This document outlines the key aspects of business process reengineering (BPR). It discusses BPR symbols and rules for documenting processes. It also covers understanding and implementing a BPR strategy, including selecting processes and teams, developing a vision, identifying action plans, and common challenges. The goal of BPR is to fundamentally redesign processes to dramatically improve performance metrics like cost, quality, and speed. Information technology can help implement new business processes.
(BPR) is basically rethinking and radically redesigning an organization's existing resources to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service, and speed.
(BPR) is basically rethinking and radically redesigning an organization's existing resources to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service, and speed.
Introduction to Business Process ManagementAlan McSweeney
Training Course - Introduction to Business Process Management
It is intended to be a good general and practical introduction to the subject. It covers the following topics:
1. Business Process Management
2. Process Modelling
3. Process Analysis
4. Process Design
5. Process Performance Management
6. Process Transformation
7. Process Management Organisation
8. Enterprise Process Management
9. Business Process Management Technologies
10. Business Process Management and Business Analysis
11. Business Process Management Technology Review
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 Process Improvement (BPI 7) Process Training ModuleFrank-G. Adler
The Business Process Improvement (BPI 7) Methodology Training Module v2.0 includes:
1. MS PowerPoint Presentation including 127 slides covering our seven-steps Business Process Improvement Methodology.
2. MS Word Process Measure Definition Worksheet
3. MS Word Activity Assessment Worksheet
4. MS Word Change Management Worksheet
5. MS Word Process Management Worksheet
Kaizen is a Japanese term meaning "change for the better" or "continuous improvement." It is a Japanese business philosophy regarding the processes that continuously improve operations and involve all employees. Kaizen sees improvement in productivity as a gradual and methodical process.
Business Process Management PowerPoint Presentation Slides SlideTeam
If you are planning to create a stunning presentation to showcase the concept of business process management, then we recommend you download, our ready to use business process management PowerPoint presentation slides. Our content ready presentation will save your time and efforts. With the help of this predesigned business operations management PPT presentation, you will be able to represent the numerous techniques to discover, model, examine, measure, refine, optimize, and automate organization processes. This business quality improvement presentation PPT has been designed using a slide on various essential subtopics such as introduction, functional area overview, ERP system architecture, task categories of ERP systems, ERP project progress, implementation process overview, planning and selection phase, implementation phase, enterprise resource planning funnel, tuning of concept, situational analysis-basic target concept, software selection process, and software selection criteria. It also covers a template on software selection criteria, realization and implements, v model for implementation of ERP system, tips for selecting ERP system, ERP criteria list-technical requirement, and ERP implementation-selection phase. Do not delay, quickly download these predesigned business project management presentation slides. Bring down the amount of friction existing with our Business Process Management PowerPoint Presentation Slides. Halt the further build up of differences.
Bpr implementation process an analysis of key success & failure factorsSana Fatima
Summary of an article based on supply chain management related to Business Process Reeingeneering by Majed Al-Mashari and Mohamed Zairi in year 1999, published in Business Process Management
Journal,
Business Process Re-Engineering is a vast and large concept. Trying to simplify BPR in this article with research done extensively on the subject. Also have tried to shed light on its cohesion with IT, comparison with PI and criticism around BPR.
Introduction to Business Process ManagementAlan McSweeney
Training Course - Introduction to Business Process Management
It is intended to be a good general and practical introduction to the subject. It covers the following topics:
1. Business Process Management
2. Process Modelling
3. Process Analysis
4. Process Design
5. Process Performance Management
6. Process Transformation
7. Process Management Organisation
8. Enterprise Process Management
9. Business Process Management Technologies
10. Business Process Management and Business Analysis
11. Business Process Management Technology Review
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 Process Improvement (BPI 7) Process Training ModuleFrank-G. Adler
The Business Process Improvement (BPI 7) Methodology Training Module v2.0 includes:
1. MS PowerPoint Presentation including 127 slides covering our seven-steps Business Process Improvement Methodology.
2. MS Word Process Measure Definition Worksheet
3. MS Word Activity Assessment Worksheet
4. MS Word Change Management Worksheet
5. MS Word Process Management Worksheet
Kaizen is a Japanese term meaning "change for the better" or "continuous improvement." It is a Japanese business philosophy regarding the processes that continuously improve operations and involve all employees. Kaizen sees improvement in productivity as a gradual and methodical process.
