Business Process Reengineering Text And Cases Pdf To Word
Business process reengineering cycleBusiness process re-engineering ( BPR) is a, originally pioneered in the early 1990s, focusing on the analysis and design of and within an organization. BPR aimed to help fundamentally rethink how they do their work in order to improve, cut, and become world-class.BPR seeks to help companies radically restructure their organizations by focusing on the ground-up design of their business processes. According to early BPR proponent (1990), a business process is a set of logically related tasks performed to achieve a defined business outcome. Re-engineering emphasized a focus on business objectives and how processes related to them, encouraging full-scale recreation of processes rather than iterative optimization of sub-processes.Business process reengineering is also known as business process redesign, or business process change management. Reengineering guidance and relationship of mission and work processes to information technology.Business process reengineering (BPR) is the practice of rethinking and redesigning the way work is done to better support an organization's and reduce.
Organizations reengineer two key areas of their businesses. First, they use modern technology to enhance data dissemination and decision-making processes.
Then, they alter functional organizations to form functional teams. Reengineering starts with a high-level assessment of the organization's mission, strategic goals,. Basic questions are asked, such as 'Does our mission need to be redefined? Are our strategic goals aligned with our mission? Who are our customers?'
An organization may find that it is operating on questionable assumptions, particularly in terms of the wants and needs of its customers. Only after the organization rethinks what it should be doing, it does go on to decide how best to do it.Within the of this basic assessment of mission and goals, re-engineering focuses on the organization's business processes—the steps and procedures that govern how resources are used to create and that meet the needs of particular. As a structured ordering of work steps across time and place, a business process can be decomposed into specific activities, measured, modeled, and improved. It can also be completely redesigned or eliminated altogether. Re-engineering identifies, analyzes, and re-designs an organization's core business processes with the aim of achieving improvements in critical performance measures, such as cost, quality, service, and speed.Re-engineering recognizes that an organization's are usually fragmented into sub-processes and tasks that are carried out by several specialized functional areas within the organization.
Often, no one is responsible for the overall performance of the entire process. Reengineering maintains that optimizing the performance of sub-processes can result in some benefits, but cannot yield improvements if the process itself is fundamentally inefficient and outmoded.
For that reason, re-engineering focuses on re-designing the process as a whole in order to achieve the greatest possible benefits to the organization and their customers. This drive for realizing improvements by fundamentally re-thinking how the organization's work should be done distinguishes the re-engineering from process improvement efforts that focus on functional or incremental improvement.
History BPR began as a private sector technique to help rethink how they do their work in order to improve, cut, and become world-class. A key stimulus for re-engineering has been the continuing development and deployment of.
Organizations are becoming bolder in using this technology to support business processes, rather than refining current ways of doing work. Reengineering Work: Don't Automate, Obliterate, 1990 In 1990, a former professor of computer science at the (MIT), published the article 'Reengineering Work: Don't Automate, Obliterate' in the, in which he claimed that the major challenge for managers is to obliterate forms of work that do not add value, rather than using technology for automating it. This statement implicitly accused managers of having focused on the wrong issues, namely that technology in general, and more specifically information technology, has been used primarily for automating existing processes rather than using it as an enabler for making non-value adding work obsolete.Hammer's claim was simple: Most of the work being done does not add any value for customers, and this work should be removed, not accelerated through automation. Instead, companies should reconsider their inability to satisfy customer needs, and their insufficient cost structure. Even well-established management thinkers, such as and, were accepting and advocating BPR as a new tool for (re-)achieving success in a dynamic world.
During the following years, a fast-growing number of publications, books as well as journal articles, were dedicated to BPR, and many consulting firms embarked on this trend and developed BPR methods. However, the critics were fast to claim that BPR was a way to dehumanize the work place, increase managerial control, and to justify, i.e. Major reductions of the work force, and a rebirth of under a different label.Despite this critique, reengineering was adopted at an accelerating pace and by 1993, as many as 60% of the companies claimed to either have initiated reengineering efforts, or to have plans to do so. This trend was fueled by the fast adoption of BPR by the consulting industry, but also by the study Made in America, conducted by MIT, that showed how companies in many US industries had lagged behind their foreign counterparts in terms of competitiveness, and.Development after 1995 With the publication of critiques in 1995 and 1996 by some of the early BPR proponents , coupled with abuses and misuses of the concept by others, the reengineering fervor in the U.S. Began to wane.
Since then, considering business processes as a starting point for business analysis and redesign has become a widely accepted approach and is a standard part of the change methodology portfolio, but is typically performed in a less radical way than originally proposed.More recently, the concept of (BPM) has gained major attention in the corporate world and can be considered a successor to the BPR wave of the 1990s, as it is evenly driven by a striving for process efficiency supported by information technology. Equivalently to the critique brought forward against BPR, BPM is now accused of focusing on technology and disregarding the people aspects of change.Topics The most notable definitions of reengineering are:. '. The fundamental rethinking and radical redesign of business processes to achieve.
