business process bpr
Post on 06-Apr-2018
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8/3/2019 Business Process BPR
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Presented by
Arun
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Introduction
Phases
Challenges
Maximizing BPR success
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Business process re-engineering is the analysis anddesign of workflows and processes within anorganization. A business process is a set of logicallyrelated tasks performed to achieve a defined businessoutcome. Re-engineering is the basis for many recentdevelopments in management.
Def - the fundamental rethinking and radical redesignof business processes to achieve dramaticimprovements in critical modern measures ofperformance, such as cost, quality, service, and speed
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1. Begin Organizational Change
2. Building the reengineering organization
3. Identifying BPR opportunities
4. Understanding the existing process5. Reengineering the process
6. Blueprint the new business system
7. Perform the transformation
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Begin Organizational Change
Assess the current state of the organization
Explain the need for change
Illustrate the desired state
Create a communications campaign for change
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Establish a BPR organizational structure
Establish the roles for performing BPR
Choose the Personnel Who will re-engineer
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ExecutiveLeader
Process OwnerReengineering
teamReengineering
Specialist
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Identify the core/high level processes
Recognize potential change enablers
Gather performance metrics within industry
Gather performance metrics outside industry Select processes that should be re-engineered
Prioritize selected processes
Evaluate pre-existing business strategies
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Dysfunction
Importance
Feasibility
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Consult with customers for their desires
Determine customers actual needs
Formulate new processes performance objectives
Establish key process characteristics Identify potential barriers to implementation
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Understand why the current steps are performed
Model the current process
Understand how technology is currently used
Understand how information is currently used Compare current process with the new objectives
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Ensure the diversity of the rengineering team
Question current operating assumptions
Brainstorm using change levers
Brainstorm using BPR principles Evaluate the impact of new technologies
Consider the perspectives of stakeholders
Use customer value as the focal point
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Several jobs are combined to one
Workers make decisions
Steps in a process are performed in a natural order
Reconcilliation is minimized Decentralised operations are prevalent
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ERP system
SCI technoogies
BI
Internet Distributed computing platforms
Client/server architechtures
groupware
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Define the new flow of work
Model the new process steps
Model the new information requirements
Document the new organizational structure Describe the new technology specifications
Record the new personnel management systems
Decsribe the new values and culture required
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Develop a migration strategy
Create amigration action plan
Develop metrics for measuring performance during
implementation Involve the impacted staff
Implement in an iterative fashion
Establish the new organisation structures
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Assess Current skills and capabilities of workforce
Map new tasks and skill requirements to staff
Re-allocate workforce
Develop a training curriculm Educate staff about the new process
Educate the staff about new technology used
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Educate management on facilitation skills
Decide how new technologies will be introduced
Transition to the new technologies
Incorporate process improvement mechanisms
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Not every company needs to re-invent itself
Expect resistance and manage it properly
Surround the project with a sense of urgency
Get top management to fully support the project Keep the lines of communication open
Create an atmosphere of trust and co-operation
People affected by system are involved in changeprocess
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Challenges faced by BPR Resistance
Tradition
Time requirements
Cost
Skepticism
Job Losses
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