PRESENTATION ON

BPR

• BARUN KUMAR
• AFTAB ALI KHAN
• SARVESH SAHU
BUSINESS PROCESS

REENGINEERING
• Synonyms:
Business process redesign, business
transformation, process innovation,
business reinvention, change
integration.
 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.”

3
 Key Words
• Fundamental
– Why do we do what we do?
– Ignore what is and concentrate on
what should be.
• Radical
– Business reinvention vs. business
improvement

4
 CONT............
• Dramatic
– Reengineering should be brought in “when a
need exits for heavy blasting.”
• Companies in deep trouble.
• Companies that see trouble coming.
• Companies that are in peak condition.
• Business Process
– a collection of activities that takes one or more
kinds of inputs and creates an output that is of
value to a customer.

5
 BPR is Not?
• BPR may sometimes be mistaken for the following five
tools:

• Automation

• Downsizing .

• Outsourcing

• Continuous improvement
 The C’s related to
Organization Re-engineering Projects
The 3C’s of The 4C’s of
organization Re- effective teams:
engineering:
- Customers - Commitment
- Competition - Cooperation
- Change - Communication
- Contribution
 Why Reengineer?

• Customers

– Demanding
– Changing Needs
 Customer Demands
• expect us to know everything
• to make the right decisions
• to do it right now
• to do it with less resources
• to make no mistakes
• expect to be fully informed
• Competition
– Local
– Global

• Change
– Technology
– Customer Preferences
Business Process Reengineering Methodology …

Current Future
Products/Services Products/Services

Information S D Information
T I
Current R R Future
Business A E Business
Processes Technology C Technology Processes
T
E T
I
G
O
Skills I Skills
N
C S

Current Future
Environments (AS-IS) Environments (TO-BE)

Transition/Implementation (Change Management)

AIMCORP-Automated Information Management Corporation

 Why Organizations Don’t
Reengineer?
• Complacency

• Political Resistance

• New Developments

• Fear of Unknown and Failure

 Performance
• BPR seeks improvements of

– Cost
– Quality
– Service
– Speed
 STEPS FOR
REENGINEERING

Select The Process & Appoint Process Team

Understand The Current Process

Develop & Communicate Vision Of Improved Process

Identify Action Plan

Execute Plan
BPR
 Common Problems with BPR
• Process Simplification is Common - True
BPR is Not
• Desire to Change Not Strong Enough
• Commitment to Existing Processes Too
Strong
– REMEMBER - “If it isn’t broke …”
 Cont…..
• Process under review too big or too small
• Reliance on existing process too strong
• The Costs of the Change Seem Too Large
• Allocation of Resources
• Poor Timing and Planning
• Keeping the Team and Organization on
Target
 How to Avoid BPR Failure
• The Information technology group should be an integral
part of the reengineering team from the start.
• BPR must be sponsored by top executives, who are not
about to leave or retire.
• BPR projects must have a timetable, ideally between
three to six months, so that the organization is not in a
state of "limbo".
• BPR must not ignore corporate culture and must
emphasize constant communication and feedback.