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Business Process Reengineering (BPR)

Business Process Reengineering (BPR) involves fundamentally rethinking and radically redesigning business processes to achieve dramatic improvements in key performance areas like cost, quality, and speed. It focuses on processes rather than functional departments and questions the status quo. BPR aims for significant cultural change and breakthroughs through analyzing processes, identifying root causes of problems, and refining processes. It can range from limited functional refinement to extensive business redefinition and integration across the entire organization.

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Muktak Goyal
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110 views11 pages

Business Process Reengineering (BPR)

Business Process Reengineering (BPR) involves fundamentally rethinking and radically redesigning business processes to achieve dramatic improvements in key performance areas like cost, quality, and speed. It focuses on processes rather than functional departments and questions the status quo. BPR aims for significant cultural change and breakthroughs through analyzing processes, identifying root causes of problems, and refining processes. It can range from limited functional refinement to extensive business redefinition and integration across the entire organization.

Uploaded by

Muktak Goyal
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 PPT, PDF, TXT or read online on Scribd
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Business Process Reengineering (BPR)

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.

Dr Michael Hammer

Five Elements of Working Definition


1) 2) 3) 4) 5) Focus on Business Processes Questioning of the Status Quo Specific Objectives Breakthrough Achievement Significant Cultural Change

Management Gaps
Top
Management

Policy Middle Management Planning Supervisors Scheduling

Workers Operations

Functional Gaps: Departmentalization

Manufacturing

Finance

Isolated Islands of Activity

Classification of Reengineering Projects


Extensive

Functional Integration
Functional Refinement

Business Redefinition Process Redesign

Scale of BPR
Limited

Narrow

Broad

Scope of BPR

BPR Process
1. Business Drivers of Reengineering 2. Reengineering Process 3. Reengineering Facilitators 4. Reengineering End Product

Framework for Business Reengineering


Reengineering Facilitators

Business Drivers 1. Competitive Environment 2. Recent Internal Changes Reengineering End Product

Business Reengineering Process


1. Strategic Intent 2. Core Competencies 3. Process Definition 4. Activity Analysis 5. Root Cause Analysis 6. Process Refinement

3. IT Infrastructure

From the Vertical Organization

Research

Manufacturing

Marketing

Finance

To the Horizontal Organization

KEY PERFORMANCE OBJECTIVES Reduce Cycle Time

Process Owners

Team

Team
Reduce Costs

ORDER GENERATION AND FULFILLMENT

Process Owners

Team

Team
Reduce throughput time

INTEGRATED LOGISTICS

Process Owners

Team

Team

COMMERCIALIZATION OF TECHNOLOGY CORE PROCESSES

Corporate Transformation
Three Types of Transformation
1. Improving Operations 2. Strategic Transformation 3. Corporate Self-Renewal

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