...Business Process Re-engineering Business process can be defined as "a set of logically related tasks performed to achieve a defined business outcome." It is "a structured, measured set of activities designed to produce a specified output for a particular customer or market." Improving business processes is important for businesses to stay ahead of competition in today's marketplace. Over the last 10 to 15 years, companies have been forced to improve their business processes because customers are demanding better products and services. Many companies begin business process improvement with a continuous improvement model. The BPR methodology comprises of developing the business vision and process objectives, identifying the processes to be redesigned, understanding and measuring the existing processes, identifying IT levers and designing and building a prototype of the new process. In this context it can be mentioned that, some of the biggest obstacles faced by reengineering are lack of sustained management commitment and leadership, unrealistic scope and expectations, and resistance to change. Business Process Reengineering (BPR) and Total Quality Management (TQM) Total Quality Management and BPR share a cross-functional relationship. Quality specialists tend to focus on incremental change and gradual improvement of processes, while proponents of reengineering often seek radical redesign and drastic improvement of processes. Quality management, often referred...
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...MIS5000 Business Process Reengineering Group 2 Bonifacio, Faye | Dy, Maria Christina | Lim, Alexander OBJECTIVE To understand the foundation of business processes, the groundwork of business process reengineering and the role IT in business process reengineering. ROAD MAP I. Business Process a. Definition b. Business Process Improvement II. Business Process Reengineering c. What? d. Why e. When? f. Who? g. How? h. Advantages and Benefits of BPR i. Critiques about BPR III. The Role of IT j. Relationship between IT and BPR k. Role of IT in Reengineering l. Importance of IT m. Role of CIOs n. Future Role of IT in BPR IV. Application of BPR I. BUSINESS PROCESS a. DEFINITION "If you have ever waited in line at the grocery store, you can appreciate the need for process improvement. In this case, the "process" is called the check-out process, and the purpose of the process is to pay for and bag your groceries. The process begins with you stepping into line, and ends with you receiving your receipt and leaving the store. You are the customer (you have the money and you have come to buy food), and the store is the supplier The process steps are the activities that you and the store personnel do to complete the transaction. In this simple example, we have described a business process. Imagine other business processes: ordering clothes from...
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... | | |2011 | | | | ROLE OF IT IN BPR Submitted By Abhinav Johnson (F09001) Table of Contents INTRODUCTION 4 RELATIONSHIP BETWEEN IT & BPR 6 IT Capabilities and Reengineering 6 Phase 1: before the process is designed (as an enabler) 7 Phase 2: while the process is being designed (as a facilitator) 9 Phase 3: after the design is complete (as an implementer) 13 ROLE OF IT IN REENGINEERING 16 Principles of Reengineering by Hammer 17 BPR – The Current focus in IT 20 Concept of Database 20 Data Mining: 20 Data Warehousing 21 STRATEGIC USES OF IT AND CRITICALITY OF IT 22 BPR TOOLS AND TECHNIQUES 23 The Nature of IT Support for BPR 23 Integrated Enterprise Models 24 Analysis 26 Software Functionality 28 New ways of building models 29 Communication and Visualization 30 Intended Users 30 Evaluation Criteria 31 Enterprise Models 31 Analysis 32 Visualization...
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...is data required for BPR? Understand the types of data relevant to the process Learn how to identify which data to collect Understand sampling and other data collection techniques Why to collect data? • Data is used in process analysis − To quantify the problem at hand (“it takes too long for getting a passport” vs. “issuance of the passport takes 41 days on average”) − To identify which sub process is the least efficient − Shows bottlenecks, idle time, productive time • Use of Data in Monitoring & Evaluation − To identify the metrics to be monitored post implementation of BPR − Setting target metrics (“to-be” state) − To obtain baseline metrics (“as-is” state) -- To measure and showcase project success (“Average time for passport issuance has come down from 41 days to 5 days”) Measure of Excellence / Performance metrics Critical To Process metrics (CTPs) CTP parameters are the internal check for the health of the process What variables to select for data collection? • Broadly identify the universal set of independent variables (CTP) impacting the CTQ under consideration − Y = f(X1, X2, X3,….Xn) where Y is the CTQ (dependent variable) and Xis are the independent variables (CTPs) • Use a structured process for short-listing the CTPs for which data collection needs to be done • e.g.: Time taken for issuance of passport is a CTQ in the passport issuance process • Time taken for passport issue = f (time taken to file application, processing...