Business Process Management PowerPoint Presentation Slides SlideTeam
If you are planning to create a stunning presentation to showcase the concept of business process management, then we recommend you download, our ready to use business process management PowerPoint presentation slides. Our content ready presentation will save your time and efforts. With the help of this predesigned business operations management PPT presentation, you will be able to represent the numerous techniques to discover, model, examine, measure, refine, optimize, and automate organization processes. This business quality improvement presentation PPT has been designed using a slide on various essential subtopics such as introduction, functional area overview, ERP system architecture, task categories of ERP systems, ERP project progress, implementation process overview, planning and selection phase, implementation phase, enterprise resource planning funnel, tuning of concept, situational analysis-basic target concept, software selection process, and software selection criteria. It also covers a template on software selection criteria, realization and implements, v model for implementation of ERP system, tips for selecting ERP system, ERP criteria list-technical requirement, and ERP implementation-selection phase. Do not delay, quickly download these predesigned business project management presentation slides. Bring down the amount of friction existing with our Business Process Management PowerPoint Presentation Slides. Halt the further build up of differences.
Bpr implementation process an analysis of key success & failure factorsSana Fatima
Summary of an article based on supply chain management related to Business Process Reeingeneering by Majed Al-Mashari and Mohamed Zairi in year 1999, published in Business Process Management
Journal,
Business Process Re-Engineering is a vast and large concept. Trying to simplify BPR in this article with research done extensively on the subject. Also have tried to shed light on its cohesion with IT, comparison with PI and criticism around BPR.
Master Global Project ManagementTorrens University Aus.docxendawalling
Master Global Project Management
Torrens University Australia
BUSINESS PROCESS
MANAGEMENT & SYSTEM
PROJ6009
Subject Structure
Module 1 – Foundation of Business Process Management (BPM)
Module 2 – Drivers of BPM Projects and Opportunities
Module 3 – Phase of Business Process Management
Module 4 – Business Process Analytics and Improvement
Module 5 – Lean and Six Sigma in BPM
Module 6 – Enterprise Systems and Applications in BPM
Roughly Two sessions (weeks) per Module
Business Process
A Business Process consists of a set of activities that are performed in coordination in an organisational and technical environment.
Business process is a collection of inter-related events, activities and decision points that involve a number of actors and objects, and that collectively lead to an outcome that is of value to at least one customer.
A business process model consists of a set of activity models and execution constraints between them. Typical examples:
Quote to Order
Order to Cash
Procure to Pay
Issue to
Solution
Application to Approval
Business Process Model
Observe to Analyse
Analyse to Interpret
Interpret to Decision-Making
Strategy to Operations
Performance to Evaluation
Pillars of BPM
People (Process Owner)
Process (Operations Flow)
Technology (Better process enabler)
BPM Life Cycle
The business process lifecycle consists of phases that are related to each other which are organised in a cyclical structure, showing their logical dependencies.
Many design and development activities are conducted during each of these phases, and incremental and evolutionary approaches involving con-current activities in multiple phases are not uncommon. (Segatto 2013)
Segatto, M., Pádua, S. I. D. d., & Martinelli, D. P. (2013). Business process management: a systemic approach? Business Process Management Journal, 19(4), 698-714.
6
Administration
& Stakeholders
BPM Life Cycle
Evaluation
Design & Analysis
Configuration
Enactment
Business Process Levels
Organisational vs Operational
What happened here, what happened out there?
So what in it for me (the business)?
Why we intent to do this?
Now we are doing it?
Hang on, how we gonna do it?
Any 7 Ss enable us to do it?
Now we are REALLY doing it…
Oh Sh*t, something went wrong…
What can we find from mistakes?
