Tools and techniques of bpr
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The document lists various tools and techniques used in business process reengineering (BPR), including purpose analysis, competitive comparison, process quality management, strategic capacity analysis, critical success factors analysis, change management techniques, process mapping, waste analysis, ownership analysis, benchmarking, product lifecycle analysis, Pareto analysis, segmentation, input/process/output diagrams, control systems design, measures of performance design, culture development, postponement analysis, impact/ease analysis, risk analysis, simulation, and several other techniques. Many of these techniques are taught in detail in training courses on BPR and related topics. However, innovative lateral thinking is also needed to achieve breakthrough improvements rather than just making current processes more efficient.
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Business process reengineering
Business process reengineering (BPR) seeks dramatic improvements in critical performance measures like cost, quality, service and speed through fundamentally rethinking and redesigning business processes. It requires taking a clean-sheet approach to processes rather than assuming current processes are optimal. Key steps involve selecting processes for reengineering, appointing cross-functional teams, understanding the current "as-is" process, developing and communicating a vision for an improved "to-be" process, identifying an action plan, and executing the plan through process simplification and standardization while removing non-value adding activities. Common challenges include processes being too broadly or narrowly defined, over-reliance on existing processes, and failure to align BPR with business objectives.
Organisational change
This document provides an overview of organizational change and development. It discusses that organizational change is the process by which organizations move from their current state to a desired future state to increase effectiveness. It also describes the nature of change in terms of history, politics, management, organization, and people. Additionally, it covers levels of change, types of change, forces for change, and resistance to change. The document also defines organizational development and its values and techniques for improving organizational effectiveness and employee well-being.
Business process-reengineering
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.
Production planning control ppt
This is MBA presentation subject is Production operation & Inventory Management & Topic is Production planning control
Success And Failure of BPR in a Public Sector Industry
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?
Work Study- Methods Study
Work Study consists of two techniques, Method Study and Work Measurement, This PPT covers in detail Method Study also known as Motion Study.
CAPACITY PLANNING
Contents of Presentation-
Capacity Planning:
- Meaning
- Forecasting
- Reasons
- Importance
- Examples
- Capacity Terminology
- Efficiency & Utilization
- Calculation of capacity Utilization
- Determinants of Effective Capacity
- Calculating Processing Requirements
- Capacity Planning Process
- Planning Over a Time Horizon
- Economies of Scale
- Optimal Rate of Output
-Capacity Planning Alternatives Evaluating Models
Cost Volume Analysis: Break-even Analysis
Decision Theory
Financial Analysis
Waiting-Line Analysis
- PROCESS PLANNING
Methods
- INTERACTION OF PLANNING FUNCTIONS..
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Business Process Re-Engineering
This document discusses business process re-engineering (BPR). BPR is defined as fundamentally rethinking and radically redesigning business processes to achieve dramatic improvements in critical areas like cost, quality, and speed. It involves reinventing processes rather than automating existing ones. The goals of BPR include improving customer friendliness, effectiveness, and efficiency. BPR follows four steps: understanding the current process, inventing a new process, automation, and change management. It results in changes to work units, jobs, roles, and organizational structure. Critical success factors include top management commitment and a clear transformation vision, while failure can result from trying to fix rather than change processes.
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Business process reengineering
Business process reengineering (BPR) seeks dramatic improvements in critical performance measures like cost, quality, service and speed through fundamentally rethinking and redesigning business processes. It requires taking a clean-sheet approach to processes rather than assuming current processes are optimal. Key steps involve selecting processes for reengineering, appointing cross-functional teams, understanding the current "as-is" process, developing and communicating a vision for an improved "to-be" process, identifying an action plan, and executing the plan through process simplification and standardization while removing non-value adding activities. Common challenges include processes being too broadly or narrowly defined, over-reliance on existing processes, and failure to align BPR with business objectives.
Organisational change
This document provides an overview of organizational change and development. It discusses that organizational change is the process by which organizations move from their current state to a desired future state to increase effectiveness. It also describes the nature of change in terms of history, politics, management, organization, and people. Additionally, it covers levels of change, types of change, forces for change, and resistance to change. The document also defines organizational development and its values and techniques for improving organizational effectiveness and employee well-being.
Business process-reengineering
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.
Production planning control ppt
This is MBA presentation subject is Production operation & Inventory Management & Topic is Production planning control
Success And Failure of BPR in a Public Sector Industry
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?
Work Study- Methods Study
Work Study consists of two techniques, Method Study and Work Measurement, This PPT covers in detail Method Study also known as Motion Study.
