This document discusses a case study of re-engineering business processes at Dr. Martens. It provides background on what business process re-engineering is, including that it aims to fundamentally rethink and redesign processes to dramatically improve performance. The document then details how Dr. Martens conducted an operational review that found issues like unclear roles and lack of management information. They re-engineered processes around areas like centralization, order processing, and capacity planning. This led to improved on-time delivery rates from 55% to 84% over several months. The conclusion states that re-engineering is key for organizations to focus intensely on customers, design superior processes, and have strong leadership.

1. Re-engineering a
business process
-A Dr Martens case study
61th Case Presented By:
Shaibal Halder
Ahmed Farhad

2. Introduction
• Some of the recent headlines in the popular press
read,“Wal-Mart reduces restocking time from six
weeks to thirty-six hours.””
• In today’s ever-changing world, the only thing that
doesn’t change is ‘change’ itself. In a world
increasingly driven by the three Cs: Customer,
Competition and Change,

3. What is a Business Process?
“A business process is a collection of activities
which together produce something of value to a
customer”

4. Change Process
Organizational
Diagnosis
is an effective
ways of looking at
an organization t
o determine gaps
between current
and desired
performance and
how it can
achieve its goals.

5. Business process reengineering…
• BPR is a business management strategy, originally
pioneered in the early 1990s, focusing on the
analysis and design of workflows and business
processes within an organization.
• BPR advocates that enterprises go back to the
basics and reexamine their very roots. It doesn’t
believe in small improvements. Rather it aims at
total reinvention.
• BPR focuses on processes and not on tasks, jobs
or people.

6. …Business process reengineering
• BPR aimed to help organizations
fundamentally rethink how they do their work
in order to dramatically improve customer
service, cut operational costs, and become
world-class competitors.
• In the mid-1990s, as many as 60% of the
Fortune 500 companies claimed to either have
initiated reengineering efforts, or to have
plans to do so.

7. THE BEGINNINGS 'OF AN ICON'
• Starting in 1901, the Griggs family were known for
making boots in the small town of Wollaston,
Northampton shire in the English Midlands.
• The story then switched to post-war Munich, 1945 and
Dr. Klaus Martens, a 25-year-old soldier.
• By 1947 they began formal production and within a
decade had a booming business
• In 1959, they decided it was time to advertise their
revolutionary footwear invention in overseas magazines.
• The 1960s – the decade in which the Dr. Martens boot
was born – saw an unprecedented wave of change, new
ideas, cultural upheaval and eventually social revolution.

8. What is 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”.

9. Why Reengineering?
• Historical ‘reality’ for organizations:
– High level of demand: organizations are order
takers
– Management (and IT!) focus – efficiency and
control of operations
• Modern ‘reality’ since 1990s:
– Hyper-competiveness
– Globalization
– Very demanding customers
– Management and IT focus: Innovation,
responsiveness/speed, quality and service.

10. Re-structuring
Operational review in August 1995
• unclear boundaries between
managers and departments
• inadequate systems and the absence
of meaningful management
information
• lack of encouragement for local
management to take ownership of
issues under their control
• lack of visibility of the number of
orders and the available production
capacity.

11. Operational review
Technology was a key element of the process re-
engineering, as it allowed the R Griggs Company to
improve its organization and its response.
Senior Management’s major
concerns were:
• Centralization
• Late deliveries
• Order process reporting
• Supply chain management
• Production and capacity
planning.

12. Centralization is the allocation of the major
responsibilities of an organization to a central
headquarters whilst avoiding central domination.
'we don’t want a progress report, we just want our shoes.’
Capacity planning is the
process of determining the
production capacity needed
by an organization to meet
changing demands for its
products.
To gain control over the order
book and work in progress.

13. Using report’s recommendations
Orders were delivered on time
• In June 1995- 55%
• August -47%
• September -45%
• October -67%
• November -84%

14. Obtain the Organizational Goal
• It’s depend upon the nature of the operation,
the capacity, the required level of customer
service, the time period and the organization’s
hopes for the future.
• Reducing lead-time from in excess of 18 weeks
to below 12 weeks over a six month period.
• Has an accurate forecast of dispatch date.
• Over the last 12 months, production increased
by a staggering 20.25%.
• Has forecasted an increased volume in excess
of 40%.

15. An intense customer focus, superior process design
and a strong and motivated leadership are vital
ingredients to the recipe for the success of any
business corporation. Reengineering is the key that
every organization should possess to attain these
prerequisites to success.