Success And Failure of BPR in a Public Sector Industryharikrishnanjl
BPR can be defined as the �fundamental rethinking and radical redesign of business processes to achieve dramatic improvement in Critical Success factors like Cost Reduction, Quality Enhancement, Service Improvement and Cycle Time Reduction�. Re-engineering assumes the current process is irrelevant � it doesn�t work, it�s broke, forget it. Start over. In a manner of speaking, it is like projecting yourself into the future and asking yourself what should the process look like? What do my customers want it to look like? What do other employees want it to look like? How do best-in-class companies do it? What might we be able to do with new technology?
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.
Success And Failure of BPR in a Public Sector Industryharikrishnanjl
BPR can be defined as the �fundamental rethinking and radical redesign of business processes to achieve dramatic improvement in Critical Success factors like Cost Reduction, Quality Enhancement, Service Improvement and Cycle Time Reduction�. Re-engineering assumes the current process is irrelevant � it doesn�t work, it�s broke, forget it. Start over. In a manner of speaking, it is like projecting yourself into the future and asking yourself what should the process look like? What do my customers want it to look like? What do other employees want it to look like? How do best-in-class companies do it? What might we be able to do with new technology?
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.
Short description of the main services FeedBackGround offered to the IT Business in order to improve their operations and the efficiency of their performance
Caso práctico de definición de un sistema de gestión operativo con el análisis del mapa de procesos, organigrama, roles y job description, sistema de gestión y sistema de información
1. CaseStudy
Improvement of layout in a company
belonging to the automotive sector
Many of FeedBackGround’s powerful and important
experiences in layout improvement have been acquired in the
automotive sector. Day-to-day activity does not always allow the
spatial needs of each element in the plant to be analyzed in-
depth. Furthermore, the paradigms inherited over the years
hinder the emergence of new ideas. In most cases, internal
personnel are unable to devote attention to this matter or do not
have an overall vision. Below we describe a particular case
successfully solved.
Executive Summary Strategy/Approach
Our client wished to extend its portfolio of products FeedBackGround’s contribution to this project was as
with the acquisition of new machinery follows:
This made it necessary to redesign a sufficiently To conduct a casuistical analysis of the plant in a
week
large section of the plant
To draw up, compare and discuss layout and
The client took this as the opportunity to redesign
logistical flow proposals and solutions
the entire layout of the plant in order to optimize
efficiency To evaluate and select solutions to enable
improved performance to be achieved
Given the nature of the product, the flow of raw
material and finished product was of prime To plan introduction of solutions in detail and reach
importance agreement on the plan with all those involved
The impossibility of expansion on the industrial To determine the costs and resources associated
estate had restricted plant space to a critical with the plan
extent.
To supervise assembly of the new machinery and
the redistribution of existing elements
Opportunity Results
This was the key moment at which to rethink the Project lasting for 3 months with the participation of
layout of the plant, both for the present and the one part-time consultant and occasional support
future from a project Director
The training and experience of management New machinery put in place with optimization of
personnel were optimum for achieving the best available space
results
Improvement in flow of goods has reduced
Internal friction and unhelpful company culture made stoppages on the line caused by lack of material
it difficult to achieve the best results in the absence of supply
an important project to justify significant changes in
the company Redistribution was carried out on schedule and
errors averted, thereby obviating the need to
It was advisable to study the company to determine
repeat work againThe opportunity was taken to lay
how it was run and decide on the best new layout
the foundations for teamwork among
Clear possibility of improvement existed (with return management personnel
on investment) in the short-term
Contact name: Màrius Mollà
Position: Partner and Director of Projects
marius.molla@feedbackground.com Customer experience – Sept. 2012
Telephone:+34 619762870 www.feedbackground.com