CAPACITY PLANNING
Contents of Presentation-
Capacity Planning:
- Meaning
- Forecasting
- Reasons
- Importance
- Examples
- Capacity Terminology
- Efficiency & Utilization
- Calculation of capacity Utilization
- Determinants of Effective Capacity
- Calculating Processing Requirements
- Capacity Planning Process
- Planning Over a Time Horizon
- Economies of Scale
- Optimal Rate of Output
-Capacity Planning Alternatives Evaluating Models
Cost Volume Analysis: Break-even Analysis
Decision Theory
Financial Analysis
Waiting-Line Analysis
- PROCESS PLANNING
Methods
- INTERACTION OF PLANNING FUNCTIONS..
-
Business Process Re-Engineering
This document discusses business process re-engineering (BPR). BPR is defined as fundamentally rethinking and radically redesigning business processes to achieve dramatic improvements in critical areas like cost, quality, and speed. It involves reinventing processes rather than automating existing ones. The goals of BPR include improving customer friendliness, effectiveness, and efficiency. BPR follows four steps: understanding the current process, inventing a new process, automation, and change management. It results in changes to work units, jobs, roles, and organizational structure. Critical success factors include top management commitment and a clear transformation vision, while failure can result from trying to fix rather than change processes.
Functions of production operation management
Production/operations management (POM) involves planning, organizing, and controlling the production process. As part of management, the key functions of POM are to optimize resource utilization, make decisions about production, and ensure goals are aligned with the overall organization's strategy. The POM manager seeks to effectively plan, organize, control, and model human behavior during the conversion of raw materials into finished goods.
Business Process Re engineering
This document discusses business process reengineering (BPR). It begins by describing how traditional vs. transformed organizations differ, with transformed organizations having more networked structures, knowledge workers, flexibility, customer orientation, and team efforts. It then discusses drivers for BPR like changing customer demands and technology. BPR is defined as fundamentally redesigning operations to dramatically improve cost, quality, and cycle time. The document outlines six principles for BPR and the typical organizational structure. It details the nine dimensions of executing BPR, including establishing business direction, scoping processes for redesign, designing new processes, aligning infrastructure to support new processes, implementation planning, implementation, and change management. Case studies demonstrate benefits like reducing work and costs.
HRM Interventions
Human resources interventions focus on managing employees effectively and efficiently while facilitating organizational change. This includes goal setting, performance reviews, rewarding systems, career planning and development, managing diversity, and ensuring employee well-being. A career consists of a sequence of jobs held over a lifetime, including establishment, advancement, maintenance, and withdrawal stages. Career planning involves setting personal career goals and examining alternatives, while career development comprises organizational practices that help employees implement their career plans.
Benchmarking TQM
The document discusses benchmarking, which is defined as measuring an organization's internal processes and identifying best practices from other top performing organizations. It describes benchmarking as a way to continuously improve performance and gain a competitive advantage. The presentation outlines the different types and levels of benchmarking, as well as the benchmarking process which typically involves planning, analysis, integration, action and maturity phases. It emphasizes that benchmarking requires management support and is an ongoing effort that can help organizations learn from others and enhance their own performance.
Organizational Change Models
The document provides an overview of 12 organizational diagnostic models:
1. Force Field Analysis (1951) which depicts driving and restraining forces for change.
2. Leavitt's Model (1965) which specifies four interdependent variables: structure, technology, tasks, and people.
3. Likert System Analysis (1967) which describes four types of management systems based on organizational dimensions.
4. Open Systems Theory (1966) which views organizations as dependent on their environment for inputs, throughputs, outputs, and renewed inputs.
Basics of Product and Process Design Management
The document summarizes key concepts relating to product and process design management including:
1. Product design involves conceptualizing an idea for a product and transforming it into a tangible reality by considering constraints like production processes and customer expectations.
2. Process design breaks down product development into parts to help guide actual manufacturing and ensure a smooth relationship between required output and intermediate processes.
3. Objectives of process design focus on flow through the process and include metrics like throughput rate, throughput time, work in progress, and utilization.
Capacity planning
Capacity planning is the process of determining the production capacity needed by an organization to meet changing demands. It involves assessing existing capacity, forecasting future needs, identifying options to modify capacity, evaluating financial and technological alternatives, and selecting the most suitable option. Capacity planning can be classified as long term or short term based on time horizon and finite or infinite based on resources employed. Long term planning accommodates major changes like new products or facilities while short term addresses intermediate fluctuations through overtime or subcontracting. Factors affecting capacity planning include controllable aspects like labor and facilities as well as less controllable issues like absenteeism or machine breakdowns.
FUTURE OF ORGANIZATION DEVELOPMENT
Organization development is an organization-wide, managed process using behavioral science knowledge to increase effectiveness. In the past, OD focused on short-term productivity and treated employees as costs rather than assets. Contextual trends impacting OD's future include more diverse, educated workforces; greater technology use like e-commerce; and networked, knowledge-based organizations. Going forward, OD will be more embedded in operations, technology-enabled, interdisciplinary, and concerned with continuous organizational improvement in diverse, global contexts. Managers and organizations will need more flexible, learning-oriented, collaborative employees and environments.
