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Teguh I Santoso, MBA BUSINESS PROCESS REENGINEERING Chapter 1
[object Object],[object Object],[object Object],[object Object]
Today’s Reality ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Business Pressures ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The Power of 3C ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Traditional Business Concepts ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
BPR Overview ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
BPR Overview (cont.) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
BPR Four key words ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Business Process Reengineering (BPR),  a  fundamental  rethinking and a  radical  redesign of a business  process  to achieve  dramatic  improvements
Why Company need to implement BPR ,[object Object],[object Object],[object Object],[object Object]
Process: Where and Who? NEED CUSTOMER PRODUCT/SERVICE
Reasons for BPR Competition Market Share/ Profits Technology Stock Price More Important Less Important
Why Company do not Reengineer ,[object Object],[object Object],[object Object],[object Object]
Effective Reengineering Steps ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
BPR Expectation ,[object Object],[object Object],[object Object],[object Object],[object Object]
BPR Objectives ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Scope of BPR ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
BPR Impacts ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
BPR Performance ,[object Object],[object Object],[object Object],[object Object],[object Object]
Obstacle to Reengineering Most Important Least Important Organization Time Risk Cost
Reengineering Vs Incremental Incremental improvement Time Performance Improvement Reengineering then  continuous improvement
Reengineering vs. Other Methods Dimension Reengineering Rightsizing Restructuring TQM Automation Assumptions Questioned Fundamental Staffing Reporting relationship Cust. wants and needs Technology applications Scope of Change Radical Staffing, job responsibilities Organization Bottom-up Top-down Orientation Process Functional Functional Process Procedure Improvement Goals Dramatic Incremental Incremental Incremental Incremental
Reengineering - ‘NOT’ ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Reengineering - ‘NOT’ (cont.)
Some Success Factors ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Some Failure Factors ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],Example Case: IBM Credit 1 2 3 4 5 Customer Service Credit Department Business Practices Department Appraisal Administration
Example Case: IBM Credit 1 Request for financing from IBM Corp sales representative, IBM Credit staff log on a piece of paper (14 Staff) 2 Someone carted that paper to the credit department, where the specialist entered the information into a computer system and checked the potential borrower’s creditworthiness The specialist write the result of the credit check on the piece of paper and dispatch it to the business practices department 3 The business practices department modify the standard loan agreement in response to customer request When done, a person in that department would attach the special terms to the request form 4 Appraiser write the rate on a piece of paper, enter the data into a PC spreadsheet and give the paper to a clerical group 5 An administrator turn all this information into a quote letter that could be delivered to the IBM sales representative by Federal Express
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Example Case: IBM Credit
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Example Case: IBM Credit
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Example Case: IBM Credit
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Example Case: IBM Credit
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Example Case: Kodak
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Example Case: Kodak
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Example Case: Kodak
Example Case: Ford Motor ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],BPR Characteristic
Thank You

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Rpb chapter 1

  • 1. Teguh I Santoso, MBA BUSINESS PROCESS REENGINEERING Chapter 1
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  • 11. Process: Where and Who? NEED CUSTOMER PRODUCT/SERVICE
  • 12. Reasons for BPR Competition Market Share/ Profits Technology Stock Price More Important Less Important
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  • 20. Obstacle to Reengineering Most Important Least Important Organization Time Risk Cost
  • 21. Reengineering Vs Incremental Incremental improvement Time Performance Improvement Reengineering then continuous improvement
  • 22. Reengineering vs. Other Methods Dimension Reengineering Rightsizing Restructuring TQM Automation Assumptions Questioned Fundamental Staffing Reporting relationship Cust. wants and needs Technology applications Scope of Change Radical Staffing, job responsibilities Organization Bottom-up Top-down Orientation Process Functional Functional Process Procedure Improvement Goals Dramatic Incremental Incremental Incremental Incremental
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  • 28. Example Case: IBM Credit 1 Request for financing from IBM Corp sales representative, IBM Credit staff log on a piece of paper (14 Staff) 2 Someone carted that paper to the credit department, where the specialist entered the information into a computer system and checked the potential borrower’s creditworthiness The specialist write the result of the credit check on the piece of paper and dispatch it to the business practices department 3 The business practices department modify the standard loan agreement in response to customer request When done, a person in that department would attach the special terms to the request form 4 Appraiser write the rate on a piece of paper, enter the data into a PC spreadsheet and give the paper to a clerical group 5 An administrator turn all this information into a quote letter that could be delivered to the IBM sales representative by Federal Express
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