This document provides an overview of business process reengineering (BPR). It discusses BPR as fundamentally rethinking and redesigning processes to dramatically improve performance metrics like cost, quality and speed. Six key principles of BPR are outlined, along with the typical steps of selecting processes and teams, understanding the current process, developing a new vision, identifying an action plan, and executing that plan. Phases of a BPR project and examples of organizations that have implemented BPR are also summarized.
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 seeks to fundamentally rethink and redesign business processes to achieve dramatic improvements in key areas like cost, quality, and speed. It differs from process simplification or continuous improvement in aiming for radical rather than incremental change. Successful BPR requires selecting the right process, appointing a project team, understanding the current process, developing a vision for improvement, creating an action plan, and executing that plan while overcoming typical challenges. Information technology can both help implement new processes and drive further innovation.
The document discusses business process reengineering (BPR). It defines BPR and outlines its importance in improving organizational effectiveness, efficiency and competitiveness through radical redesign of processes. The document also describes the impact of BPR on an organization's structure, roles and relationships. It then covers the typical steps to implement BPR and some common challenges faced in the process. Finally, it presents a case study of how a US-based consulting firm successfully implemented BPR to reduce overhead costs.
Business process re-engineering (BPR) involves fundamentally rethinking and radically redesigning business processes to achieve dramatic improvements in critical performance measures like cost, quality, and speed. It focuses on making processes more customer-centric and converting organizations from function-oriented to process-oriented structures. Mahindra & Mahindra implemented BPR in the 1990s to address manufacturing inefficiencies, achieving a 125% increase in productivity through approaches like cellular manufacturing and multi-machine manning.
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.
This document provides an overview of business process reengineering (BPR). It discusses BPR as fundamentally rethinking and redesigning processes to dramatically improve performance metrics like cost, quality and speed. Six key principles of BPR are outlined, along with the typical steps of selecting processes and teams, understanding the current process, developing a new vision, identifying an action plan, and executing that plan. Phases of a BPR project and examples of organizations that have implemented BPR are also summarized.
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 seeks to fundamentally rethink and redesign business processes to achieve dramatic improvements in key areas like cost, quality, and speed. It differs from process simplification or continuous improvement in aiming for radical rather than incremental change. Successful BPR requires selecting the right process, appointing a project team, understanding the current process, developing a vision for improvement, creating an action plan, and executing that plan while overcoming typical challenges. Information technology can both help implement new processes and drive further innovation.
The document discusses business process reengineering (BPR). It defines BPR and outlines its importance in improving organizational effectiveness, efficiency and competitiveness through radical redesign of processes. The document also describes the impact of BPR on an organization's structure, roles and relationships. It then covers the typical steps to implement BPR and some common challenges faced in the process. Finally, it presents a case study of how a US-based consulting firm successfully implemented BPR to reduce overhead costs.
Business process re-engineering (BPR) involves fundamentally rethinking and radically redesigning business processes to achieve dramatic improvements in critical performance measures like cost, quality, and speed. It focuses on making processes more customer-centric and converting organizations from function-oriented to process-oriented structures. Mahindra & Mahindra implemented BPR in the 1990s to address manufacturing inefficiencies, achieving a 125% increase in productivity through approaches like cellular manufacturing and multi-machine manning.
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.
Business process reengineering (BPR) is a business management strategy that focuses on analyzing and redesigning workflows and business processes. The goal of BPR is to help organizations fundamentally change how work is done to improve customer service, cut costs, and enhance competitiveness. BPR seeks to help companies radically restructure by focusing on ground-up redesign of business processes and empowering employees. Case studies on BPR implementation in Indian Railways and Mahindra & Mahindra show benefits like increased revenues, improved productivity, and optimized operations. Key success factors include top management support, strategic alignment, change management, and overcoming resistance from employees.
Bpr business process reengineering ppt excellentSwaraj
BPR seeks to fundamentally rethink and redesign business processes to achieve dramatic improvements in key areas like cost, quality, and speed. It differs from process simplification or continuous improvement in aiming for radical rather than incremental change. Successful BPR requires selecting the right process, appointing a team to lead the effort, understanding the current process, developing a vision for improvement, creating an action plan, and executing that plan while overcoming common challenges.
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.