Line balancing
This document provides an overview of line balancing. It defines line balancing as assigning tasks to workstations to equalize workloads and cycle times. The objectives of line balancing include equalizing workloads, identifying bottlenecks, establishing production speeds, determining staffing needs, and reducing costs. Common methods are described along with concepts such as precedence diagrams, work content, and cycle times. A simple example is provided to demonstrate how to balance a line to increase efficiency from 79% to 84% by redistributing tasks among five workstations. The document emphasizes eliminating waste to further improve efficiency.
layout planning
Layout planning determines the optimal physical arrangement of resources to maximize productivity. The document discusses different types of layouts including process, product, group technology, and fixed-position layouts. Product layouts are designed to efficiently produce a specific product in high volumes, while process layouts group similar resources together and fixed-position layouts are used when the product is too large to move.
Capacity planning
Capacity planning is the process of determining a company's production capacity needed to meet changing demands. It involves determining the type, amount, and timing of capacity required. Key decisions include selecting the appropriate level and flexibility of facilities while maintaining balance. The process includes estimating future needs, evaluating existing capacity, identifying alternatives, analyzing costs, assessing qualitative factors, selecting an alternative, and monitoring results. Efficiency and utilization are measured by comparing actual output to effective and design capacities. Economies and diseconomies of scale affect costs based on output levels. Cost-volume analysis examines the relationships between costs, revenues, and profits at different volumes.
Organization development and change
The document provides an overview of organization development and planned change. It defines organization development and discusses its historical development. It also presents several definitions of OD provided by Burke, French, Beckhard, and Beer. The chapter outlines the learning objectives and process models of planned change including Lewin's change model and the action research model. It describes the general model of planned change and discusses critiques of planned change approaches.
Kanban system
Kanban is a lean production system that uses visual cards to signal the need for replenishment between processes. There are two main types of Kanban cards: withdrawal Kanban which authorize movement of parts between stages, and production Kanban which release orders to preceding stages. Other types include express, emergency, and through Kanbans. The number of Kanban cards needed is calculated based on demand, lead time, safety stock, and container size to balance production and inventory levels. Benefits of Kanban include reduced inventory and waste, increased flexibility and output, and lower total costs.
Capacity Requirement Planning
Capacity Requirements Planning (CRP) is a technique to project resource needs for workstations. It takes inputs like planned orders and outputs a load profile for each work center. The load profile compares released orders to work center capacity to identify underloads and overloads. CRP helps determine timing of capacity expansion using strategies like capacity lead, lag, or average. It also provides information to adjust capacity through methods like adding shifts or outsourcing work. The goal is to balance load and capacity to prevent bottlenecks.
Quality circle
Quality Circle is a small group of employees who work-in same work area meet at periodic intervals to discuss work-related issues and to offer suggestions & ideas for improvements in production methods and quality control .
Hrd audit
The document discusses the concepts of HRD audit and its importance for organizations. It defines HRD audit as a comprehensive evaluation of an organization's HRD structure, strategies, systems, styles, skills/competencies, and culture and their alignment with organizational goals. The key aspects of HRD audits include evaluating HRD systems maturity, employee competencies, organizational culture, and linkages between HRD and business goals. HRD audits help organizations identify areas for improvement, ensure the effective development of human resources, and promote strategic alignment of HRD with the business.
Business Process Re-engineering
Business process re-engineering (BPR) involves rethinking and redesigning organizational processes to achieve dramatic improvements in performance metrics like cost, quality, service, and speed. It assumes current processes are irrelevant and should be replaced. BPR follows a three-phased approach of planning, redesign, and implementation. The goals are radical change, dramatic outcomes, and replacing or transforming overall processes. Advantages include satisfaction and growth, while risks include resistance to change. Common benefits are enterprise integration, fewer steps and rules, and reduced inspections. Critiques argue BPR focuses too much on efficiency over people.
Work measurement (1)
The document discusses work measurement techniques used at Joshan Walk Industries in Pakistan. It summarizes that:
1) Joshan Walk Industries uses historical data as its main approach to set work standards, such as setting the standard time to make a boxing glove at 60 minutes.
2) The company also uses direct time studies, observing 4 employees to calculate average and normal cycle times, then sets a standard time.
3) Allowance fraction for interruptions is estimated at 14% based on historical data, which is then used to calculate standard time.
ORGANIZATIONAL CHANGE
This document discusses organizational change and its key aspects. It defines organizational change as modifications to an organization's structure, processes, or products that impact how work is performed. Changes can include altering the organizational structure, operations, workforce size, working hours/practices, or roles. Changes are categorized as either planned, resulting from deliberate decisions, or unplanned, being imposed on the organization. Managing resistance to change is also discussed, emphasizing the importance of communication, participation, empathy, and other strategies. The roles and skills of change agents in facilitating organizational change are outlined.