Let’s change people, methods, environment?
Are we ready to do it again?
Do it now, do it right, do it with methods...
Cool, we did it!
We did it well!
Can we do it again?
Business Process Levels
Key BPM Capabilities
Leverage for Efficiency
BPM enables by service oriented architecture (SOA)
BPM solutions maximise assets re-use
Respond Faster
BPM allow flexible processes design, quick responses to customer, partners and competitions
Manage Change
Streamline processed to keep employees productive and customers satisfied
Basic Components of BPM
Modeling and Simulation
Business Activity Monitoring (BAM)
Rules and Pre-built .
1
Introduction To Business Process Design
2
Overview
What is a business process?
Three definitions
Process types and hierarchies
Components of process architectures
The essence of Business Process Design (BPD)
Why is BPD important?
BPD and overall business performance
BPD and strategy
Why do inefficient processes exist?
Activity classification and BPD
3
What is a Business Process?
A pragmatic definition
A Business Process describes how something is done in
an organization
In general terms…
Business - Organizational entity that deploys resources to provide customers with desired products and services
Process (Merriam-Webster’s Dictionary)
(i)A natural phenomenon marked by gradual changes that
lead to a particular result
(ii)A natural continuing activity or function
(iii)A series of actions and operations conducing to an end
4
What is a Business Process?
2.Traditional Process definition in OM literature
A process specifies the transformation of inputs to outputs
Different types of transformations
Physical (Ex. raw material finished product)
Locational (Ex. flying from Denver to L.A.)
Transactional (Ex. depositing money in a bank)
Informational (Ex. accounting data financial statement)
The transformation model of a process
Inputs
Outputs
Process
5
What is a Business Process?
The Process View
Any organization entity or business can be characterized as a process or a network of processes
Based on the simple transformation model of a process
Has its origin in the areas of manufacturing and quality
The transformation model of a process
Inputs
Outputs
Process
6
What is a Business Process?
A more comprehensive process definition
A business process is a network of connected activities and buffers with well defined boundaries and precedence relationships, which utilize resources to transform inputs into outputs with the purpose of satisfying customer requirements
Process
Customers
Suppliers
Resources
Inputs
Outputs
7
Process Types and Hierarchies
Individual processes
Carried out by a single individual
2.Vertical or Functional processes
Contained within one functional unit or department
3.Horizontal or Cross Functional processes
Spans several functional units, departments or companies
Make up
Make up
8
Marketing
Operations
Accounting
CEO
Order Request
Order Fulfilled
Production planning
Vertical process
Horizontal process
Individual process
Buying a TV commercial
Illustration: Process Types and Hierarchies
9
Process Types and Hierarchies
Core cross-functional processes often have highest improvement potential
Core processes – essential for meeting market place demand through a specific strategy
Especially high improvement potential if a significant amount of non-manufacturing/service related activities
Reasons
Difficult to coordinate
Have not ke ...
2. Presentation Outline
General Introduction
Business Process Reengineering
BPR Symbols
Understand and be able to implement a BPR Strategy
Understand the main challenges in implementing a BPR
Strategy
Conclusion: Summary
3. Spectrum of Change
Automation
Rationalization
of procedures
Reengineering
Paradigm shift
4. Automation
refers to computerizing
processes to speed up
the existing tasks.
improves efficiency and
effectiveness.
5. Rationalization of Procedures
refers to streamlining of
standard operating
procedures, eliminating
obvious bottlenecks, so
that automation makes
operating procedures
more efficient.
improves efficiency and
effectiveness.
6. Business Process Reengineering
refers to radical redesign of
business processes.
Aims at
eliminating repetitive,
paper-intensive,
bureaucratic tasks
reducing costs
significantly
improving
product/service quality.
7. Paradigm Shift
refers to a more radical
form of change where
the nature of business
and the nature of the
organization is
questioned.
improves strategic
standing of the
organization.
8. Business Process Reengineering
“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.”
3
9. Key Words
Fundamental
Why do we do what we do?