Business Process Re-Engineering by ADITI WALIAAditi Walia
For the first time ever, this presentation on BPR has a wide coverage of so many topics regarding BPR, it includes not only definition + issues affecting BPR + about core processes of business + history about BPR + General Model + Role of IT in BPR + its objectives + Outcomes as well as problems related to BPR in a very simple and fluent manner along with interactive diagrams and figures so as to aid even the naive or first time reader.
This document discusses business process reengineering (BPR). It defines BPR as the fundamental rethinking and redesign of business processes to achieve dramatic improvements in critical measures like cost, quality, service and speed. The document outlines the key differences between BPR and other process improvement approaches. It also describes the typical steps involved in implementing a BPR strategy, including selecting processes, understanding the current process, developing a vision for improvement, identifying an action plan, and executing the plan. Information technology is noted as an important enabler of successful BPR.
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 seeks to optimize intra-functional and inter-functional processes within an organization and inter-organizational processes along the entire supply chain. Successful BPR requires top management support, cross-functional process teams, and treating it as a managed project with clear communication.
BPR seeks to dramatically improve processes through radical redesign based on a focus on customers and outcomes. It examines processes from a global perspective to remove activities that do not create value for the end customer. Successful BPR requires selecting the appropriate process, appointing a cross-functional team, understanding the as-is process, developing and communicating a vision for change, and identifying an action plan supported by integrated information technology solutions. Common challenges include a lack of commitment to change, focusing on existing processes rather than rethinking from first principles, and poor planning and resource allocation for implementation.
Experience Mazda Zoom Zoom Lifestyle and Culture by Visiting and joining the Official Mazda Community at http://www.MazdaCommunity.org for additional insight into the Zoom Zoom Lifestyle and special offers for Mazda Community Members. If you live in Arizona, check out CardinaleWay Mazda's eCommerce website at http://www.Cardinale-Way-Mazda.com
Business process reengineering (BPR) is a management approach that aims to dramatically improve processes within and between organizations by taking a clean slate perspective and radically redesigning processes to enhance business efficiency and effectiveness. BPR focuses on simplifying and streamlining work, reducing non-value added activities, cutting costs and cycle times, and increasing customer satisfaction. It involves completely rethinking and redesigning key business processes from scratch rather than incremental improvement.
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.
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.
This document discusses business process reengineering (BPR). BPR involves fundamentally rethinking and redesigning business processes to achieve dramatic improvements in areas like cost, quality, service, and speed. It seeks radical improvements through integrated, people-centered changes that focus on end customers and are based on analyzing and redesigning processes. The key steps to implementing a BPR strategy are to select the process and appoint a process team, understand the current process, develop and communicate a vision for an improved process, identify an action plan, and then execute the plan.
Business Process-Reengineering BPR MoghimiBahman Moghimi
The document outlines a presentation on business process reengineering (BPR). It begins with an introduction to BPR and defines it as the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in performance metrics. It then discusses various levels of change an organization can undergo from automation to reengineering. The rest of the presentation covers key aspects of implementing a BPR strategy such as selecting processes and teams, understanding the current process, developing a vision for improved processes, identifying action plans, and addressing challenges and IT benefits.
Re-engineering a business process-Dr Martens Case StudyMd.Masudur Rahaman
Dr Martens implemented a business process reengineering (BPR) project that involved redesigning their order fulfillment process. They redesigned the process to spread production scheduling across multiple sub-plan offices, show customer orders with manufacturing site and sub-plan office, and implement an electronic planning tool. These changes improved order completion rates from 55% on time in June 1995 to 99% on time by December 1996 by improving visibility, control over capacity, and communication across teams.
BPR aims to fundamentally redesign business processes to achieve dramatic improvements in critical performance metrics like cost, quality, and service. It focuses on cross-functional processes rather than individual tasks. The 7 steps of BPR include identifying processes for redesign, understanding their current state, defining new processes, designing and building a prototype, implementing the new process, evaluating, and refining for continuous improvement. Key success factors include management commitment, effective communication, and realistic goals while addressing potential resistance to change.