Facility layout ppt
The layout facility is the physical location of the various departments/units of the facility within the premises of the facility.
Business processing Reengineering
This document provides an overview of business process reengineering (BPR). It defines BPR as the analysis and redesign of workflows within and between enterprises to optimize processes and automate non-value-added tasks. The document discusses the BPR cycle, key components of BPR including its history and advantages such as streamlining work processes to improve quality, time management and profitability. Potential disadvantages of BPR are also mentioned such as using it to justify downsizing. Overall the document serves as an introduction to the topic of business process reengineering.
Business Process Re-engineering (BPR): Role of IT
IT plays three key roles in business process reengineering (BPR):
1. As an enabler before the process is designed, by providing insights into existing conditions and capabilities to help define strategies and visions.
2. As a facilitator during process design, through tools that help analyze current processes, model new designs, and improve collaboration.
3. As an implementer after the design is complete, to automate new processes and introduce digital technologies that support the redesigned processes.
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Functions of production operation management
Production/operations management (POM) involves planning, organizing, and controlling the production process. As part of management, the key functions of POM are to optimize resource utilization, make decisions about production, and ensure goals are aligned with the overall organization's strategy. The POM manager seeks to effectively plan, organize, control, and model human behavior during the conversion of raw materials into finished goods.
Business Process Re engineering
This document discusses business process reengineering (BPR). It begins by describing how traditional vs. transformed organizations differ, with transformed organizations having more networked structures, knowledge workers, flexibility, customer orientation, and team efforts. It then discusses drivers for BPR like changing customer demands and technology. BPR is defined as fundamentally redesigning operations to dramatically improve cost, quality, and cycle time. The document outlines six principles for BPR and the typical organizational structure. It details the nine dimensions of executing BPR, including establishing business direction, scoping processes for redesign, designing new processes, aligning infrastructure to support new processes, implementation planning, implementation, and change management. Case studies demonstrate benefits like reducing work and costs.
HRM Interventions
Human resources interventions focus on managing employees effectively and efficiently while facilitating organizational change. This includes goal setting, performance reviews, rewarding systems, career planning and development, managing diversity, and ensuring employee well-being. A career consists of a sequence of jobs held over a lifetime, including establishment, advancement, maintenance, and withdrawal stages. Career planning involves setting personal career goals and examining alternatives, while career development comprises organizational practices that help employees implement their career plans.
Benchmarking TQM
The document discusses benchmarking, which is defined as measuring an organization's internal processes and identifying best practices from other top performing organizations. It describes benchmarking as a way to continuously improve performance and gain a competitive advantage. The presentation outlines the different types and levels of benchmarking, as well as the benchmarking process which typically involves planning, analysis, integration, action and maturity phases. It emphasizes that benchmarking requires management support and is an ongoing effort that can help organizations learn from others and enhance their own performance.
Organizational Change Models
The document provides an overview of 12 organizational diagnostic models:
1. Force Field Analysis (1951) which depicts driving and restraining forces for change.
2. Leavitt's Model (1965) which specifies four interdependent variables: structure, technology, tasks, and people.
3. Likert System Analysis (1967) which describes four types of management systems based on organizational dimensions.
4. Open Systems Theory (1966) which views organizations as dependent on their environment for inputs, throughputs, outputs, and renewed inputs.
Basics of Product and Process Design Management
The document summarizes key concepts relating to product and process design management including:
1. Product design involves conceptualizing an idea for a product and transforming it into a tangible reality by considering constraints like production processes and customer expectations.
2. Process design breaks down product development into parts to help guide actual manufacturing and ensure a smooth relationship between required output and intermediate processes.
3. Objectives of process design focus on flow through the process and include metrics like throughput rate, throughput time, work in progress, and utilization.
Capacity planning
Capacity planning is the process of determining the production capacity needed by an organization to meet changing demands. It involves assessing existing capacity, forecasting future needs, identifying options to modify capacity, evaluating financial and technological alternatives, and selecting the most suitable option. Capacity planning can be classified as long term or short term based on time horizon and finite or infinite based on resources employed. Long term planning accommodates major changes like new products or facilities while short term addresses intermediate fluctuations through overtime or subcontracting. Factors affecting capacity planning include controllable aspects like labor and facilities as well as less controllable issues like absenteeism or machine breakdowns.
