Академический Документы
Профессиональный Документы
Культура Документы
business process is a collection of activities which together produce something of value to a customer e.g. Customer Order Entry
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.
WHAT TO REENGINEER?
WHAT IT IS NOT?
Modifying how an organization is structured and redesigning an organizations business processes are two different things. An organizational structure should be designed so that it best supports redesigned business processes.
Old Era
High Demand Efficiency Control
EXAMPLES
EXAMPLES
BENEFITS OF REENGINEERING
The
5)
empowering employees; eliminating waste, unnecessary management overhead, and obsolete or inefficient processes; producing often significant reductions in cost and cycle times; enabling revolutionary improvements in many business processes as measured by quality and customer service; and helping top organizations stay on top and lowachievers to become effective competitors.
10
Imperative
11
REENGINEERING SURVIVAL
STUDY
Introduction: The number of firms is increased to close because of a) Inefficiency b) too Inward Looking c) inflexibility
12
- CONTINUED
Similar changes occurred in developed and developing nations also and still facing a similar challenge. Example: Ford Motor Company faced business extinction at one time and found the paths to renewed success and inspires others. Business Reengineering Process thro which the continuous success and survival is indicated (by Americans). Term is invented by Michael Hammer.
13
-CONTINUED
Japanese
organizations entered into America (after War) Japanese were too smart, they move small market into world markets with extraordinary quality and manufacturing philosophy. They cut out unnecessary waste such as,
1. 2.
3.
4. 5.
Safety stock Inventories Multiple suppliers External Inspection High Quality Low cost in regular basis
15
JAPANESE PARADIGM
US 1.
2.
3.
adopted the Japanese paradigm because of : They recognized that economy of scale is not as important as economy of time. So, the entire approach was to be flexible and respond quickly to changing customer needs. They opted for flexibility and multi- skilling techniques in work culture and this created the ability to respond. i.e. discard old and narrow focused to new innovations in work. Customers response become the primary objective rather than the growth alone.
16
IMPERATIVE IN INDIA
The first country realized the value of destruction and destroyer. Quality competitions by
Blaming technology by system professionals Users blame technology and system professionals Top management blames both users and system professionals. Consultants blame all others.
18
Global environment is pulling Indian organizations into - Customer orientation - quick response time - quality imperatives - cost minimization Conclusion: - environmental pull - technology push - Economic liberalization
19
Cant do redefine their mission and objectives clinically reassess the key business processes achieve improvements in process efficiency and effectiveness thro BPR.
20
In year 1997,
Major BPR in customer ordering , services functions Manufacturing and marketing Organizing market research once in six months to know customer feedback on their products and general view on market needs
Performance levels of 3 major process: - Customer orders - Customer service - Customer feedback Three points of customers: - Sales executive - Installation technician - Market Researcher
21
INSTANCES IN RE IN INDIA
Leasing and financing company Manufacturing company News paper publishers
22