Experience Mazda Zoom Zoom Lifestyle and Culture by Visiting and joining the Official Mazda Community at http://www.MazdaCommunity.org for additional insight into the Zoom Zoom Lifestyle and special offers for Mazda Community Members. If you live in Arizona, check out CardinaleWay Mazda's eCommerce website at http://www.Cardinale-Way-Mazda.com
Business process reengineering (BPR) involves analyzing and redesigning workflows within and between organizations to optimize end-to-end processes and automate non-value added tasks. The key steps of BPR include mapping the current "as-is" process, designing an improved "to-be" process, implementing changes, and continuously improving. BPR aims to dramatically improve processes in terms of cost, quality, service and speed. Case studies show BPR can significantly reduce costs and processing times as demonstrated by Hewlett Packard reducing server assembly from one day to under 4 minutes.
Business process reengineering involves fundamentally rethinking and radically redesigning business processes to achieve dramatic improvements in areas like cost, quality, service, and speed. It aims to make processes more efficient, effective, and flexible. BPR requires analyzing existing processes, creating a new vision, redesigning processes, and implementing changes. It should have strong management support and commitment, show quick results, and involve employees in the change process to minimize risk and ensure success.
Business process reengineering (BPR) seeks radical improvements in key measures like cost, quality, service and speed through fundamental rethinking and redesign of core business processes. It aims for more dramatic change than total quality management or just-in-time approaches through strategic process orientation. BPR is influenced by technology, strategy, customer needs and organizational change. Information technology, in particular, enables new forms of collaboration and centralized/decentralized working. The key steps of BPR include selecting processes for reengineering, understanding the current process, developing a vision for improvement, creating an action plan, and executing changes.
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 reengineering (BPR) is a business management strategy that focuses on analyzing and redesigning workflows and business processes. The goal of BPR is to help organizations fundamentally change how work is done to improve customer service, cut costs, and enhance competitiveness. BPR seeks to help companies radically restructure by focusing on ground-up redesign of business processes and empowering employees. Case studies on BPR implementation in Indian Railways and Mahindra & Mahindra show benefits like increased revenues, improved productivity, and optimized operations. Key success factors include top management support, strategic alignment, change management, and overcoming resistance from employees.
Bpr business process reengineering ppt excellentSwaraj
BPR seeks to fundamentally rethink and redesign business processes to achieve dramatic improvements in key areas like cost, quality, and speed. It differs from process simplification or continuous improvement in aiming for radical rather than incremental change. Successful BPR requires selecting the right process, appointing a team to lead the effort, understanding the current process, developing a vision for improvement, creating an action plan, and executing that plan while overcoming common challenges.
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.
Business Process Re-Engineering by ADITI WALIAAditi Walia
For the first time ever, this presentation on BPR has a wide coverage of so many topics regarding BPR, it includes not only definition + issues affecting BPR + about core processes of business + history about BPR + General Model + Role of IT in BPR + its objectives + Outcomes as well as problems related to BPR in a very simple and fluent manner along with interactive diagrams and figures so as to aid even the naive or first time reader.
This document discusses business process reengineering (BPR). It defines BPR as the fundamental rethinking and redesign of business processes to achieve dramatic improvements in critical measures like cost, quality, service and speed. The document outlines the key differences between BPR and other process improvement approaches. It also describes the typical steps involved in implementing a BPR strategy, including selecting processes, understanding the current process, developing a vision for improvement, identifying an action plan, and executing the plan. Information technology is noted as an important enabler of successful BPR.
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 seeks to optimize intra-functional and inter-functional processes within an organization and inter-organizational processes along the entire supply chain. Successful BPR requires top management support, cross-functional process teams, and treating it as a managed project with clear communication.
BPR seeks to dramatically improve processes through radical redesign based on a focus on customers and outcomes. It examines processes from a global perspective to remove activities that do not create value for the end customer. Successful BPR requires selecting the appropriate process, appointing a cross-functional team, understanding the as-is process, developing and communicating a vision for change, and identifying an action plan supported by integrated information technology solutions. Common challenges include a lack of commitment to change, focusing on existing processes rather than rethinking from first principles, and poor planning and resource allocation for implementation.
Experience Mazda Zoom Zoom Lifestyle and Culture by Visiting and joining the Official Mazda Community at http://www.MazdaCommunity.org for additional insight into the Zoom Zoom Lifestyle and special offers for Mazda Community Members. If you live in Arizona, check out CardinaleWay Mazda's eCommerce website at http://www.Cardinale-Way-Mazda.com
Business process reengineering (BPR) is a management approach that aims to dramatically improve processes within and between organizations by taking a clean slate perspective and radically redesigning processes to enhance business efficiency and effectiveness. BPR focuses on simplifying and streamlining work, reducing non-value added activities, cutting costs and cycle times, and increasing customer satisfaction. It involves completely rethinking and redesigning key business processes from scratch rather than incremental improvement.