FUTURE OF ORGANIZATION DEVELOPMENT
Organization development is an organization-wide, managed process using behavioral science knowledge to increase effectiveness. In the past, OD focused on short-term productivity and treated employees as costs rather than assets. Contextual trends impacting OD's future include more diverse, educated workforces; greater technology use like e-commerce; and networked, knowledge-based organizations. Going forward, OD will be more embedded in operations, technology-enabled, interdisciplinary, and concerned with continuous organizational improvement in diverse, global contexts. Managers and organizations will need more flexible, learning-oriented, collaborative employees and environments.
Line balancing
This document provides an overview of line balancing. It defines line balancing as assigning tasks to workstations to equalize workloads and cycle times. The objectives of line balancing include equalizing workloads, identifying bottlenecks, establishing production speeds, determining staffing needs, and reducing costs. Common methods are described along with concepts such as precedence diagrams, work content, and cycle times. A simple example is provided to demonstrate how to balance a line to increase efficiency from 79% to 84% by redistributing tasks among five workstations. The document emphasizes eliminating waste to further improve efficiency.
layout planning
Layout planning determines the optimal physical arrangement of resources to maximize productivity. The document discusses different types of layouts including process, product, group technology, and fixed-position layouts. Product layouts are designed to efficiently produce a specific product in high volumes, while process layouts group similar resources together and fixed-position layouts are used when the product is too large to move.
Capacity planning
Capacity planning is the process of determining a company's production capacity needed to meet changing demands. It involves determining the type, amount, and timing of capacity required. Key decisions include selecting the appropriate level and flexibility of facilities while maintaining balance. The process includes estimating future needs, evaluating existing capacity, identifying alternatives, analyzing costs, assessing qualitative factors, selecting an alternative, and monitoring results. Efficiency and utilization are measured by comparing actual output to effective and design capacities. Economies and diseconomies of scale affect costs based on output levels. Cost-volume analysis examines the relationships between costs, revenues, and profits at different volumes.
Organization development and change
The document provides an overview of organization development and planned change. It defines organization development and discusses its historical development. It also presents several definitions of OD provided by Burke, French, Beckhard, and Beer. The chapter outlines the learning objectives and process models of planned change including Lewin's change model and the action research model. It describes the general model of planned change and discusses critiques of planned change approaches.
Kanban system
Kanban is a lean production system that uses visual cards to signal the need for replenishment between processes. There are two main types of Kanban cards: withdrawal Kanban which authorize movement of parts between stages, and production Kanban which release orders to preceding stages. Other types include express, emergency, and through Kanbans. The number of Kanban cards needed is calculated based on demand, lead time, safety stock, and container size to balance production and inventory levels. Benefits of Kanban include reduced inventory and waste, increased flexibility and output, and lower total costs.
Capacity Requirement Planning
Capacity Requirements Planning (CRP) is a technique to project resource needs for workstations. It takes inputs like planned orders and outputs a load profile for each work center. The load profile compares released orders to work center capacity to identify underloads and overloads. CRP helps determine timing of capacity expansion using strategies like capacity lead, lag, or average. It also provides information to adjust capacity through methods like adding shifts or outsourcing work. The goal is to balance load and capacity to prevent bottlenecks.
Quality circle
Quality Circle is a small group of employees who work-in same work area meet at periodic intervals to discuss work-related issues and to offer suggestions & ideas for improvements in production methods and quality control .
Hrd audit
The document discusses the concepts of HRD audit and its importance for organizations. It defines HRD audit as a comprehensive evaluation of an organization's HRD structure, strategies, systems, styles, skills/competencies, and culture and their alignment with organizational goals. The key aspects of HRD audits include evaluating HRD systems maturity, employee competencies, organizational culture, and linkages between HRD and business goals. HRD audits help organizations identify areas for improvement, ensure the effective development of human resources, and promote strategic alignment of HRD with the business.
Business Process Re-engineering
Business process re-engineering (BPR) involves rethinking and redesigning organizational processes to achieve dramatic improvements in performance metrics like cost, quality, service, and speed. It assumes current processes are irrelevant and should be replaced. BPR follows a three-phased approach of planning, redesign, and implementation. The goals are radical change, dramatic outcomes, and replacing or transforming overall processes. Advantages include satisfaction and growth, while risks include resistance to change. Common benefits are enterprise integration, fewer steps and rules, and reduced inspections. Critiques argue BPR focuses too much on efficiency over people.
Work measurement (1)
The document discusses work measurement techniques used at Joshan Walk Industries in Pakistan. It summarizes that:
1) Joshan Walk Industries uses historical data as its main approach to set work standards, such as setting the standard time to make a boxing glove at 60 minutes.
2) The company also uses direct time studies, observing 4 employees to calculate average and normal cycle times, then sets a standard time.
3) Allowance fraction for interruptions is estimated at 14% based on historical data, which is then used to calculate standard time.