Ignore what is and concentrate on what
should be.
Radical
Business reinvention vs. business
improvement
4
10. Key Words
Dramatic
Reengineering should be brought in “when a need
exits for heavy blasting.”
Companies in deep trouble.
Companies that see trouble coming.
Companies that are in peak condition.
Business Process
a collection of activities that takes one or more kinds
of inputs and creates an output that is of value to a
customer.
5
12. BPR is Not?
BPR may sometimes be mistaken for the following five tools:
1. Automation is an automatic, as opposed to human,
operation or control of a process, equipment or a system; or the
techniques and equipment used to achieve this. Automation is
most often applied to computer (or at least electronic) control of
a manufacturing process.
2. Downsizing is the reduction of expenditures in order to
become financial stable. Those expenditures could include but
are not limited to: the total number of employees at a company,
retirements, or spin-off companies.
13. BPR is Not?
3. Outsourcing involves paying another company to
provide the services a company might otherwise have
employed its own staff to perform. Outsourcing is
readily seen in the software development sector.
4. Continuous improvement emphasizes small and
measurable refinements to an organization's current
processes and systems. Continuous improvements’
origins were derived from total quality management
(TQM) and Six Sigma.
14. Reengineering & Continuous
Improvement--Similarities
Reengineering Continuous Improvement
Similarities
Basis of analysis Process Process
Performance measurement Rigorous Rigorous
Organizational change Significant Significant
Behavioral change Significant Significant
Time investment Substantial Substantial
16
15. Reengineering & Continuous
Improvement--Differences
Reengineering Continuous Improvement
Differences
Level of change Radical Incremental
Starting point Clean slate Existing process
Participation Top-down Bottom-up
Typical scope Broad, cross-functional Narrow, within functions
Risk High Moderate
Primary enabler Information technology Statistical control
Type of change Cultural and structural Cultural
17
16. What is a Process?
A specific ordering of work activities across time
and space, with a beginning, an end, and clearly
identified inputs and outputs: a structure for
action.
17. 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
18. Why Reengineer?
Customers
Demanding
Sophistication
Changing Needs
Competition
Local
Global
19. Customer Demands
• expect us to know everything
• to make the right decisions
• to do it right now
• to do it with less resources
• to make no mistakes
• expect to be fully informed
20. Why Reengineer?
Competition
Local
Global
Change
Technology
Customer Preferences
21. Business Process Reengineering
WHY ?
Integrate people, technology, & organizational culture
To Respond to rapidly changing technical & business
environment and customer’s needs to achieve Big
performance gains
22. Why Organizations Don’t
Reengineer?
Complacency
Political Resistance
New Developments
Fear of Unknown and Failure
23. Performance
BPR seeks improvements of
Cost
Quality
Service
Speed
26. Business Process Flowchart
Symbols
A Predefined Process
Start The Start of a Process
End The End of a Process
Representing a Relation
27. Business Process Flowchart
Symbols
Continuation of the process at the same page
at an equal symbol with the same number. Used
when a relation arrow crosses another relation arrow
Off-Page Connector - Process will continue on the
next page
Integration Relation - A relation to another module is
identified and described
28. Data Flowchart Symbols
An Activity
A Document
A Decision
Flat Data File (input as outputs)
29. Data Flowchart Symbols
Manual Data Item
A Database File
Representing a Relation
Continuation
Off-Page Connector
31. Rules For Data Symbols
Start Symbol used to identify the start of a business process
Generate
Purchase Activities must be described as a verb
Order
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
32. Rules For Data Symbols
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 process at the
A 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
33. Rules For Data Symbols
Predefined Processes always have a relation to level and
Sub-Process stream by a number in the line below a sub-process
Delivery 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.
34. Version Management
For different versions of a business process or
data flow some mandatory information must be
on the flowchart.