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...Michael Hammer’s “Reengineering Work: Don’t Automate, Obliterate” is an article on the problems and some solutions businesses used to overcome their issues of wasting time and money on inadequate operation processes. As businesses grow, the operation processes grow as well and the way the process is handled needs to change to accommodate the growth to be more efficient. If you just add more the current process without considering a new way to handle the process, you end up with a larger problem then you began with. What Hammer is trying to get across is that instead of adding to current processes, you need to eliminate them all together and create a new design for the process. This new design depending on the purpose of the business is to create a goal of having minimal wasted time and resources. This in turn eliminates chances to have failures. However, for a business to totally throw out their current process to start a new one, is not only challenging but also frowned upon by employees because most people not only do not like change but it could also eliminate their position in the company. Wasting time and money on inadequate operation processes, costs companies thousands of dollars and lots of time. If a company is having several jobs doing the same thing or having to reenter the same information, it becomes redundant and wasteful. The more efficient way to handle a situation like this is to make a centralized database that holds the information one person inputs...
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...Output transfers the processed information to people or activities where it will be used. ◦ Output to feedback to data evaluation to effective feedback. 7-)(slayttan önce)In some cases, processes are viewed as a set of subprocesses that in turn consist of tasks (i.e., activities). The main difference between a subprocess and a task is that a task has an owner while a subprocess may cut across functional boundaries. 8-)(önce slayttaki başlığı sonra burada yazanı oku) • Improvements in business processes have not kept up with improvements in production processes over the years. In other words, the margin for improvement is greater. • Waste and inefficiency are more difficult to detect in business processes than in production processes. • Business processes typically cut across the functional lines of the organization, giving rise to crossfunctional problems that less commonly affect production processes. • Business processes often devote as little as 5 percent or less of the available process time to activities that deliver...
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...1) Buyer power is high when the buyers have many choices of whom to buy and low when there are few choices. 2) Supplier power is high when the buyers have few choices of whom to buy and low when there are a lot of choices for buyers. 3) threat of substitutes products is high when there are many alternatives to this product and low when there are few alternatives for this product or service. 4) threat of new entrants is high when it is easy for new competitors to enter the market and low when there are significant entry barriers to enter the market. 5) Rivalry among existing competitors is high when the competition is fierce in a market and low when the competition is complacent. 2) Example: Bookshop: The buyer power is high because the buyers have many choices of whom to buy like City Lights and Strand bookshops. In order to have competitive advantage the bookstore should offer loyalty programs to their programs such as “the 5th book is free”, “10% discount for purchased 20 books”. Supplier power is low because the buyers have a lot of choices to shop in different shops. Threat of substitute products or services is high because you can order books online. In order to have competitive advantages I would try to use switching cost. I would offer my customers to order their books through the telephone or mail so I will deliver them the book free without any additional cost. Threat of new entrants is high because it is easy for new competitors to open a shop. It does not...
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...For the exclusive use of M. Wilcox, 2016. Harvard Business School 9-996-005 September 8, 1995 Order Management Reengineering at Heatway Allan Firestone, president of Heatway Corporation’s Industrial Products Division, sighed in frustration. Bob Hemphill, a vice president charged with designing and implementing a new process for selling and delivering Heatway products, had just left Firestone’s office in corporate headquarters, closing his door with more than the needed amount of force. They had finished an important meeting on implementation of the new process, called Proposal to Payment (PTP). PTP was a sweeping, radical change involving not only a new process, but also a new organizational structure, a new IT architecture, and even a new philosophy of business. Hemphill left the meeting upset because he had requested $35 million for the 1995 implementation of PTP. He felt that this amount was necessary if Heatway was to meet its objective of full implementation of PTP by 1997. Firestone, however, had told Hemphill that he had only $15 million to spend on PTP in 1995. Firestone wondered how he could get the money for PTP without sacrificing his profit objectives for the year. Could Corporate pay for the rest? Could some of the other international divisions that had expressed interest contribute? Though there was widespread support for the initiative, all the way up to Ralph Salada, Heatway’s chairman, Firestone doubted that the funds could easily be found. Firestone himself...
