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g It is a structured, measured set of activities designed
to produce a specified output for a particular customer
or market. It implies a strong emphasis on how work is
done within an organization" (Davenport 1993).
g Processes may be defined based on three dimensions
(Davenport & Short 1990):
V Ô : Processes take place between
organizational entities. They could be:
Inter-organizational
Inter-functional or
Interpersonal
V G : Processes result in manipulation of
objects (output). These objects could be:
Physical or
Informational
V u
: Processes could involve two types
of activities:
Managerial (e.g. develop a budget)
and
Operational (e.g. fill a customer
order).
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g A set of logically related tasks performed to achieve a
defined business outcome. Davenport & Short (1990)
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g
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g The critical analysis and radical redesign of existing
business processes to achieve breakthrough
improvements in performance measures. Teng et al.
(1994)
g A structured approach by all or part of an enterprise to
improve the value of its products and services while
reducing resource requirements. (Also referred to as
Business Process Improvement (BPR), Business
Process Redesign, and Functional Process
Improvement.)
g Reengineering is the fundamental rethinking and
redesign of business processes to achieve dramatic
improvements in critical, contemporary measures of
performance, such as cost, quality, service and speed.
(Hammer & Champy 1993)
"
u
g , i.e., customers, inputs, outputs, due dates...
g ! : Volumes, cycle times, queuing delays, information flows...
g G# x : Functional units, measurements and
incentives, feedback and monitoring
$ For Key processes we should identify:
g End of the process
g Process x{
g Process G!
g Process
%
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u
a. Strategy and Business Plans
b. Organization Structure
c. Business Process
d. Business Information Technology
e. Organization Culture
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http://en.wikipedia.org/wiki/Business_process_reengineering
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g Externally, and the
generation of greater
for customers.
g Give customers and users
through which they can use
whatever resources and people are relevant to their
needs and interests.
g Internally, focus on
which
.
g Encourage learning and development by building
creative working environments.
g Concentrate on ! and (including
communication) through the organization.
g
g Undertake parallel activities
g x and development times
g M
g w
rather than the
maintenance of management control.
g Keep the number of core processes to a minimum
(approx. 12).
g They all should be directed to external customers.
g Ensure that continuous improvement is built into
implemented solutions.
D )%G#
(!
g Network related people and activities. Virtual
corporations are becoming commonplace in some
business sectors.
g Implement work teams and case managers
extensively throughout the organization.
g Move discretion and authority closer to the customer,
g Re-allocate responsibilities between the organization,
its suppliers and customers.
g Encourage involvement and participation. This
requires error-tolerant leadership.
g Ensure people are equipped, motivated and
empowered to do what is expected of them.
g Where ever possible, people should assume full
responsibility for managing and controlling
themselves. This requires planning skills.
g Work should be broadened without sacrificing depth of
expertise in strategic areas.
g Avoid over-sophistication. Don't replace creative
thinking with software tools.
g Build learning, renewal, and short feedback loops into
business processes.
g Break-Point projects of type 2.3. and 3.3. are rare, due to high implementation
risks associated with large-scale projects
g Small scope project type 1.1. may not classified as a Business Reengineering
project at all
xc x
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3. Understand and
1. Visioning and
measure 5. Prototyping
Davenport Goal setting
4. Information 6. Implementation
2. Identification
Technology
3. Process Vision
", 1. Preparation 4a. Technical
)-!
2. Identification Design
4b. Social Design
%(
4. Business
1. Project Initiation &.
/ Transition
KODAK 5. Change
5. Change
Management )#
Management
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g
g x
V Opportunity Analysis
V Utilization of Root Cause Analysis
Identify Priorities
Survey Planning Best Practices
Survey Sourcing Best Practices
Survey manufacturing Best Practices
Survey Logistics Best Practices
Identify Best Practice business impact
Conduct Business Relevancy Analysis
V Design To-Be Blueprint
TO BE Geographic Map
TO BE Thread Diagram
TO BE Information Flow
TO BE Work Flow
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g (tm)com .Brint @ :Innovation &BPR Business Process Reengineering
Many articles and links
g consultants ,education ,BPR Training courses
Business Processes Resource Centre.
g The BPR Online Learning Center
The BPR Online Learning Center is a comprehensive directory and
resource guide for business process reengineering teams. The
learning center offers an index of articles from around the world, an
online tutorial series, benchmarking studies, yellow pages for BPR
resources and information on reengineering toolkits and templates for
project teams.
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g Reengineering Methodology and Framework
g ,(Article )An Overview :Business Process Redesign Dr. Yogesh
Malhotra, Founders of the BRINT Institute ©
g Chapter 2 - Managing Barriers to Reengineering Success - Wolf D.
Schumacher
g Learndatamodeling.com
g Business process reengineering - Wikipedia, the free encyclopedia
g Process Management for Continuous Improvement, Quality Solutions
Inc.
g WIZDOM GLOSSARY OF TERMS for your Business Process
Reengineering or Knowledge Management Project
g Workflow and Reengineering International Association (WARIA)
Their stated focus is to assist those who are in the process of
reengineering their organizations.
g World's Best Quality & Best Practice Resources
Links to world best quality resources & top best practice management
web sites.
g Caron, M., Jarvenpaa, S.L. & Stoddard, D.B. (1994, September).
"Business Reengineering at CIGNA Corporation: Experiences and
Lessons Learned From the First Five Years,"
, pp. 233-
250.
g Centre for Strategic Manufacturing
g BP Trends, Publications and Book Reviews
This community is focused on redesigning and improving existing
processes and in creating new business processes. Individuals
interested in this community focus on methodologies like Rummler-
Brache, IDEF, SCOR, Six Sigma, and LOVEM, and on tools to assist
in modeling As-Is and To-Be processes.