Improvements in critical contemporary modern measures of performance, such as cost, quality, service, and speed.' . 'encompasses the envisioning of new work strategies, the actual process design activity, and the implementation of the change in all its complex technological, human, and organizational dimensions.' BPR is different from other approaches to organization development (OD), especially the continuous improvement or TQM movement, by virtue of its aim for fundamental and radical change rather than iterative improvement. In order to achieve the major improvements BPR is seeking for, the change of structural organizational variables, and other ways of managing and performing work is often considered insufficient.
For being able to reap the achievable benefits fully, the use of (IT) is conceived as a major contributing factor. While IT traditionally has been used for supporting the existing business functions, i.e. It was used for increasing organizational efficiency, it now plays a role as enabler of new organizational forms, and patterns of collaboration within and between organizations.BPR derives its existence from different disciplines, and four major areas can be identified as being subjected to change in BPR – organization, technology, strategy, and people – where a process view is used as common framework for considering these dimensions.Business strategy is the primary driver of BPR initiatives and the other dimensions are governed by strategy's encompassing role.
The organization dimension reflects the structural elements of the company, such as hierarchical levels, the composition of organizational units, and the distribution of work between them. Technology is concerned with the use of computer systems and other forms of in the business. In BPR, information technology is generally considered to act as enabler of new forms of organizing and collaborating, rather than supporting existing business functions. The people / dimension deals with aspects such as education, training, motivation and reward systems. The concept of business processes – interrelated activities aiming at creating a value added output to a customer – is the basic underlying idea of BPR.
These processes are characterized by a number of attributes: Process ownership, customer focus, value adding, and cross-functionality.The role of information technology Information technology (IT) has historically played an important role in the reengineering concept. Model based on PRLC approachAlthough the labels and steps differ slightly, the early methodologies that were rooted in IT-centric BPR solutions share many of the same basic principles and elements. The following outline is one such model, based on the PRLC (Process Reengineering Life Cycle) approach developed by Guha. Simplified schematic outline of using a business process approach, exemplified for pharmaceutical R&D. Structural organization with functional units. Introduction of New Product Development as cross-functional process.
Re-structuring and streamlining activities, removal of non-value adding tasksBenefiting from lessons learned from the early adopters, some BPR practitioners advocated a change in emphasis to a customer-centric, as opposed to an IT-centric, methodology. One such methodology, that also incorporated a Risk and Impact Assessment to account for the effect that BPR can have on jobs and operations, was described by Lon Roberts (1994). Roberts also stressed the use of change management tools to proactively address resistance to change—a factor linked to the demise of many reengineering initiatives that looked good on the drawing board.Some items to use on a process analysis checklist are: Reduce handoffs, Centralize data, Reduce delays, Free resources faster, Combine similar activities. Also within the management consulting industry, a significant number of methodological approaches have been developed. Framework An easy to follow seven step INSPIRE framework is developed by Bhudeb Chakravarti which can be followed by any Process Analyst to perform BPR. The seven steps of the framework are Initiate a new process reengineering project and prepare a business case for the same; Negotiate with senior management to get approval to start the process reengineering project; Select the key processes that need to be reengineered; Plan the process reengineering activities; Investigate the processes to analyze the problem areas; Redesign the selected processes to improve the performance and Ensure the successful implementation of redesigned processes through proper monitoring and evaluation.Factors for success and failure.
This article's tone or style may not reflect the used on Wikipedia. See Wikipedia's for suggestions. ( February 2014) Factors that are important to BPR success include:. BPR team composition.
Business needs analysis. Adequate IT infrastructure. Effective. Ongoing continuous improvementThe aspects of a BPM effort that are modified include organizational structures, management systems, employee responsibilities and performance measurements, incentive systems, skills development, and the use of IT. BPR can potentially affect every aspect of how business is conducted today. Wholesale changes can cause results ranging from enviable success to complete failure.If successful, a BPM initiative can result in improved quality, customer service, and competitiveness, as well as reductions in cost or cycle time.
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^, United States General Accounting Office, May 1997. Michael Hammer, Hardvard Business Review, July, 1990., August 23, 1993.
(Greenbaum 1995, Industry Week 1994). 11 March 2014 at the, AI Magazine Volume 15 Number 4, 1994. Michael L. Dertouzos, Robert M. Solow and Richard K.
Lester (1989) Made In America: Regaining the Productive Edge. MIT press.
Hammer and Champy (1993). (1993). Johansson et al. (1993): 'Business Process Reengineering, although a close relative, seeks radical rather than merely continuous improvement. It escalates the efforts of JIT and TQM to make process orientation a strategic tool and a core competence of the organization.
Business Process Reengineering Text And Cases Pdf To Word File
BPR concentrates on core business processes, and uses the specific techniques within the JIT and TQM ”toolboxes” as enablers, while broadening the process vision.' Hammer & Champy (1993). Guha et al.