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...transportation and storage. * Its primary purpose is to create a faster production process and components and tooling with more precise dimensions and material consistency, which in some cases, uses only the required amount of raw material (thus minimizing waste), while simultaneously reducing energy consumption. * It is a subsequent computer-aided process after computer-aided design (CAD) and sometimes computer-aided engineering (CAE), as the model generated in CAD and verified in CAE can be input into CAM software, which then controls the machine tool CAD / Computer-Aided Design Computer-aided design (CAD) is the use of computer programs to create two- or three-dimensional (2D or 3D) graphical representations of physical objects. CAD software may be specialized for specific applications. CAD is widely used for computer animation and special effects in movies, advertising, and other applications where the graphic design itself is the finished product. CAD is also used to design physical products in a wide range of industries, where the software performs calculations for determining an optimum shape and size for a variety of product and industrial design applications. In product and industrial design, CAD is used mainly for the creation of detailed 3D solid or surface models, or 2D vector-based drawings of physical components. However, CAD is also used throughout the engineering process from conceptual design and layout of products, through strength and dynamic analysis...
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...of business process reengineering: a survey Aston Business School, Aston University, Birmingham, UK Keywords BPR, Human resource management, Reward, Managers, Organizational structure, Teamwork Abstract Examines the relationship between business process re-engineering (BPR) and human resource management. A number of propositions relating to aspects of human resource management are derived from the literature, and examined by interviewing senior managers in UK organisations where business process re-engineering projects had either been completed or were still in progress. The propositions are analysed under four major headings: structure and culture, the role of managers, team working, and reward system. The conclusion is that BPR principles on the management of human resources as stated in the literature seem to find a full application in most of the organisations investigated. However, there were two exceptions to the expectations in the literature. The first was that there would be a change to a process-based structure; a change is seen in the majority of cases, but to a matrix style of organisation. The second was the implication that team-based reward systems would appear; this has only happened in a minority of cases. Overall, for the organisations studied which have undergone BPR, a very clear pattern emerges with respect to human resource management practices. Human resource management 325 Fabio Zucchi and John S. Edwards Introduction Business process reengineering...
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...I. INTRODUCTION Business process reengineering (BPR), a recently popularized management change strategy, promises radical improvements in the business processes of an organization. This paper describes and analyses one of Pacific Bell’s successful reengineering initiatives, the Centrex reengineering project. The reengineering project describes the redesign and rollout of the new order-fulfilment process for a flagship product at Pacific Bell, Centrex. Background In late 1990, Pacific Bell, a subsidiary of Pacific Telesis Group and one of the seven Regional Bell Operating Companies, initiated reengineering. Due to the advancements of technology, the competitive environment for regional Bell operating companies was becoming increasingly complex. In 1990, Pacific Bell's CEO and President announced a long-term initiative called Competitive Readiness. The initiative called for 3 "R"s: restructuring, refocusing, and reengineering: * Restructuring led to breaking the once monolithic company into seven decentralized regional business units that served customers within specified geographic regions; statewide business units which focused on public and corporate customers with points of service throughout the state; and a product and technology support group composed of product and systems technology that permeated all facets of the firm's operations. * The refocusing program led to organizing the firm's priorities and resources around vision, values, and bold goals. Bold...