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.
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.
This document discusses business process reengineering (BPR). BPR involves fundamentally rethinking and redesigning business processes to achieve dramatic improvements in areas like cost, quality, service, and speed. It seeks radical improvements through integrated, people-centered changes that focus on end customers and are based on analyzing and redesigning processes. The key steps to implementing a BPR strategy are to select the process and appoint a process team, understand the current process, develop and communicate a vision for an improved process, identify an action plan, and then execute the plan.
Business Process-Reengineering BPR MoghimiBahman Moghimi
The document outlines a presentation on business process reengineering (BPR). It begins with an introduction to BPR and defines it as the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in performance metrics. It then discusses various levels of change an organization can undergo from automation to reengineering. The rest of the presentation covers key aspects of implementing a BPR strategy such as selecting processes and teams, understanding the current process, developing a vision for improved processes, identifying action plans, and addressing challenges and IT benefits.
Re-engineering a business process-Dr Martens Case StudyMd.Masudur Rahaman
Dr Martens implemented a business process reengineering (BPR) project that involved redesigning their order fulfillment process. They redesigned the process to spread production scheduling across multiple sub-plan offices, show customer orders with manufacturing site and sub-plan office, and implement an electronic planning tool. These changes improved order completion rates from 55% on time in June 1995 to 99% on time by December 1996 by improving visibility, control over capacity, and communication across teams.
BPR aims to fundamentally redesign business processes to achieve dramatic improvements in critical performance metrics like cost, quality, and service. It focuses on cross-functional processes rather than individual tasks. The 7 steps of BPR include identifying processes for redesign, understanding their current state, defining new processes, designing and building a prototype, implementing the new process, evaluating, and refining for continuous improvement. Key success factors include management commitment, effective communication, and realistic goals while addressing potential resistance to change.
Experience Mazda Zoom Zoom Lifestyle and Culture by Visiting and joining the Official Mazda Community at http://www.MazdaCommunity.org for additional insight into the Zoom Zoom Lifestyle and special offers for Mazda Community Members. If you live in Arizona, check out CardinaleWay Mazda's eCommerce website at http://www.Cardinale-Way-Mazda.com
Business process reengineering (BPR) involves analyzing and redesigning workflows within and between organizations to optimize end-to-end processes and automate non-value added tasks. The key steps of BPR include mapping the current "as-is" process, designing an improved "to-be" process, implementing changes, and continuously improving. BPR aims to dramatically improve processes in terms of cost, quality, service and speed. Case studies show BPR can significantly reduce costs and processing times as demonstrated by Hewlett Packard reducing server assembly from one day to under 4 minutes.
Business process reengineering involves fundamentally rethinking and radically redesigning business processes to achieve dramatic improvements in areas like cost, quality, service, and speed. It aims to make processes more efficient, effective, and flexible. BPR requires analyzing existing processes, creating a new vision, redesigning processes, and implementing changes. It should have strong management support and commitment, show quick results, and involve employees in the change process to minimize risk and ensure success.
Business process reengineering (BPR) seeks radical improvements in key measures like cost, quality, service and speed through fundamental rethinking and redesign of core business processes. It aims for more dramatic change than total quality management or just-in-time approaches through strategic process orientation. BPR is influenced by technology, strategy, customer needs and organizational change. Information technology, in particular, enables new forms of collaboration and centralized/decentralized working. The key steps of BPR include selecting processes for reengineering, understanding the current process, developing a vision for improvement, creating an action plan, and executing changes.
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.
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.
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.
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.
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 re-engineering focuses on making fundamental changes to processes, technology, and human factors to achieve dramatic improvements in key measures. It takes a cross-functional, process-based perspective and is judged by measurable results. The key principles of BPR include focusing on core processes, enabling radical change rather than incremental improvement, and using information technology to enable new ways of working. BPR aims to improve outcomes like customer satisfaction, quality, costs and cycle times.
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?
