Stduy LIKe POint

1. NAME :- WADIYA VIRAL S.
ENROLLMENT NO :- 146018319012
SUB TOPIC :- RE-ENGINEERING
GUIDANCE BY :- U.S. Desai
MECHANICAL ENGINEERING;-

2. :
SUB : INDUSTRIAL
ENGINEERING
PREPARED BY
GUIDE:- U.S
DESAI
WADIYA VIRAL
S
146018319012

3. This is to certify that Wadiya Viral S. Of mechanical engineering
department Enrollment no. 146018319012 studies in 5th semester
from A.Y. Dadabhai technical institute, kosamba has finished the
seminar on topic “RE-ENGINEERING satisfactorily in subject
INDUSTRIAL ENGINEERING.
Signature of Guide:

4. DEFINITION OF RE-ENGINEERING:-
Reengineering is the fundamental rethinking and radical
redesign of business processes to achieve dramatic
improvements in critical, contemporary measures of
performance such as cost, quality, service, and speed.”

5. RE-ENGINEERING:-
 ALL Industries Now -a-days re –examining the production activists
.Because, they are interested to speed up their production activities .Now
business process RE-ENGINEERIG technique is developed, with which
industries are preparing new design for production work.
 It is their attempt to speed up the productions Activates with the help of
new designs. RE-ENGINEERING provides, themes success in their
attempts ,Now-a-days from normal producer to the industries having high
technology Are implementing the need of speed up their activates.

6. RE-ENGINEERING:-

7. RE-ENGINEERING:-
BASIC STEPS OF RE-
ENGINREEING

8. Why BPR Is Necessary
◦ Change becomes constant.
 reduced product cycles
 reduced time to develop new products
 more environment scanning
 Technology
 Customer Preferences
◦ “Companies created to thrive on mass production, stability, and
growth can’t be fixed to succeed in [such] a world.”
 Integrate people, technology, & organizational culture to Respond to
rapidly changing technical & business environment and customer’s
needs to achieve Big performance gains

9.  expect us to know everything
 to make the right decisions
 to do it right now
 to do it with less resources
 to make no mistakes
 expect to be fully informed
Customer Demands :-
Four Revolutions
Affecting Business
Today
New
Competitors
New
Technologies
New
Work Force
New Rules
of
Competitio
n

10. The C’s related to Organization Re-engineering
Projects:-
The 3C’s of organization Re-
engineering:
 Customers
 Competition
 Change
The 4C’s of effective teams:
 Commitment
 Cooperation
 Communication
 Contribution

11. Some of the BPR Objectives:-
 Improve Efficiency e.g reduce time to market, provide quicker
response to customers
 Increase Effectiveness e.g deliver higher quality
 Achieve Cost Saving in the longer run
 Provide more Meaningful work for employees
 Increase Flexibility and Adaptability to change
 Enable new business Growth.

13. Skills Required:-
 Capacity to view the organization as a whole
 Ability to focus on end-customers
 Ability to challenge fundamental assumptions
 Courage to deliver and venture into unknown areas
 Ability to assume individual and collective responsibility
Use of Consultants
• Used to generate internal capacity
• Appropriate when a implementation is needed quickly
• Ensure that adequate consultation is sought from staff so that the initiative is
organization-led and not consultant-driven
• Control should never be handed over to the consultant

14. How to Avoid BPR Failure
 To avoid failure of the BPR process it is recommended that:
 BPR must be accompanied by strategic planning, which addresses
leveraging Information technology as a competitive tool.
 Place the customer at the centre of the reengineering effort,
concentrate on reengineering fragmented processes that lead to
delays or other negative impacts on customer service.
 BPR must be "owned" throughout the organization, not driven by a
group of outside consultants.
 Case teams must be comprised of both managers as well as those
who will actually do the work.

15. Common Problems with BPR
 Process Simplification is Common - True BPR is Not
 Desire to Change Not Strong Enough
 Start Point the Existing Process Not a Blank Slate
 Commitment to Existing Processes Too Strong
◦ REMEMBER - “If it isn’t broke …”
 Process under review too big or too small
 Reliance on existing process too strong
 The Costs of the Change Seem Too Large
 BPR Isolated Activity not Aligned to the Business Objectives
 Allocation of Resources
 Poor Timing and Planning
 Keeping the Team and Organization on Target

16. WHY DOES REENGINEERING FAIL?
 Trying to fix a process instead of changing it
 Ignoring everything except the process design
 Quitting too early
 Reengineering from the bottom up
 Neglecting people’s values and beliefs
 Being willing to settle for minor results
 Assigning someone who does not understand reengineering to
lead the effort.

17. FOUR STAGES OF CHANGE
 Shock
 Anger
 Denial
 Acceptance

18.  Think about the transition from shock to acceptance and how an
organization may overcome them.
 Shock- usually the first reaction once a change has been
announced. " Where in the world did this come from?" "Why?"
 Anger- if change is viewed in a negative way, people may react in
anger. They blame other persons and begin to not accept or support
the change. "It wont work and I will not accept this." This can be
very damaging to a process and needs to confronted.
 Denial- this person begins to make excuses as to why he or she
should not be held accountable for anything that may go wrong. "
Dont blame me if this doesn't work, it wasn't my idea."
 Acceptance- this is the goal an organization needs to get all
employees to. This person has accepted the change and begins to
invision his or her role in the new situation. "How can I help my
organization in this process."

19. HOW TO IMPLEMENT
 3 steps to transition of change
 1. Discontinuation of the old way of doing business
 2. Migration
 3. Starting the new way of doing business

20. Conclusion:-
 BPR is a multi-discipline approach for strategic change
 Methodology provides missing “how to” that must follow the “why”
 BPR must be managed as a project
 BPR must be owned by the organization, not driven by consultants
 BPR requires constant communication and feedback