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.

1. BUSINESSPROCESSREENGINEERING“An organizational make-over”“Reengineering is new, and it has to be done.”Peter F. DruckerBY-KAVINDRA

2. INTRODUCTION

3. BPR 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, 1993)What is BPR?

4. SupplierCustomerInputOutputActivityActivityActivityProcessWhat is Process?Definition of ProcessA process is a cross-functional interrelated series of activities that convert business inputs into business outputs

5. What is a Business Process?A group of logically related tasks that use the firm's resources to provide customer-oriented results in support of the organization's objectives

6. REQUIREMENTOFBPR

7. CustomersDemandingSophisticationChanging NeedsCompetitionLocalGlobalWhy Reengineer?

8. ChangeTechnologyCustomer PreferencesWhy Reengineer?

9. WHY REENGINEERING?ComplacencyResistanceNew DevelopmentsFear of Failure

10. WHAT DOES IT SEEK?BPR seeks CostQualityServiceSpeed, improvements

11. BEFORE THE USE OFBPR

12. Whatdoes thecustomer need?, operations are necessary? Can some operations be eliminated, combined, or simplified?….Whois performing the job? Can the operation be redesigned to use less skill or less labor? Can operations be combined to enrich jobs? ….Whereis each operation conducted? Can layout be improved? ….Whenis each operation performed? Is there excessive delay or storage? Are some operations creating bottlenecks? …..Howis the operation done? Can better methods, procedures, or equipment be used? ….Method Study Questions for Process Analysis

14. CHARACTERSTICSRadical ImprovementIntegrated ChangePeople CentredFocus on End-CustomersProcess-Based

15. SustainableProcess improvements need to become firmly rooted within the organizationStepped ApproachProcess improvements will not happen over night they need to be gradually introducedAlso assists the acceptance by staff of the changeRadical Improvement

16. Viable SolutionsProcess improvements must be viable and practicalBalanced ImprovementsProcess improvements must be realisticIntegrated Change

17. Business UnderstandingEmpowerment & ParticipationOrganizational CulturePeople-Centred

18. Added ValueBPR Initiatives must add-value over and above the existing processCustomer-Led BPR Initiatives must meet the needs of the customerProcess Based

19. Focus on End-CustomersProcess improvements must relate to the needs of the organization and be relevant to the end-customers to which they are designed to serve

20. ImplementingABPR Strategy

21. Key StepsSelect The Process & Appoint Process TeamUnderstand The Current Process Develop & Communicate Vision Of Improved ProcessIdentify Action PlanExecute Plan

22. Two Crucial TasksSelect The Process to be ReengineeredAppoint the Process Team to Lead the Reengineering InitiativeSelect the Process & Appoint Process Team

23. Review Business Strategy and Customer RequirementsSelect Core ProcessesUnderstand Customer NeedsDon’t Assume AnythingSelect the Process

24. Select Correct Path for ChangeRemember Assumptions can Hide FailuresCompetition and Choice to Go ElsewhereAsk - Questionnaires, Meetings, Focus GroupsSelect the Process

25. Appoint BPR ChampionIdentify Process OwnersEstablish Executive Improvement TeamProvide Training to Executive TeamAppoint the Process Team

26. Capacity to view the organization as a wholeAbility to focus on end-customersAbility to challenge fundamental assumptionsCourage to deliver and venture into unknown areasCore Skills Required

27. Core Skills RequiredAbility to assume individual and collective responsibilityEmploy ‘Bridge Builders’

28. Used to generate internal capacityAppropriate when a implementation is needed quicklyEnsure that adequate consultation is sought from staff so that the initiative is organization-led and not consultant-drivenControl should never be handed over to the consultantUse of Consultants

29. Develop a Process Overview

30. Clearly define the process

31. Mission

32. Scope

33. Boundaries

34. Set business and customer measurements

35. Understand customers expectations from the process (staff including process team) Understand the Current Process

36. Clearly Identify Improvement OpportunitiesQualityReworkDocument the ProcessCostTime Value DataUnderstand the Current Process

37. Communicate with all employees so that they are aware of the vision of the futureAlways provide information on the progress of the BPR initiative - good and bad.Demonstrate assurance that the BPR initiative is both necessary and properly managedDevelop & Communicate Vision of Improved Process

38. Promote individual development by indicating options that are availableIndicate actions required and those responsibleTackle any actions that need resolutionDirect communication to reinforce new patterns of desired behaviorDevelop & Communicate Vision of Improved Process

39. Develop an Improvement PlanAppoint Process OwnersSimplify the Process to Reduce Process TimeRemove any Bureaucracy that may hinder implementationIdentify Action Plan

40. Remove no-value-added activitiesStandardize Process and Automate Where PossibleUp-grade EquipmentPlan/schedule the changesIdentify Action Plan

41. Qualify/certify the processPerform periodic qualification reviewsDefine and eliminate process problemsEvaluate the change impact on the business and on customersBenchmark the processProvide advanced team trainingExecute Plan

42. BPRChallenges