Business process reengineering
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The document discusses the paradigm shift in business operations management. It notes that business process reengineering (BPR) requires changes to operations management systems, job designs, and organizational structure, which can meet resistance. One challenge discussed is authority conflicts that can arise between roles when a core process intersects with a subsystem. The document proposes that the question should not be who will manage whom, but how people can work together. It suggests that solutions involve evolving roles over time through maturity and learning.
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Business process reengineering
- 1. Click to edit Master title style • Click to edit Master text styles – Second level • Third level – Fourth level » Fifth level Dr.Adel Ghannam 1 Industrial Systems& Global Enterprise The Paradigm Shift__ Making It Happen
- 2. Click to edit Master title style • Click to edit Master text styles – Second level • Third level – Fourth level » Fifth level Dr.Adel Ghannam 2 Industrial Systems& Global Enterprise The Paradigm Shift__ Making It Happen
- 3. Click to edit Master title style • Click to edit Master text styles – Second level • Third level – Fourth level » Fifth level Dr.Adel Ghannam 3 Industrial Systems& Global Enterprise The Paradigm Shift__ Making It Happen
- 4. Click to edit Master title style • Click to edit Master text styles – Second level • Third level – Fourth level » Fifth level Dr.Adel Ghannam 4 Industrial Systems& Global Enterprise The Paradigm Shift__ Making It Happen BPR is a Collaborative Design Exercise The Paradigm Shift
- 5. Click to edit Master title style • Click to edit Master text styles – Second level • Third level – Fourth level » Fifth level Dr.Adel Ghannam 5 Industrial Systems& Global Enterprise The Paradigm Shift__ Making It Happen Change in operation management systems Change in job designs Change in organizational structure People resists itFACT
- 6. Click to edit Master title style • Click to edit Master text styles – Second level • Third level – Fourth level » Fifth level Dr.Adel Ghannam 6 Industrial Systems& Global Enterprise The Paradigm Shift__ Making It Happen The Operation Cycle You Should Speed up The Whole Cycle
- 7. Click to edit Master title style • Click to edit Master text styles – Second level • Third level – Fourth level » Fifth level Dr.Adel Ghannam 7 Industrial Systems& Global Enterprise The Paradigm Shift__ Making It Happen Today and Future Approach • Create a Process workflow and Manage it at all Business levels ( ISO 19439:2006 Enterprise integration -- Framework for enterprise modeling) Product Skills Resource Skills DELIVER Demand Synch Signals
- 8. Click to edit Master title style • Click to edit Master text styles – Second level • Third level – Fourth level » Fifth level Dr.Adel Ghannam 8 Industrial Systems& Global Enterprise The Paradigm Shift__ Making It Happen The Problem • Each intersection of a core process with a subsystem layer forms a Business Function. This is where the transient workflow sequence of a core process coincides with the resource organizing capabilities of a subsystem to accomplish work. The result is a unit of functional capability with the resources necessary to take action. Delivery Procedures responsibility
- 9. Click to edit Master title style • Click to edit Master text styles – Second level • Third level – Fourth level » Fifth level Dr.Adel Ghannam 9 Industrial Systems& Global Enterprise The Paradigm Shift__ Making It Happen
- 10. Click to edit Master title style • Click to edit Master text styles – Second level • Third level – Fourth level » Fifth level Dr.Adel Ghannam 10 Industrial Systems& Global Enterprise The Paradigm Shift__ Making It Happen
- 11. Click to edit Master title style • Click to edit Master text styles – Second level • Third level – Fourth level » Fifth level Dr.Adel Ghannam 11 Industrial Systems& Global Enterprise The Paradigm Shift__ Making It Happen The Problem • Each intersection of a core process with a subsystem layer forms a Business Function. This is where the transient workflow sequence of a core process coincides with the resource organizing capabilities of a subsystem to accomplish work. The result is a unit of functional capability with the resources necessary to take action. Delivery Procedures responsibility Authority Conflict WHO WILL MANAGE WHO
- 12. Click to edit Master title style • Click to edit Master text styles – Second level • Third level – Fourth level » Fifth level Dr.Adel Ghannam 12 Industrial Systems& Global Enterprise The Paradigm Shift__ Making It Happen • WHY THE CONFLICT •The Question should be • HOW TO WORK TOGHETHER
- 13. Click to edit Master title style • Click to edit Master text styles – Second level • Third level – Fourth level » Fifth level Dr.Adel Ghannam 13 Industrial Systems& Global Enterprise The Paradigm Shift__ Making It Happen Solutions to Authority Conflicts Evolution of Deliverable Manger /Channel manager BPR Change Time Scale MaturityandLearning Information Gathering Role Customer Buys from Product and Resource Owners Customer + Supported With top Management In View of Integrated IT Decision Support Procter And Gamble, ICL In The 80’s Needs Internal cross charging Widely used In the 80s