The document discusses business process reengineering (BPR). It defines BPR as the fundamental rethinking and redesign of business processes to achieve dramatic improvements in key metrics like cost, quality, and speed. BPR has emerged from earlier management approaches like scientific management. The document outlines common symbols and rules used in BPR flowcharts and identifies some typical challenges with BPR projects like not making changes dramatic enough. It emphasizes the importance of customer focus, executive support, and integrating information technology in successful BPR.

1. “An organizational make-over”
“Reengineering is new, and it has to be done.”
Peter F. Drucker
Sayed Soyeb Ali..MA1143
Shambhu Sharma.S MA1140
21-05-2012 1

2.  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, 1993)
21-05-2012 2

3.  Scientific Management. FW Taylor (1856-1915).
 Frederick Herzberg - Job Enrichment .
 Deming et al - Total Quality Management and Kaizen .
 In Search of Excellence (Peters and Waterman) .
 Value-Added Analysis (Porter).
21-05-2012 3

4.  Change
 Technology
 Customer Preferences
 Customers
 Demanding
 Sophistication
 Changing Needs
 Competition
 Local
 Global
21-05-2012 4

5.  New Developments
 Fear of Unknown and Failure
21-05-2012 5

6. BPR seeks improvements of
 Cost
 Quality
 Service
 Speed
21-05-2012 6

7.  Systems Philosophy
 Global Perspective on Business Processes
 Radical Improvement
 Integrated Change
 People Centred
 Focus on End-Customers
 Process-Based
21-05-2012 7

8. 21-05-2012 8

9. 21-05-2012 9

10. 21-05-2012 10

11. Start Symbol used to identify the start of a business
process
Generate
Purchase
Order Activities must be described as a verb
OK? Yes
Decisions have only two possibilities (Yes & No)
No
Crossing lines are not allowed
End
If one side of the decision has no further
processes defined this symbol has to be used
21-05-2012 11

12. I Continuation symbol within the same number
must be present twice on the same page
Purchase
Order Name the document
Off- Page Connector is used to continue a
A process at the next page or to let the process
to flow over at the previous to the next page. If
more than one is needed use A, B, C, D …
Posting
of Bonus Name the data
21-05-2012 12

13. Predefined Processes always have a relation to
Sub-Process level and stream by a number in the line below
Delivery a sub-process description
BC 4.04
A predefined process must be described in a
different flowchart. To make the relation clear
between the predefined process and the
belonging flowchart a unique alpha numeric
number should be assigned to this predefined
process.
21-05-2012 13

14. Key Steps
Select The Process & Appoint Process Team
Understand The Current Process
Develop & Communicate Vision Of Improved Process
Identify Action Plan
Execute Plan
21-05-2012 14

15.  Common Problems with BPR
 Process Simplification is Common - True BPR is Not
 Desire to Change Not Strong Enough
 Process under review too big or too small
 BPR Isolated Activity not Aligned to the Business
Objectives
 Allocation of Resources
 Poor Timing and Planning
21-05-2012 15

16.  To avoid failure of the BPR process it is recommended that:
 BPR must be accompanied by strategic planning, which
addresses leveraging Information technology as a competitive
tool.
 Place the customer at the centre of the reengineering effort,
concentrate on reengineering fragmented processes that lead
to delays or other negative impacts on customer service.
 BPR must be "owned" throughout the organization, not driven
by a group of outside consultants.
 Teams must be comprised of both managers as well as those
who will actually do the work.
21-05-2012 16

17.  The Information technology group should be an integral part
of the reengineering team from the start.
 BPR must be sponsored by top executives, who are not about
to leave or retire.
 BPR projects must have a timetable, ideally between three to
six months, so that the organization is not in a state of
"limbo".
21-05-2012 17

18.  Reengineering is a fundamental rethinking and redesign of
business processes to achieve dramatic improvements.
 BPR has emerged from key management traditions such as
scientific management and systems thinking.
 Rules and symbols play an integral part of all BPR initiatives
 Don’t assume anything - remember BPR is fundamental
rethinking of business processes.
21-05-2012 18

19. 21-05-2012 19