Bpr Final Gr 5

Business Process Reengineering

GROUP NO - 5 PRESENTED BY GYANADEV BOXI(18) MANOROMA BARA(26) MILAN RANJAN MOHAPATRA(27)

CONTENTS Introduction FOUR KEY WORDS Objectives of BP Pre & Post BPR impacts Benefits of BPR  BPR Vs. TQM  BPM

Successes Critiques Conclusion

Re-engineering(BPR) v Re-engineering 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  Speed v Also called as  Business Process Redesign  Business Transformation  Business Process Change Management

Four Key Words 

Fundamental  

Why we do what we do ? Why we do it the way we do it ?





Radical 

getting to the root of the thing instead of making only superficial changes.

Four Key Words (contd..) Dramatic  -Dramatic means Achieving 

 

Not for marginal or incremental improvements Only when need exists for “heavy blasting”



Process  It is a collection of tasks that takes one or more kind of Input & creates an output that is of value to customer. 



Contd.. Ex-Development of new Product. -Creating a Market planning.

OBJECTIVE üIMPROVE EFFICENCY üINCREASE EFFECTIVENESS üCOST SAVING IN LONGER RUN üINCREASE FLEXIBILITY & ADAPTIBILITYTO CHANGE üENABLE NEW BUSINESS GROWTH

BPR CYCLE

STEPS OF BPR VISSION

IDENTIFY&UNDERSTAND PROCESS

REDESIGN

IMPLEMENT

BEFORE BPR QUERRY

MARKETI NG

COSTING

-NO. OF DEPARTMENTS  

NO OF TASKS CHANGES OF OWNERSHIP

DESIGN

PRODUCTION/ ENGINEERING

AFTER BPR QUERRY

NO COMPLICATION NO. OF TASKS/PROCESS REDUCED

MARKETIN G

QUERRY-RESPONSE APPLICATION SUPPORT SYSTEM

Benefits 30-35%-decrease in cost of sales 65-70%-decrease in cost of quality 60-80% - decrease in inventory 35-40%- decrease in manpower Increase in market share

WHAT IS NOT BPR?(A MISCONCEPTION) TQM IS0-9000 DOWNSIZING RESTRUCTURING AUTOMATION CHANGE MANAGEMENT

BPR and TQM - Similarities r Putting

the customer first r Adopting a process viewpoint r Favouring partnerships with customers and suppliers r Promoting teamwork

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BPR and TQM - Differences

TQM

BPR

Theme improving reinventing r Approach incremental radical r Assumption sound process broken process r Cognitive style analytical creative r Management style empowered directive r Change limited to process holistic r Goal enhancement stretch r Role of IT secondary fundamental r

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Implementation of BPR Business Process Management Business Process Management (BPM) is a

field of management focused on aligning organizations with the wants and needs of clients. Holistic management approach 

that promotes business effectiveness and efficiency while striving for innovation, flexibility, and integration with technology.

process optimization process

BPM

Impact of BPM

SUCCESS STORIES GM Corporation DELL Ford Motor Company P&G Corporation

Limitations Assumption of ineffectiveness of process

limiting the organization's performance It never changed management thinking, actually the largest causes of failure in an organization lack of management support for the initiative and thus poor acceptance in the organization underestimation of the resistance to change within the organization over trust in technology solutions

Conclusion/Summary Re-engineering- A radical design

(Cost, Quality, Service, Speed) Why we do what we do ? Why we do it the way we do it ? Objectives-Efficiency and effectiveness of BPR Pre and Post-BPR effects and steps Difference and advantage of BPR over TQM BPR-BPM

Literature Cited Abu-ghararah, Z. H., and C. W. Randall. 1991.

The effect of organic compounds on biological phosphorus removal. Water Science and Technology 23:585-94. Bates, D. M., and D. G. Watts. 1988. Nonlinear regression analysis and its application. John Wiley & Sons, Inc., New York. Benefield, L. D., and C. W. Randall. 1980. Biological process design for wastewater treatment. Prentice-Hall, Inc., Englewood Cliffs, NJ. Chen, S. T. 1996. Fortran program for nonlinear

Thank U