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Usiness Rocess E Engineering

Business process re-engineering (BPR) involves fundamentally rethinking and radically redesigning business processes to achieve significant improvements in critical performance measures like cost, quality, service, and speed. It aims to eliminate repetitive tasks, reduce costs significantly, and improve products and services. BPR integrates people, technology, and organizational culture to respond rapidly to changing business needs and customer demands. The objectives of BPR are to focus on customers, dramatically compress task completion times, ensure flexibility, maintain consistent quality, and drive innovation. BPR involves seven phases: beginning organizational change, building the reengineering organization, identifying opportunities, understanding existing processes, reengineering processes, blueprinting the new system, and performing the transformation.

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33 views

Usiness Rocess E Engineering

Business process re-engineering (BPR) involves fundamentally rethinking and radically redesigning business processes to achieve significant improvements in critical performance measures like cost, quality, service, and speed. It aims to eliminate repetitive tasks, reduce costs significantly, and improve products and services. BPR integrates people, technology, and organizational culture to respond rapidly to changing business needs and customer demands. The objectives of BPR are to focus on customers, dramatically compress task completion times, ensure flexibility, maintain consistent quality, and drive innovation. BPR involves seven phases: beginning organizational change, building the reengineering organization, identifying opportunities, understanding existing processes, reengineering processes, blueprinting the new system, and performing the transformation.

Uploaded by

Princess Sonam
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPTX, PDF, TXT or read online on Scribd
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BUSINESS PROCESS RE-ENGINEERING

B.P.R

It 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.

Aims at Eliminating repetitive, paper-intensive, bureaucratic tasks reducing costs significantly improving product/service quality.

WHY BPR??

Integrate people, technology, & organizational culture To Respond to rapidly changing technical & business environment and customers needs to achieve Big performance gains

OBJECTIVES OF B.P.R

Customer Focus : Customer service oriented processes aiming to eliminate customer. Speed : Dramatic compression of the time it takes to complete a task for key business processes. Flexibility : Adaptive processes and structures to changing conditions and competition.

CONTD..
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Quality: The level of quality is always the same controlled and monitored by the processes, and does not depend mainly on the person, who servicing the customer. Innovation: Leadership through imaginative providing to organization competitive advantage. change

DIFFERENT PHASES OF B.P.R


1.

2.
3. 4. 5. 6. 7.

Begin Organizational Change. Building the reengineering organization. Identifying BPR opportunities. Understanding the existing process. Reengineer the process. Blueprint the new business system. Perform the transformation.

BEGIN ORGANIZATIONAL CHANGE

Assess the current state of organization. Explain the need for change.

Illustrate the desired state.


Create a communication campaign for change.

BUILD THE REENGINEERING ORGANIZATION

Establish a BPR organizational structure.


Establish the roles for performing BPR.

Choose the personnel who will reengineer.

IDENTIFY B.P.R OPPORTUNITIES

Identify the high level process. Gather performance metrics within and outside industry. Prioritize selected process. Consult with customers for their desires

UNDERSTAND THE EXISTING PROCESS

Model the current process. Understand how technology is currently used.

Understand how information is currently used.

REENGINEER THE PROCESS

Question current operating assumptions. Evaluate the impact of new technologies.

Consider the perspective of stakeholders.

BLUEPRINT THE NEW BUSINESS SYSTEM

Define the new flow of work. Model the new process steps.

Model the new information requirements.


Describe the new technology specifications.

PERFORM THE TRANSFORMATION

Develop a migration strategy. Reallocate workforce.

Educate staff about the new process.


Implement in an iterative fashion.

DIFFICULTIES IN IMPLEMENTING BPR

Employee resistance to change. Inadequate attention to employee concerns.

Failure in leadership commitment.


Mismatch of strategies used and goals.

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