Indian Railways is 150 years old, employs 17 lakh workers, operates 12,000 trains daily carrying 1.4 crore passengers and 16 lakh tonnes of cargo. IRCTC was established in 1999 and sells over 2 lakh tickets online daily. Through business process reengineering, Indian Railways has improved its financial performance, with a 17.3% increase in total income from 2007-2008 to 2008-2009. The organization has changed its approach from being unwilling to change and restructure to focusing on regeneration, competitiveness, and reducing unit costs. Indian Railways has benefited greatly from using information technology through systems like the freight operations information system, passenger reservations system, unreserved ticketing system, and e-tick
This document discusses organizational strategy, competitive advantage, and information systems. It covers several topics:
- Porter's competitive forces model and value chain model for gaining competitive advantage.
- Strategies like cost leadership, differentiation, innovation, operational effectiveness, and customer orientation.
- Characteristics of excellent business-IT alignment and reasons why alignment may not occur.
- An opening case on using IT to combat terrorism and fight crime.
- GrubHub Seamless pursuing the differentiation strategy through additional app development.
- IBM's Watson as an interesting AI solution initially being used in healthcare.
The document discusses reengineering work done at Gujarat Cancer Research Institute in India. It overviews principles of reengineering and provides examples of reengineering processes at Ford Motor Company and MBL Insurance. At Gujarat Cancer Research Institute, the existing organizational structure and processes for vendor selection, purchase orders, and inventory management were reengineered. The new systems implemented a computerized database and standardized coding which reduced purchase orders from 1200 to 12 per month while improving inventory management and vendor selection.
This document discusses the relationship between business process redesign, enterprise resource planning (ERP) systems, and organizational performance. It notes that while ERP systems can improve productivity through integration, they often require redesigning key business processes first to avoid failures from incompatibilities. Maintaining ERP systems after implementation and sharing knowledge about the systems can also positively impact business performance by amplifying these effects. However, organizational resistance and high costs are challenges that can be faced when aligning current processes with new ERP functionality.
This document discusses business process reengineering and principles for effective reengineering. It provides examples of Ford Motor Company and Mutual Benefit Life reengineering their accounts payable and insurance application processes, respectively. Both saw significant reductions in headcount and time to complete processes by centralizing information and putting decision points closer to the work. The document advocates for reengineering processes based on outcomes rather than tasks, using technology to enable new processes rather than just automating old ones, and treating resources globally rather than locally.
This document provides an overview of the steps to port the U-boot bootloader to a new SoC using the NDS32 architecture as an example. It describes the directory structure of U-boot and key files related to the architecture, board, configuration, and device drivers. The document outlines where to define SoC hardware addresses, initialize board-specific peripherals, configure options, and implement device drivers to support the new SoC and board.
High performance organizations (HPOs) are intentionally designed to bring out the best in people and produce sustainable results through organizational capabilities. HPOs place emphasis on intellectual capital, employee involvement, self-directing work teams, integrated technologies, organizational learning, and continuous process improvement. Southwest Airlines exemplifies an HPO through its strong culture, employee empowerment, use of technology, and focus on learning and improvement to deliver high customer satisfaction and business outcomes. The City of Southlake discusses how it can better implement HPO principles across departments and cabinets to meet strategic objectives.
Business Process Re-engineering (BPR): Role of ITAbhinav Johnson
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.
The document discusses Business Process Reengineering (BPR) at HDFC Bank. It provides an overview of HDFC Bank, describing its services, operating systems, customer classifications, and the CRM system. The CRM system helps manage customer relationships and monitor sales. It streamlines processes like loan applications and allows faster fulfillment of requests like setting up a fixed deposit. BPR through the CRM system has helped HDFC Bank improve turnaround times and better manage its large customer portfolio.
The document outlines 10 steps to building a high performance organization: communicate effectively; harness technology to support business goals; develop a succession plan; recognize and reward top performers; create a learning culture; establish an earning culture where value is rewarded; ensure the right people are in positions to create value; define metrics to measure processes; understand and serve customers; and define business strategy and regularly revisit it. The overall message is that following these steps can help build a high-value organization focused on continuous improvement and creating value for customers.