ORGANIZATIONAL CHANGE
This document discusses organizational change and its key aspects. It defines organizational change as modifications to an organization's structure, processes, or products that impact how work is performed. Changes can include altering the organizational structure, operations, workforce size, working hours/practices, or roles. Changes are categorized as either planned, resulting from deliberate decisions, or unplanned, being imposed on the organization. Managing resistance to change is also discussed, emphasizing the importance of communication, participation, empathy, and other strategies. The roles and skills of change agents in facilitating organizational change are outlined.
Facility layout ppt
The layout facility is the physical location of the various departments/units of the facility within the premises of the facility.
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Business processing Reengineering
This document provides an overview of business process reengineering (BPR). It defines BPR as the analysis and redesign of workflows within and between enterprises to optimize processes and automate non-value-added tasks. The document discusses the BPR cycle, key components of BPR including its history and advantages such as streamlining work processes to improve quality, time management and profitability. Potential disadvantages of BPR are also mentioned such as using it to justify downsizing. Overall the document serves as an introduction to the topic of business process reengineering.
Business Process Re-engineering (BPR): Role of IT
IT plays three key roles in business process reengineering (BPR):
1. As an enabler before the process is designed, by providing insights into existing conditions and capabilities to help define strategies and visions.
2. As a facilitator during process design, through tools that help analyze current processes, model new designs, and improve collaboration.
3. As an implementer after the design is complete, to automate new processes and introduce digital technologies that support the redesigned processes.
Bpr 03 Process Re Design
The document discusses business process re-engineering and provides information on various aspects of process re-design and improvement such as the two approaches to business process re-engineering, defining processes, guidelines for selecting processes, visualization, process redesign issues, BPR project structure and methodology, and barriers to BPR.
Business process reengineering
Business process reengineering (BPR) involves fundamentally rethinking and radically redesigning business processes to achieve dramatic improvements in critical performance measures like cost, quality, service and speed. It focuses on how work is done, moving away from functional silos to a process view that cuts across organizational boundaries. BPR aims for breakthrough goals through fundamental changes that question existing structures and procedures, taking nothing for granted. Key steps in BPR include selecting processes for reengineering, understanding the current process, developing a vision for an improved process, identifying an action plan, and executing the plan. Common challenges include not making changes radical enough, over-reliance on the existing process, and failure to gain organizational commitment.
Bpr examples from indian corporate world
Total quality Management topic -
Examples of Business Process Reengineering in Indian corporates like Bank of India, Mahindra & Mahindra and ICICI
Business Process Reengineering
Business Process Re-engineering or BPR is the analysis and redesign of workflow and processes within and between Organizations
Business Process Reengineering Complete
Business process reengineering is the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical areas like cost, quality, service, and speed. It focuses on redesigning processes, not functions, departments, or tasks. Reengineering is necessary during times of high competition and demand when organizations need to be more efficient and flexible. It allows companies to eliminate unnecessary work and become more customer-focused. Examples of successful reengineering include reducing order delivery times by 40% and doubling profits by eliminating $200 million in inventory. Reengineering has also helped Indian organizations improve processes like customer ordering, manufacturing, and marketing to better meet customer needs.
Business process reengineering
The document discusses business process reengineering (BPR). It defines BPR as the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements. The key is to focus on processes, not tasks or jobs. It outlines the 5 main activities of BPR: 1) Prepare for reengineering 2) Map and analyze the existing ("as-is") process 3) Design the new ("to-be") process 4) Implement the new process and 5) Continuously improve the process. It provides an example of how BPR was used to dramatically improve an insurance application approval process.
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Transactional Blackbelts are different
1. Transactional Black Belts often face different challenges than manufacturing Black Belts as processes are less defined and changes are harder to reverse in human-centered environments.
2. A key difference is that cycle time is a more useful overall measure than defect count for selecting projects in service/transaction environments where establishing a baseline process is often needed.
3. The training presented teaches how to model service and transaction processes, understand decision-making reliability, measure and improve cycle time, and manage change to achieve greater process efficiency.
Quality management structure
This document discusses different approaches to structuring quality management within an organization. It describes centralized, decentralized, and hybrid models. A centralized model places quality management under a corporate team, while a decentralized model gives business units more autonomy. A hybrid model balances centralized and decentralized approaches. The document also lists some common quality management tools, including check sheets, control charts, Pareto charts, and scatter plots.
Build the foundation for process improvement
Business process management is the back-bone of many successful organizations, the question is how did they initially achieve this? With so much information available it can easily become overwhelming when it comes to where or how to start the business process improvement journey.
Watch this webinar recording with James Noll, Senior Manager at Satori Consulting as he answers these questions and outlines why taking a structured approach to current-state process analysis is the key to laying the groundwork for successful process transformation.
