samsung Electronics. Financial information is presented on Samsung's revenue, operating profit, taxes, interest, net income, assets, liabilities, equity, profitability ratios, and earnings per share for 2011-2012. Samsung's revenue makes up almost 19% of South Korea's GDP and Samsung Electronics employs over 326,000 people.
Samsung is a large South Korean conglomerate company founded in 1938 that operates in various industries including electronics, insurance, heavy industries, and marine industries. It has several major subsidiary companies such as Samsung Electronics, Samsung Life Insurance, and Samsung Heavy Industries. Samsung Electronics accounts for about 19% of South Korea's total GDP and employs over 326,000 people. A financial analysis of Samsung Electronics shows increasing sales, operating profit, net income, assets, and stronger profitability ratios from 2011 to 2012.
Project Management Infographics . Power point projetSAMIBENREJEB1
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From Concept to reality : Implementing Lean Managements DMAIC Methodology for...Rokibul Hasan
The Ready-Made Garments (RMG) industry in Bangladesh is a cornerstone of the economy, but increasing costs and stagnant productivity pose significant challenges to profitability. This study explores the implementation of Lean Management in the Sampling Section of RMG factories to enhance productivity. Drawing from a comprehensive literature review, theoretical framework, and action research methodology, the study identifies key areas for improvement and proposes solutions.
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The research employs regression analysis to test hypotheses, revealing a significant correlation between reducing QCO time and increasing productivity. With a regression equation of Y = -0.000501X + 6.72 and an R-squared value of 0.98, the study demonstrates a strong relationship between the independent variables (QCO downtime and improper line balancing downtime) and the dependent variable (productivity per head).
The findings suggest that by implementing Lean Management practices and addressing key productivity inhibitors, RMG factories can achieve substantial improvements in efficiency and profitability. The study provides valuable insights for practitioners, policymakers, and researchers seeking to enhance productivity in the RMG industry and similar manufacturing sectors.
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...Alexey Krivitsky
Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.
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While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
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2. Objectives
• Explain what business process reengineering
is ??
• Why it is important???
• Present different options that organizations
can use to reengineer processes within their
organizations
Nitin gulgulia
3. Why Reengineer?
• Historical ‘reality’ for organizations:
– High level of demand:
– Management (and IT!) focus – efficiency and control of
operations
• Modern ‘reality’ since 1990s:
– Hyper-competiveness
– Globalization
– Very demanding customers
– Management and IT focus: Innovation,
responsiveness/speed, quality and service.
Nitin gulgulia
4. What is Reengineering?
• Business Process Reengineering (BPR) is a
management approach aiming at improvements by
means of elevating efficiency and effectiveness of
the processes that exist within and across
organizations.
• It is a fundamental and radical approach by either
modifying or eliminating non-value adding
activities. (Wikipedia).
• Reengineering can be accomplished through the
implementation of ERP systems…..but is this the
best approach?
Nitin gulgulia
5. Business Process Reengineering
Definition
• BPR first introduced in 1990 in a Harvard
Business Review article by Michael Hammer:
– Reengineering Work: Don't Automate, Obliterate.
• Hammer/Champy
– Reengineering the Corporation (1993)
• Provided this definition:
– “Reengineering is the fundamental rethinking
and radical redesign of business processes to
achieve dramatic improvements in critical,
contemporary measures of performance, such as
cost, quality, service, and speed.”
Nitin gulgulia
6. Business Process Reengineering-
TYPES
• Fundamental
– Need to understand why an organization does what it does – question
all of the rules and assumptions that exist
• Radical
– Radical redesign means disregarding all existing structures and
procedures, and inventing completely new ways of accomplishing
work. Reengineering is about business reinvention, begins with no
assumptions and takes nothing for granted.
• Dramatic
– Not looking for marginal or incremental improvements or modification
– Goal is dramatic improvements in performance.
• Processes
– Focus on the way the organization adds value – through cross-
functional business processes
– Move away from function view; task based thinking
Nitin gulgulia
7. Ford Motor Company
• Accounts Payable function
• 500 people
• Most work on mistakes between
Purchase
Orders
Receiving
Documents Invoices
Nitin gulgulia
10. Risks in BPR
• Advocates report failure rates of 50% to 70%
• Some RISKS are::
– Employee resistance to change
– Inadequate attention to employee concerns
– Inappropriate staffing
– Inadequate technologies
– Mismatch of strategies used and goals
– Lack of oversight
– Failure of leadership commitment
Nitin gulgulia
11. BPR best practices
• Combine multiple tasks and assign a single point of contact
for each process. EMPOWERMENT
– An important feature of BPR is integrating activities and
assigning business process responsibility to one individual
– a ‘generalist’.