Strategic management involves four key components: environmental scanning, strategy formulation, strategy implementation, and evaluation and control. The process begins with assessing internal and external factors, then formulating objectives and strategies. Implementation involves developing programs, budgets, and procedures. Finally, performance is monitored and strategies are adapted based on evaluation. The overall process aims to determine the organization's long-term path and manage change.
Communication, training, support, and change management. Business Readiness is a new term and encompasses components that are familiar to learning and development. However, look it up on Google, Wikipedia, or other search engines and it\'s not there. At least not in the way we have been talking about it. Why? Is it because it is so new and the components such as change management, communications, training and end user support are typically run by project managers? Or are they? How do you, as a learning professional, affect these components? You\'ll explore how the direction and guidance you provide in these areas affect overall projects and success of new processes, ERP roll outs and training delivery in your organization.
This document summarizes an ERP post-implementation review conducted over six months. The review assessed the ERP project's success level, identified gaps and lessons learned, and made recommendations. Key findings included mostly positive feedback, some deviations from planned timelines and budgets, and over 70 identified issues across various business processes. Recommendations to address gaps included 26 business cases and 33 quick win actions. A workshop was later held with department heads to present results and discuss feedback from the three-year ERP project.
Apagen Solutions is an ERP consulting firm based in Delhi, India with international presence. They have expertise implementing and supporting OpenERP ERP solutions for various industries like IT, hologram, education, and more. Their services include ERP implementation, support, upgrades, and advisory. Apagen leverages industry templates and accelerators to efficiently implement customized OpenERP solutions that meet clients' business needs.
This document summarizes the offerings of Veracitiz, a consulting firm specializing in performance management solutions. It provides an overview of their Cognos-based products and services including TM1, Enterprise Planning, BI Suite and Controller. It also includes case studies on implementing TM1 for a cement company's financial planning, health checkups for an IT company, and consulting for a financial institution. Veracitiz focuses on process optimization and aims to maximize return on investment for clients through their IBM-authorized solutions and global implementation methodology.
Balanced Scorecard for CMMI Implementations - Eduardo Espinheira e Paula GomesPaula Gomes
This document presents a roadmap for implementing a Balanced Scorecard (BSC) approach within a CMMI implementation. It begins with an introduction and overview of CMMI levels and process areas. It then discusses the BSC concept, how it can benefit a CMMI implementation by measuring intangible assets beyond financials. The document outlines barriers to BSC implementation and proposes a services-oriented strategy with missions, visions, and strategies defined at all levels.
Angela Moore-McCoy is a Vice President at JPMorgan Chase with over 25 years of experience in project management, continuous improvement, change management, and training. She currently leads the Continuous Improvement Services team, managing 11 staff members and driving improvement efforts for 4,000 employees. Previously she held several manager and director roles overseeing project management offices, implementation teams, and quality assurance. Moore-McCoy has a background in banking operations and is currently pursuing a Black Belt certification while studying project management.
Businessimpactofperformancemanagement 120522072024-phpapp02DR SAMUEL LEE
This document discusses the business impact of performance management. It states that performance management is the foundation for organizations to know if they are achieving strategic goals and where they can improve. An effective performance management system relates to and impacts strategic planning, organizational development, change management, project management, customer satisfaction, knowledge management, quality management, process improvement, and pay/performance. The document also discusses Indian Oil's experience implementing an online performance management system and linking performance to incentives and promotions. Overall, it emphasizes that effective performance management is crucial for identifying top talent and can have substantial positive ripple effects throughout an organization.
This document discusses process performance models and provides a case study. It summarizes:
1) A process performance case study based on 450 project feasibility checks that discusses organizational background, ROI, quality audits, and call/incident center performance.
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Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
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Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
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1. Implementing Business Process Reengineering
(Example Model)
U.S. Department of Transportation
Office of Commercial Services Management
Version 1.0
2. Version 1.0 Notes
• Please remember that business process reengineering
(BPR) efforts may lead to establishing a high performing
organization (HPO); there is no requirement at present to
designate an activity that undergoes BPR as a high
performing organization.
• This example model may be modified as needed so long
as results conform with the requirements contained in
the attachment at
http://www.whitehouse.gov/omb/procurement/comp_src/plans
3. Topics
• What is Business Process Reengineering?
• What is a High Performing Organization?
• What is a Most Sustainable Organization?