Tqm tools
Total Quality Management (TQM) tools help organizations identify, analyze, and assess qualitative and quantitative data relevant to their business. These tools include charts, diagrams, brainstorming, checklists and more. They can identify issues, illustrate complicated information, and enhance effectiveness and quality when used properly. Some common TQM tools are pie charts, histograms, run charts, Pareto charts, flowcharts and cause-and-effect diagrams. Organizations should use multiple tools together to fully understand issues, as single tools may provide an incomplete picture or close off possibilities.
Hi600 u03_inst_slides
The document discusses requirement determination in the analysis phase of developing a health information system. It covers requirements elicitation techniques like interviews, JAD sessions, questionnaires, document analysis and observation that can be used to elicit requirements from stakeholders. It also outlines different requirements analysis strategies such as problem analysis, root cause analysis, and duration analysis that help analysts work with users to define requirements for the new system.
Advancing the Retrospective: Dynamic Lean & Agile Continuous Improvement Tech...
This document discusses techniques for conducting effective retrospective meetings to continuously improve agile processes. It begins with an overview of retrospectives and their goals of process improvement. Various retrospective techniques are presented, including comments and actions, upside/downside, and distributed tools. The document then covers lean concepts like standard work and A3 problem solving templates to plan and track improvements. Examples demonstrate how these techniques can be applied to areas like onboarding, estimation, and product experimentation. Overall roles and tips for effective retrospectives emphasize the importance of self-improvement, visible standards, and sharing learning across teams.
Focus your investments in innovations
Innovation is a key element for companies in providing growth and for increasing results. Innovation means a new way of doing business; it may refer to incremental, radical and/or revolutionary changes in extracting value for a business through a fundamental change in approach to a market, a technology, or a process. A company that overlooks new and better ways of doing business will eventually lose customers to another competitor that has found a better way.
However innovations as any other aspect of a business require an investment and investment is about the future. Sometimes you invest in a future that plays by the same rules as today. Other investment is about a new future that plays by new rules. If you make investment decisions on an extrapolated new future based on the today’s rules then you can make costly mistakes.
Investment decisions can require complex analyses. To make them easier, managers often use tools to help with the financial analysis. The problem with these tools is that they often value innovation and non innovation in the same terms. They encourage managers to make unfair demands on returns on investment for internal innovation projects.
We believe that creativity is a process not an accident (“chance prefers the prepared mind”), although it’s often tempting to believe that individuals are creative or non-creative. Creative people also love to play around with the ideas that they collect. For them everything is connected – part of an overall pattern. Old ideas are moved around, combined, squeezed, and stretched to make new ideas.
Innovation within businesses is achieved in many ways. One way involves the use of creativity techniques. These are methods that encourage original thoughts and divergent thinking (e. g. brainstorming, morphological analysis, TRIZ). New ideas that have been generated by the use of creativity techniques have to be structured and evaluated. In order to complete the innovation process the selected promising ideas have to be deployed into practice.
For this reason we have developed a structured methodology that supports the ongoing evaluation of innovations throughout the prioritization, piloting, and deployment lifecycle We make use of process performance analyses as an input to three levels of statistical thinking that support the innovation process from identified needs to pilot results.
The first step is collect together old ideas – as well as existing facts. You need to know as much about the world in general and get a solid, deep working knowledge of the business situation that underlies the need for a new idea. This may seem daunting or unnecessary, but facts are the raw material for innovation. And because of changes to markets, competition, regulation, and technologies, “old ideas” previously dismissed may, perhaps after further adaptation, take on renewed promise.
It is important to approach innovation and its evaluation through a broad appreciation for causality: al
Business process reengineering
The document outlines the steps for business process reengineering which include identifying the as-is process, analyzing opportunities for improvement, designing an improved to-be process, implementing and testing the new design. Key activities involve understanding customer needs, mapping the current process, identifying non-value added activities, establishing performance metrics, addressing inefficiencies, and implementing and monitoring the new process. Questions to consider for reengineering include the objectives, customers, suppliers, efficiency, waste elimination, responsibilities, and whether the process is needed.
Six Sigma
The document provides an overview of quality management, including its definition, evolution, and various tools and techniques. It discusses that quality management aims to meet customer expectations and ensure customer satisfaction. The document then outlines several quality management approaches that have evolved over time, such as inspection, statistical process control, design of experiments, Taguchi's robust design method, ISO standards, Six Sigma, and Kaizen. It also provides a case study of Toyota's quality management system and its implementation of Lean and continuous improvement practices.
Six Sigma & Lean Production
The document summarizes a seminar report on Six Sigma Lean production methodology and implementation. It includes the following sections: literature review on previous research; introduction to Six Sigma methodology including the DMAIC cycle of Define, Measure, Analyze, Improve, Control; discussion of Lean production; current scenario and case study examples of implementation; and challenges to Six Sigma Lean production. The literature review covered requirements, challenges, and approaches like the Toyota Way. Key aspects of the Six Sigma DMAIC cycle are defined such as critical quality parameters, measurement systems analysis, design of experiments, and statistical process control.