• Allow workers to make decisions. Avoid decision hierarchies
that require workers to go through layers of management for
decisions about the work they are doing.
• Perform process steps in their natural order. Rather than
following a linear sequential set of tasks, perform process
activities as needed, sometimes in parallel.
Nitin gulgulia
12. How do you figure out what
processes to reengineer?
• What’s broken the most?
• What process has the greatest
impact on the customer?
• Which of the processes are most
susceptible to successful redesign?
(feasibility and scope)
Nitin gulgulia
13. How do you know if it’s broken (or at
least in major trouble?)
• Extensive information exchange,
data redundancy, and re-keying of
data into multiple systems
• High ratio of checking and control to
value adding
• Reworking and iteration
Nitin gulgulia
14. Reengineering/Redesign Choices
• What are the choices?
• What are the advantages / disadvantages
of each?
• Who should or does use which?
Nitin gulgulia
15. Reengineering/Redesign Choices
• Technology Enabled (Constrained) Reengineering
– Choices are a direct function of the software
– Not altering software makes time and cost lower
– Also called “Concurrent Transformation”
• Clean Slate Reengineering
– “Start from scratch” with no structures or
documents
– Software must be made to fit the “needs” of the
firm
– Costs in terms of time and dollars is generally
greater Nitin gulgulia
16. Technology Enabled (Constrained)
Reengineering
• A particular technology (or portfolio
of technologies) is chosen as a tool
to facilitate reengineering.
– Thus, reengineering choices are a
function of the technologies chosen.
– The technology drives the
reengineering.
Nitin gulgulia
17. Technology Enabled (Constrained)
Reengineering Advantages (cont)
• ERP provides the tool and structure to facilitate
change
• Proven and based on best practices
• Forces change to happen
• ERP bounds the design
• Design is feasible and we know it works (it’s
been proven – in other companies)
• Cheaper than clean slate
• Designs likely can be implemented in a timely
manner
• Less risky
Nitin gulgulia
18. Clean Slate Reengineering
• Process design starts with a clean
slate
• Also referred to as “starting from
scratch” or green field.
• Theoretically, no limits
Nitin gulgulia
19. Advantages of Clean Slate
• Provides freedom from tools constraints
– Avoids tool biases by using a portfolio of tools
– Not limited by the constraints of a single software package
• Provides freedom from predefined structures
– Can develop own unique, leading-edge processes
– Not limited to the ‘configuration options’ within a single
software package
• Separates BPR and technology implementation
– Clearly defines costs as one or the other
• Permits immediate use of new technology
– Don’t have to wait for the software company to ‘catch up’
with an advance Nitin gulgulia
20. Advantages of Clean Slate (cont)
• Competitive advantage:
– Allows an organization to develop
innovative software that is not
available through existing ERP software
• May be the only option:
– For some firms in ‘niche’ industries,
clean slate reengineering is the only
option
Nitin gulgulia
21. Need for BPR
• O’Leary [2000] survey of SAP R/3 users
–Technology enabled strategy dominated
–Prior to ERP implementation, 16% thought
BPR needed prior to SAP implementation
• 33% thought BPR unnecessaary
–After ERP implementation, 35% thought BPR
needed prior to SAP implementation
• 10% thought BPR unnecessary
• So BPR seems to be a useful exercise
Nitin gulgulia
22. Which Firm Should Use Which
Approach?
Depends on
• Firms Size
• Available Resources
• Time Pressure
• Strategic Gain
• Uniqueness of solution
Nitin gulgulia
23. Blend - Somewhere Between the Two
• The approach claimed to be used by most
firms is Technology Enabled Reengineering,
simultaneous with ERP software
implementation.
• In actuality, there are few projects that are
“purely” clean slate or technology enabled
• More of a spectrum
Technology
Enabled
MOST
FIRMS
Clean
Slate
Nitin gulgulia
24. Implementation methodology
Of ERP
• Assuming a decision on an ERP has been
taken, the implementation normally consists
of five stages:
• Design
• Implementation
• Stabilization
• Continuous improvement
• Transformation
Nitin gulgulia
25. STEPS TO IMPLEMENT ERP
• The structured implementation programme
can speed system deployment and return on
investment. This can be done in the following
manner:
• Conducting an effective gap assessment
• Business and technical processes
• Organizational measures
Nitin gulgulia
26. STEPS TO IMPLEMENT ERP
• Data conversion and data clean-up
• Agreeing on the implementation boundaries
• Project sponsorship and governance
• The implementation strategy is ultimately
built on a foundation of people, processes and
product
• http://www.eresourceerp.com/erp-
implemenation.htm
Nitin gulgulia