• BPR/HPO Implementation Steps and Tasks
• Implementing BPR/HPO is a Team Effort
• Additional Information
03/13/13 3
4. What is Business Process Reengineering?
• An organizational change method used to redesign an
organization to drive improved efficiency, effectiveness,
and economy.
• Organizational change tools may include:
– Activity based costing analysis
– Baselining and benchmarking studies
– Business case analysis
– Functionality assessment
– Industrial engineering techniques
– Organization analysis
– Productivity assessment
– Workforce analysis
– Others, as needed (e.g., human capital tools)
03/13/13 4
5. What is a High Performing Organization?
• An organization that demonstrates and measures
– improved operational performance (e.g., effectiveness and
efficiency),
– cost and manpower savings (e.g., economy), and
– improved competency levels
through evaluation and improvement of its business
management and human capital practices.
03/13/13 5
6. What is a High Performing Organization?
(continued)
• Applies to commercial activities (may also be applied to
inherently governmental activities)
• May include existing contracted functions
• Requires a business case (including human capital
assessment, if appropriate)
• Does not require public-private competition
• Operates as a Most Sustainable Organization
03/13/13 6
7. What is a Most Sustainable Organization?
• An organization that achieves goals through planned improvement
and evaluation of its business management (and human capital
practices).
• Is the product of management analyses (and human capital
assessment) that includes, but is not limited to:
Management Analysis Tools Human Capital Assessment Tools
• Activity based costing analysis • Competency and staffing gap analysis
• Baselining and benchmarking studies • Evaluation of Federal Human Capital
• Business case analysis Survey results
• Functionality assessment • Evaluation of human capital strategic linkage
• Industrial engineering techniques with mission
• Market research comparison • Evaluation of skills mix
• Organization analysis • Workforce analysis
• Process reengineering studies • Others
• Productivity assessment
• Others
03/13/13 7
8. BPR/HPO Implementation Steps and Tasks
Step 2 2
Step Step 5 5
Step
Step 1 1
Step Step 3 3
Step Step 4 4
Step
Conduct
Conduct Track and
Track and
Establish BPR/
Establish BPR/ Develop Business
Develop Business Implement
Implement
Preliminary
Preliminary Validate MSO
Validate MSO
HPO Project Plan
HPO Project Plan Case
Case Business Case
Business Case
Planning
Planning Performance
Performance
• State the reason for • Identify and assign • Implement • Identify and assign Using metrics identified
BPR/HPO nomination Most Sustainable communications plan Most Sustainable in Step 1, measure the
• State the BPR/HPO’s Organization (MSO) • Conduct AS-IS Organization (MSO) success of
objectives development team organization analysis implementation team - closing
members members performance gaps,
• Identify affected • Develop Most
• Develop action plan Sustainable • Establish Letter of - closing skill and
activities, employees,
and FTEs with milestones Organization (MSO) Obligation (between competency gaps,
• Develop (TO-BE) agency head and MSO
• Identify impacted activity manager) - achieving savings,
communications plan • Measure gaps
customers and and
stakeholders • Establish data analysis between AS-IS and TO- • Initiate phase-in and
requirements and BE organizations HR transition to the - improving quality
• Identify ongoing MSO and timeliness.
contractor support collection methods • Develop phase-in and
HR transition plans
• Describe desired
organizational change
outcomes, including
metrics
• Identify business and
human capital
management evaluation
process if different than
described in Steps 2-5.
• Brief leadership and
employees/union/others
03/13/13 8
9. Step 1: Establish BPR/HPO Project Plan
• State the reason(s) for BPR/HPO nomination
– Activity is prohibited from public-private competition (e.g., activity includes both inherently
governmental and commercial FTEs)
– There exists a statutory prohibition on competitive sourcing
– No suitable private/public sector source
– No private sector interest
– To improve Federal Human Capital Survey results
– To improve Mission Critical Occupation competencies
• State the BPR/HPO’s objectives
– Improved operational performance (by closing performance gaps (business management))
– Reduced costs and manpower savings (by application of management analysis tools and
techniques)
– Improved competencies (by closing skill and competency gaps (human capital))
– Others
• Identify affected activities, employees, and FTEs (e.g., by commercial and inherently
governmental inventories’ status, reason code, function code, location, etc.)
