2. Business Process Reengineering
Process
a collection of
activities that takes
one or more kinds of
inputs and creates an
output that is of value
to a customer.
Business Process
a group of logically
related tasks using
the firm's resources
to provide customer-
oriented results to
support organisation's
objectives.
3. Definition of Process
A process is simply a structured, measured set of
activities designed to produce a specific output for a
particular customers or market.
-- Thomas Davenport
Characteristics:
A specific sequencing of work activities across time and place
A beginning and an end
Clearly defined inputs and outputs
Customer-focus
How the work is done
Process ownership
Measurable and meaningful performance
4. Processes Are Often Cross Functional Areas
“Manage the white space on the organization chart!”
Marketing
& Sales
Purchase Production Distribution Accounting
CEO
Supplier
Customer/
Markets
Needs
Value-added
Products/
Services to
Customers"We cannot improve or measure the performance of a
hierarchical structure. But, we can increase output quality
and customer satisfaction, as well as reduce the cost and
cycle time of a process to improve it."
5. 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)
6. Business Process Reengineering
Definition
BPR first introduced in 1990 in a Harvard Business
Review article by Michael Hammer:
Reengineering Work: Don't Automate, Obliterate.
Hammer/Champy
Reengineering the Corporation (1993)
Provided this definition:
“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.”
7. Business Process Reengineering
“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.”
8. Key Words
Fundamental
Why do we do what we do?
Ignore what is and concentrate on what should be.
Need to understand why an organization does what it does –
question all of the rules and assumptions that exist
Radical
Business reinvention vs. business improvement
Radical redesign means disregarding all existing structures and
procedures, and inventing completely new ways of
accomplishing work. Reengineering is about business
reinvention, begins with no assumptions and takes nothing for
granted.
9. Key Words
Dramatic
Reengineering should be brought in “when a need
exits for heavy blasting.”
Companies in deep trouble.
Companies that see trouble coming.
Companies that are in peak condition.
Not looking for marginal or incremental improvements
or modification
Goal is dramatic improvements in performance.
10. Key Words
Business Process
a collection of activities that takes one or
more kinds of inputs and creates an output
that is of value to a customer.
Focus on the way the organization adds value
– through cross-functional business
processes
Move away from function view; task based
thinking
11. GOAL OF REENGINEERING
Reengineering is typically chartered in
response to a breakthrough goal for rapid,
dramatic improvement in process
performance.
Continuous improvement activities
peak; time to reengineer process
Breakthrough
Improvement
Continuous improvement
refines the breakthrough
12. Why BPR Is Necessary
Three C’s Driving Change
Customers take charge.
Mass market v. a “market of one”
Backward integration
Informed consumers
Demanding
Changing Needs
Competition intensifies.
More and different kinds
Local
Global
Big is not better
Technology changes the nature of competition.
13. 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
14. Competitive Forces Model
Threat of new
market
entrants
Bargaining
power of
suppliers
Bargaining
power of
customers
Threat of
substitute
products &
services
The firm
Intra-
industry
competitors
15. Customer Demands
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
17. 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
18. 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
19. Spectrum of Change
Automation
Rationalization of
procedures
Reengineering
Paradigm shift
20. Spectrum of Change
Automation- refers to computerizing processes
to speed up the existing tasks, improves
efficiency and effectiveness.
Rationalization of Procedures-refers to
streamlining of standard operating procedures,
eliminating obvious bottlenecks, so that
automation makes operating procedures more
efficient,improves efficiency and effectiveness.
21. Spectrum of Change
Business Process Reengineering- refers to radical
redesign of business processes.
Aims at
eliminating repetitive, paper-intensive, bureaucratic
tasks
reducing costs significantly
improving product/service quality.
Paradigm Shift-refers to a more radical form of change
where the nature of business and the nature of the
organization is questioned, improves strategic standing
of the organization.
23. BPR is Not?
BPR may sometimes be mistaken for the following five
tools:
1. Automation is an automatic, as opposed to human,
operation or control of a process, equipment or a
system; or the techniques and equipment used to
achieve this. Automation is most often applied to
computer (or at least electronic) control of a
manufacturing process.
2. Downsizing is the reduction of expenditures in order to
become financial stable. Those expenditures could
include but are not limited to: the total number of
employees at a company, retirements, or spin-off
companies.
24. 3. Outsourcing involves paying another company
to provide the services a company might
otherwise have employed its own staff to
perform. Outsourcing is readily seen in the
software development sector.
