Noor Mahammad

Business ProcessReengineering

Contents:

Introduction

Objectives

Characteristics

Life Cycle

Success Factors

Limitations

Conclusion

Fundamental

Radical

Process

Dramatic

The fundamental rethinking and radical redesign of business process tobring about dramatic improvements in performance.

Definition Of BPR

3Cs – The Driving Force Behind

Reengineering

Customer

Competition

Change

Why Re-engineering?

Speed

Flexibility

Quality

Innovation

Productivity

Objectives of BPR:

Characteristics of BPR:

Approach in which customers are stake holders

Surgery, not Therapy

Information technology plays key role

Converting organization into new “Process-

oriented one”

Ford Accounts Payable Process*

Accounts Payable

Accounts Payable

VendorVendor

GoodsReceivingReceiving

Payment

Invoice

Receiving document

PurchasingPurchasing

Purchase order

Copy ofpurchase order

*Source: Adapted from Hammer and Champy, 1993

Ford Procurement Process

AccountsPayable

AccountsPayable

VendorVendor

GoodsReceivingReceiving

Payment

Goods received

PurchasingPurchasing

Purchase order

Purchase order

Data base

Visioning

Identifying

Analyzing

Redesigning

Evaluating

Implementing

Improving

Enterprise-wide engineering

Process-specific engineering

BPR Life Cycle:

Manage change and stakeholder interests

Clear Vision for Transformation

Reduction of Cycle time

Greater Accuracy

Increased customer satisfaction

Reduced cost

Change Management

Success Factors Of BPR:

Fear of Unknown and Failure

Confusion surrounding BPR

Ineffective BPR teams

Problems related to organizational structure

Problems related to BPR resources

Limitations:

Conclusion:

BPR brings Efficiency, Effectiveness &

customer friendliness.

Radical Redesign of business process