• Identify impacted customers and stakeholders
03/13/13 9
10. Step 1: Establish BPR/HPO Project Plan
(continued)
• Identify ongoing contractor support (if any)
• Describe desired organizational change outcomes, including metrics
– Improved operational performance/customer satisfaction (increased
service timeliness and quality)
– Cost and manpower savings (e.g., reduced costs via process
streamlining and automation, etc.)
Improved workforce competency/sustainability (e.g., competency/
staffing gap closure, reduced turnover, timely recruitment, etc.)
– Improved Federal Human Capital Survey results (e.g., Leadership and
Knowledge Management, results-oriented Performance Culture, Talent
Management, etc.)
– Others
• Identify business and human capital management evaluation
process if different than described in Steps 2-5.
• Brief leadership and employees/union/others
03/13/13 10
11. Step 2: Conduct Preliminary Planning
• Identify and assign Most Sustainable Organization
(MSO) development team members (e.g., program
manager, project manager, Human Resource Advisor
(HRA), AS-IS and TO-BE members, communications
representative, etc.)
• Develop action plan with milestones
• Develop communications plan
• Establish data analysis requirements and collection
methods (e.g., workload from interviews, Federal Human
Capital Survey results, workforce statistics, etc.)
03/13/13 11
12. Step 3: Develop Business Case
• Implement communications plan
• Conduct AS-IS organization analysis
– Develop Performance Work Statement
– Collect data (e.g., workload, workforce statistics, competency,
Federal Human Capital Survey, equipment, materials,
performance, contractor support, etc.)
– Identify and collect baseline data including costs
– Identify industry and agency benchmarks/metrics for modeling
TO-BE organization (e.g., professional association’s competency
model, timeliness and quality standards, etc.)
03/13/13 12
13. Step 3: Develop Business Case
(continued)
• Develop Most Sustainable Organization (MSO) (TO-BE)
– Develop MSO proposal (e.g., organization, staffing plan, gap
closure plan, workforce plan, equipment plan, contractor support
plan, quality control plan, etc.)
– Identify MSO proposed costs and enter them into COMPARE (or
suitable spreadsheet
• Measure gaps between AS-IS and TO-BE organizations)
(i.e., in terms of performance, competencies, staffing,
operating cost, etc.)
• Develop phase-in and human resources (HR) transition
plan
03/13/13 13
14. Step 4: Implement Business Case
• Identify and assign Most Sustainable Organization
(MSO) implementation team members
• Establish Letter of Responsibility (between agency head
and MSO activity manager)
• Initiate phase-in and HR transition to the MSO
03/13/13 14
15. Step 5: Track & Validate MSO Performance
Using metrics identified in Step 1, measure the success
of
– closing performance gaps,
– achieving savings,
– improving operational quality and timeliness,
– closing skill and competency gaps (as needed), and
– improving Federal Human Capital Survey results (as needed).
03/13/13 15
16. Implementing BPR/HPO is a Team Effort
• Acquisition Officer
– Participates in agency BPR/HPO efforts and supports sourcing
arrangements
• MSO development and implementation team members
– Development team
• Working group responsible for developing the MSO
• Should include functional experts, budget/management
analysts, personnel specialists, support contractors, etc.
– Implementation team
• Working group responsible for implementing the MSO
• Should include
– Development team members
– Employees who will work in the MSO
03/13/13 16
17. Implementing BPR/HPO is a Team Effort
(continued)
• MSO Activity Manager
– Accepts Letter of Responsibility from Agency Head
– Day-to-day MSO activity manager
• Human Resource Advisor
– Represents the Human Capital Officer and advises both MSO
teams on human resources and implementation of human
capital goals (e.g., competency and skill gap closure, application
of human capital flexibilities, etc.)
• Human Capital Officer
– Participates in agency BPR/HPO efforts and supports
achievement of human capital objectives
• Others, as needed (e.g., CFO, Budget Officer, General
Council, support contractor, etc.)
03/13/13 17
18. Additional Information
References
– Memorandum to President’s Management Council, Subject:
Plans for Commercial Services Management, July 11, 2008
http://www.whitehouse.gov/omb/procurement/comp_src/plans_comme
– Circular A-76, Performance of Commercial Activities, U.S. Office
of Management and Budget
• http://www.whitehouse.gov/omb/circulars/a076/a76_incl_tech_corr
03/13/13 18