OMG: Preventive Maintenance 2015
Highlights the details of Origin Metrology Group's preventive and predictive maintenance support options as well as our engineering philosophies and methodologies associated with our services.
Six sigma
Six Sigma is a data-driven approach to improving processes by identifying and removing defects. It aims for near perfect process quality. The goal is to improve end products or services by reducing errors. Six Sigma refers to producing only 3.4 defective parts per million.
Motorola first introduced Six Sigma in the 1970s to address quality issues. It connects quality improvement to cost reduction. The concepts were officially formulated in 1986 and have grown in popularity since. Six Sigma uses two methods: DMAIC for improving existing processes and DMADV for designing new defect-free processes. It is applied across entire organizations rather than just specific teams.
The document then provides a case study example of a company using the DMAIC
Lean Manufacturing Projects - Introduction
How to start the Lean Thinking in an organization. Leading a Lean Project. Team involvement in Lean Projects. Lean Manufacturing training.
An Evaluation Of Process Warehousing Approaches For Business Process Analysis
This document presents a Process Analysis Framework (PAF) to evaluate process warehousing approaches for business process analysis. The PAF consists of five perspectives - functional, behavioral, organizational, informational, and goals - to analyze processes. Each perspective includes analysis parameters to determine if a process warehousing approach supports analyzing processes from that perspective. The document also discusses modeling challenges that are specific to developing process warehouses. It aims to use the PAF to systematically evaluate eleven process warehousing approaches identified from literature.
Similar to Tools and techniques of bpr (20)
Advancing the Retrospective: Dynamic Lean & Agile Continuous Improvement Tech...
Advancing the Retrospective: Dynamic Lean & Agile Continuous Improvement Tech...
An Evaluation Of Process Warehousing Approaches For Business Process Analysis
An Evaluation Of Process Warehousing Approaches For Business Process Analysis
Tools and techniques of bpr
- 1. Tools and Techniques The tools & techniques of BPR include: • Purpose analysis (To identify the objectives.) (See "Focused Improvement Systems") • Competitive comparison (Competitive criteria plus SWOT analyses) • Process Quality Management (PQM) • Strategic Capacity Analysis: o Resource capability (CARAP Analysis) o Core competence Make vs. Buy Analysis • Critical Success Factors (CSF's) vs. Performance Drivers Analysis • Change management (Force field Analysis & Relationship Mapping) (To identify cultural constraints) • Brown paper flowcharting • Process Activity Analysis is our own (superior in terms of comprehensiveness and identifying waste, in our view) brand of what is sometimes called "Value Stream Mapping" or "Flowcharting" (To identify current or future information, material, or document flows.) • Waste analysis (To identify waste in the current process.) We use our three proprietary techniques to establish waste: o Complexity / Variability Analysis o Agility Analysis (Our 118 point self diagnosis) (See Agile Manufacturing) (Yes it is applicable to non-manufacturing businesses.) o 21 wastes (which does include the original 7 wastes of Ohno) (see Previous Best Practice 041: "21 Barriers to Lean & Agile") • Ownership Analysis (To identify changes of ownership of material, information or documents, during their life cycle.) • Benchmarking (To identify alternative strategies, organisation, processes, procedures and methods.) • Resource Domination Analysis, which aims to identify what products or services consume what resources as an aid to reorganising resources within a process, has been developed by us from what was originally called "Runner Repeater Stranger" analysis to produce more self contained processes. • Product life cycle analysis (To identify whether investment in particular products and processes are worthwhile.) • Pareto Analysis (To sort the wheat from the chaff, in products, processes, value, space utilisation etc.) • Segmentation (A method of virtually, or actually segmenting the business or processes.) • Input / Process / Output diagrams (A method of defining a process) • Control Systems Design (A method of identifying appropriate control systems techniques for the new situation.) • Measures of Performance Design (A method of identifying how the new process will be measured.) (See Focused Improvement Systems) • Culture Development (A method of identifying cultural development needs.) • Postponement and Mass Customisation Commonality Trees Analysis (A method of improving flexibility, and reducing lead times.) • Impact / Ease Analysis (A method of identifying the appropriate things to develop and how to control their development.) • Risk analysis, SWOT, and FMEA (Methods of identifying which aspects of the process or development are risky and which need close monitoring or preventative measures to avoid problems.) • Simulation (One of the methods of testing the new design prior to implementation.)
- 2. We teach most of these techniques in detail in our S02 Business Process Reengineering training & others in detail in a number of our other courses (See below). However a significant innovative input is required to avoid this process simply making the present process more efficient instead of more effective. This is provided by Blue Skies (breakthrough) lateral thinking.