4. Continuous improvement emphasizes small
and measurable refinements to an organization's
current processes and systems. Continuous
improvements’ origins were derived from total
quality management (TQM) and Six Sigma.
25. Reengineering & Continuous
Improvement--Similarities
16
Reengineering Continuous Improvement
Similarities
Basis of analysis Process Process
Performance measurement Rigorous Rigorous
Organizational change Significant Significant
Behavioral change Significant Significant
Time investment Substantial Substantial
26. 17
Reengineering & Continuous
Improvement--Differences
Reengineering Continuous Improvement
Differences
Level of change Radical Incremental
Starting point Clean slate Existing process
Participation Top-down Bottom-up
Typical scope Broad, cross-functional Narrow, within functions
Risk High Moderate
Primary enabler Information technology Statistical control
Type of change Cultural and structural Cultural
27. Key Steps
Select The Process & Appoint Process Team
Understand The Current Process
Develop & Communicate Vision Of Improved Process
Identify Action Plan
Execute Plan
28. 1. Select the Process & Appoint
Process Team
Two Crucial Tasks
Select The Process to be Reengineered
Appoint the Process Team to Lead the
Reengineering Initiative
29. Select the Process
Review Business Strategy and Customer
Requirements
Select Core Processes
Understand Customer Needs
Don’t Assume Anything
30. Select the Process
Select Correct Path for Change
Remember Assumptions can Hide Failures
Competition and Choice to Go Elsewhere
Ask - Questionnaires, Meetings, Focus
Groups
31. Appoint the Process Team
Appoint BPR Champion
Identify Process Owners
Establish Executive Improvement Team
Provide Training to Executive Team
32. Core 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
33. 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
34. 2. Understand the Current
Process
Develop a Process Overview
Clearly define the process
Mission
Scope
Boundaries
Set business and customer measurements
Understand customers expectations from the
process (staff including process team)
35. 2. Understand the Current
Process
Clearly Identify Improvement Opportunities
Quality
Rework
Document the Process
Cost
Time
Value Data
Carefully resolve any inconsistencies
Existing -- New Process
Ideal -- Realistic Process
36. 3. Develop & Communicate Vision
of Improved Process
Communicate with all employees so that
they are aware of the vision of the future
Always provide information on the
progress of the BPR initiative - good and
bad.
Demonstrate assurance that the BPR
initiative is both necessary and properly
managed
37. 4. Identify Action Plan
Develop an Improvement Plan
Appoint Process Owners
Simplify the Process to Reduce Process
Time
Remove any Bureaucracy that may hinder
implementation
Remove no-value-added activities
38. 4. Identify Action Plan
Standardize Process and Automate Where
Possible
Up-grade Equipment
Plan/schedule the changes
Construct in-house metrics and targets
Introduce and firmly establish a feedback
system
Audit, Audit, Audit
39. 5. Execute Plan
Qualify/certify the process
Perform periodic qualification reviews
Define and eliminate process problems
Evaluate the change impact on the
business and on customers
Benchmark the process
Provide advanced team training
40. 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 …”
41. Common Problems with BPR
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
42. 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.
43. How to Avoid BPR Failure
The Information technology group should be an integral
part of the reengineering team from the start.
BPR must be sponsored by top executives, who are not
about to leave or retire.
BPR projects must have a timetable, ideally between
three to six months, so that the organization is not in a
state of "limbo".
BPR must not ignore corporate culture and must
emphasize constant communication and feedback.
44. Case Example: Kodak
In 1987
Kodak’s arch-rival, Fuji came up with a new
35mm single-use camera
Kodak has no competitive offering
Kodak’s Traditional Product Development
Process
Slow: would take 70 weeks to produce a
rival to Fuji’s camera!
Result: the new process, “Concurrent
Engineering”
Reduce turnaround time to 38 weeks
45. Case Example: Kodak
Key Redesign Strategy
Apply innovative use of CAD/CAM + integrated
product design database
Allow engineer to design at computer
workstations
Database collect each engineer’s work and
combines into overall design
Each morning, problems are resolved
immediately
Manufacturing can begin tooling design just 10
weeks into product design instead of 28 weeks in
the past
46. Ford Motor Company
Accounts Payable function
500 people
Most work on mistakes between
Purchase
Orders
Receiving
Documents
Invoices
49. 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
50. FOUR STAGES OF CHANGE
Shock
Anger
Denial
Acceptance
51. 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."
52. 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
53. 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