bpr

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7/21/2019 bpr http://slidepdf.com/reader/full/bpr5695cfd81a28ab9b028fc40f 1/3 Three Cs: Customer, Competitor, Change Benchmarking:  looking for companies that are doing something best and learning howthey do it in order to emulate them. Business Process:  collection of activities that takes one or more kinds of input that is of value to the customer. Case for action:  a dramatically persuasive argument, supported by evidence, that spells out the cost of doing anything short of reengineering. Deductivethinking:  defining problems then seeking andevaluating different solutions to the problems. Delinearizing:  speeding up processes by eliminatingthe straight line sequencein which tasks must be donein order so that various tasks can bedonesimultaneously whenever possible. Discontinuous thinking:  identifyingand abandoningtheoutdatedrules and fundamental assumptions that underlie current business operations. Humpty Dumpty School of Management :  companies break processes up into lots of little pieces (or tasks) then has to hire all theking’s horses and all the king’s mento paste the fragmented work back together again. Inductivethinking:  recognize a powerful solution and then seek the problems it might solve. Insiders :  members of thereengineeringteamwhocurrently work insidetheprocess undergoing reengineering. Leader :  in the reengineering process, a senior executive who authorizes and motivates the overall reengineering efforts. Outsiders :  members of the reengineering teamthat don’t work in the process that’s undergoing reengineeringor the company. Process maps:  apicture of howwork flows throughthe company, thus creatinga vocabulary for the reengineering teamto work with. Process owner :  a manager with responsibility for a specific process and the reengineering effort focused on it. Process Team:  aunit that naturally falls together to complete a whole piece of work—a process.

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bpr

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Three Cs: Customer, Competitor, Change

Benchmarking: looking for companies that are doing something best and learning how they do it in orderto emulate them.

Business Process: collection of activities that takes one or more kinds of input that is of value to the

customer.

Case for action: a dramatically persuasive argument, supported by evidence, that spells out the cost of

doing anything short of reengineering.

Deductive thinking: defining problems then seeking and evaluating different solutions to the problems.

Delinearizing: speeding up processes by eliminating the straight line sequence in which tasks must be

done in order so that various tasks can be done simultaneously whenever possible.

Discontinuous thinking : identifying and abandoning the outdated rules and fundamental assumptions

that underlie current business operations.

Humpty Dumpty School of Management : companies break processes up into lots of little pieces (or

tasks) then has to hire all the king’s horses and all the king’s men to paste the fragmented work back

together again.

Inductive thinking : recognize a powerful solution and then seek the problems it might solve.

Insiders : members of the reengineering team who currently work inside the process undergoing

reengineering.

Leader : in the reengineering process, a senior executive who authorizes and motivates the overall

reengineering efforts.

Outsiders : members of the reengineering team that don’t work in the process that’s undergoing

reengineering or the company.

Process maps : a picture of how work flows through the company, thus creating a vocabulary for thereengineering team to work with.

Process owner : a manager with responsibility for a specific process and the reengineering effort

focused on it.

Process Team : a unit that naturally falls together to complete a whole piece of work—a process.

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Reengineering : 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.

Reengineering czar : an individual responsible for developing reengineering techniques and tools within

the company and for achieving synergy across the company’s separate reengineering projects.

Reengineering team : a group of individuals dedicated to the reengineering of a particular process, who

diagnose the existing process and oversees its redesign and implementation.

Say’s Law : supply creates its own demand.

Signals : explicit messages that the leader sends to the organization about reengineering: what it means,

why we are doing it, how we are going about it, and what it will take.

Steering Committee : a policy making body of senior managers who develop the organization’s overall

reengineering strategy and monitor its process.

Symbols : actions that the leader performs to reinforce the content of the signals, to demonstrate that he

or she lives by his or her words.

Systems : management systems must measure and reward people’s performance in ways that

encourage then to attempt major change.

Triage : the initial step in a process that determines which of the (usually three) different versions of a

process the customer should be carried through.

Vision statement : a qualitative and quantitative statement of the kind of organization the management

believes the company needs to become

Basic Phases of BPR: The 3 ‘R’s of Reengineering

Re-design, Re-tool, Re-Orchestrate

The consolidated framework has been detailed with respect to five phases:

1. Preparation for reengineering

2. Map and analyze As-Is process

3. Design to-be process

4. Implement reengineered process

5. Improve process continuously

 

Supplier - Input - Process - Output - Customer (SIPOC) Map 

Flowcharting

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Value Stream Mapping

Value Stream Mapping represents the entire business in one page. The Map is used to analyze the flow

of materials and information required to bring a product or service to a consumer. It does not delve into

details of the sub processes. An illustrative Value Stream Map is given below.

 

Flow Charting