Name of the business process
Unique number of the business process
Revision number
Date of last change
Author
Page number with total pages
36. The C’s related to
Organization Re-engineering Projects
The 3C’s of The 4C’s of effective
organization Re- teams:
engineering:
- Customers - Commitment
- Competition - Cooperation
- Change - Communication
- Contribution
37. Key Steps
Select The Process & Appoint Process Team
Understand The Current Process
Develop & Communicate Vision Of Improved Process
Identify Action Plan
Execute Plan
38. 1. Select the Process & Appoint
Process Team
Two Crucial Tasks
Select The Process to be Reengineered
Appoint the Process Team to Lead the
Reengineering Initiative
39. Select the Process
Review Business Strategy and Customer
Requirements
Select Core Processes
Understand Customer Needs
Don’t Assume Anything
40. Select the Process
Select Correct Path for Change
Remember Assumptions can Hide Failures
Competition and Choice to Go Elsewhere
Ask - Questionnaires, Meetings, Focus Groups
41. Appoint the Process Team
Appoint BPR Champion
Identify Process Owners
Establish Executive Improvement Team
Provide Training to Executive Team
42. Core Skills Required
Capacity to view the organization as a whole
Ability to focus on end-customers
Ability to challenge fundamental assumptions
Courage to deliver and venture into unknown
areas
44. Use of Consultants
Used to generate internal capacity
Appropriate when a implementation is needed
quickly
Ensure that adequate consultation is sought
from staff so that the initiative is organization-
led and not consultant-driven
Control should never be handed over to the
consultant
45. 2. Understand the Current Process
Develop a Process Overview
Clearly define the process
Mission
Scope
Boundaries
Set business and customer measurements
Understand customers expectations from
the process (staff including process team)
46. 2. Understand the Current Process
Clearly Identify Improvement
Opportunities
Quality
Rework
Document the Process
Cost
Time
Value Data
47. 3. Understand the Current Process
Carefully resolve any inconsistencies
Existing -- New Process
Ideal -- Realistic Process
48. 3. Develop & Communicate Vision
of Improved Process
Communicate with all employees so that they
are aware of the vision of the future
Always provide information on the progress of
the BPR initiative - good and bad.
Demonstrate assurance that the BPR initiative is
both necessary and properly managed
49. 3. Develop & Communicate Vision
of Improved Process
Promote individual development by indicating
options that are available
Indicate actions required and those responsible
Tackle any actions that need resolution
Direct communication to reinforce new patterns
of desired behavior
50. 4. Identify Action Plan
Develop an Improvement Plan
Appoint Process Owners
Simplify the Process to Reduce Process Time
Remove any Bureaucracy that may hinder
implementation
51. 4. Identify Action Plan
Remove no-value-added activities
Standardize Process and Automate Where
Possible
Up-grade Equipment
Plan/schedule the changes
52. 4. Identify Action Plan
Construct in-house metrics and targets
Introduce and firmly establish a feedback system
Audit, Audit, Audit
53. 5. Execute Plan
Qualify/certify the process
Perform periodic qualification reviews
Define and eliminate process problems
Evaluate the change impact on the business and
on customers
Benchmark the process
Provide advanced team training
55. Benefits From IT
Assists the Implementation of Business
Processes
Enables Product & Service Innovations
Improve Operational Efficiency
Coordinate Vendors & Customers in the Process
Chain
57. Common Problems with BPR
Process Simplification is Common - True BPR is
Not
Desire to Change Not Strong Enough
Start Point the Existing Process Not a Blank
Slate
Commitment to Existing Processes Too Strong
REMEMBER - “If it isn’t broke …”
58. Common Problems with BPR
Process under review too big or too small
Reliance on existing process too strong
The Costs of the Change Seem Too Large
BPR Isolated Activity not Aligned to the
Business Objectives
Allocation of Resources
Poor Timing and Planning
Keeping the Team and Organization on Target
59. How to Avoid BPR Failure
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.
Case teams must be comprised of both managers as well as those
who will actually do the work.
60. How to Avoid BPR Failure
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".
BPR must not ignore corporate culture and must
emphasize constant communication and feedback.
61. Summary
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
62. Summary
Don’t assume anything - remember BPR is
fundamental rethinking of business processes