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...Introduction to Business Systems Analysis Student Study Guide Section Two Analysis Section Overview 1. List of Objectives • Conducting a system investigation The purpose of the system investigation is to understand the existing system and, based on that understanding, prepare the requirements for the system. Generally the systems analyst will begin by gathering data, and then analyzing collected data. There is no standard procedure for gathering data because each system is unique. But there are certain techniques that are commonly used: written materials, interviews, questionnaires, observation, and measuring. • Determining systems requirements This is the beginning sub-phase of analysis. Techniques used in requirements determination have evolved over time to be more structured and, as we will see in this section, current methods increasingly rely on the computer for support. We will first study the more traditional requirements determination methods and progress to more current methods for collecting system requirements. • Traditional and Modern methods for determining system requirements Traditional requirements determination methods include interviewing, using questionnaires, observing users in their work environment, and collecting procedures and other written documents. Modern requirements determination methods are led by the Joint Application Design (JAD) technique. Other new methods are based upon group support systems, computer-aided systems engineering...
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...Term Project Course: GM 591 Instructor: Dr. Charles W. Creamer Student: Evan T. Dickinson Submitted: December 11, 2010 INTRODUCTION STSCM Systems LLC, a public company with headquarters located in northern New Jersey, has been a leader in providing wireless data solutions since its formation in 1998. The company's primary focus is on delivering advanced wireless monitoring and control solutions for many industries with emphasis on refrigerated transport, railroad, and specialty freight. The company's current solutions are improving the efficiency and operations of refrigerated trailers, trucks, containers, railcars, general-purpose railcars, bulk-transport trailers, barges, generators, compressors, and oil-field equipment. STSCM's operations center, also located in northern New Jersey, manages wireless equipment deployed worldwide including North America, Australia, Europe, the Middle East, and Africa. STSCM has become a successful leader in its marketplace by having developed the capability to define and specify solutions optimized for customers’ applications. The company provides vertically integrated technical resources including project management, engineering development, software, firmware, and hardware engineering and applications delivery using a highly qualified, experienced technical team. STSCM's solutions are flexible and adaptable for use by customers with information delivery accomplished using a variety of methods including internet, advanced...
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...BKAS3063 ACCOUNTING SYSTEM ANALYSIS & DESIGN ANSWER FOR TUTORIAL 3 There are several methods that systems analysts use to determine requirements for a proposed system. The requirements gathering techniques can be categorized into traditional, modern, or radical. The traditional requirements gathering techniques are interviews, questionnaires, , and documents analysis. The modern requirements determination techniques include Joint Application Design (JAD), group support systems, prototyping, and CASE tools. Business Process Reengineering (BPR) is a radical method for determining system requirements. Each of these approaches has advantages and disadvantages to system implementation and operation. 1. Briefly describe systems analysis and the major activities that occur during this phase of the systems development life cycle. (4 Marks) Answer: Systems analysis involves determining how the current information system functions and assess what users would like to see in a new system. Requirements determination, requirements structuring, and alternative generation and selection are the three primary systems analysis activities. 2. Describe THREE (3) traditional techniques for collecting information during analysis. When might one be better than another? (6 Marks) Answer: Traditional techniques for collecting requirements include interviewing individuals, interviewing groups, observing users, and document and procedure...
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...TQM Research Paper Introduction The past two decades have witnessed the rise and fall of countless short-lived fads. Some have attracted a flurry of book, articles, and seminars; others have been completely discredited. Businesses have realized that there is a need to restructure their business practices and become more customer-focused. All recent business approaches and techniques have generally aimed at improving performance, increasing profits, gaining market share, and most importantly satisfying the customer who has become more educated and more demanding than ever. In the last two decades two organizational development models have dominated the business world for a considerable period of time namely Total Quality Management (TQM) and Business Process Reengineering (BPR). Statement of Objective This paper aims to shed a novel light on the two most recent and prominent management approaches, namely TQM and BPR. In an attempt to examine the interaction between radical BPR and incremental TQM with respect to change management, I shall briefly discuss the two constructs and contemplate the roots and basic tenets that underlie each. BPR has been referred to in the literature as “the successor” of TQM and has been treated as an equal. I shall treat the similarities and common grounds among the two, as well as the differences between them. Next, I shall touch upon the weaknesses and highlights that distinguish each, and then move on to construct an integrated model in an...
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