...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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...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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...Business and Process Reengineering in the State of California, Department of Developmental Services Managerial Applications of Information Technology – MIS535 (ON) 13556 DeVry University, Keller Graduate School of Management Proposal Subject of Course Project: The subject of my course proposal focuses on the use of the four different databases used by the 21 regional centers and the Department of Developmental Services (DDS) to track payments to the regional centers who intern make payments to various vendors. The vendors are individuals, small businesses, or non-profit organizations who provide services to approved consumers on the behalf of the State of California. Having four databases that are not connected to one another obtain, enter, track, and edit the information is an inefficient use of time, people, and taxpayer’s dollars. As an auditor who has had to learn to navigate, manipulate, and generate data from these four databases in effort to analyze the information to determine if fraud has been committed, I can say that it is a tireless and cumbersome process that can definitely been improved. Business Problem Statement: The business process that I will be reengineering is how to gather all the vendor payment information for DDS’s approximately 30,000 vendors into one database on a cloud server. Name of the Organization: The State of California, Department of Developmental Services High Level Approach (es): Review and Analyze what type of Enterprise...
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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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...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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...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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...Process and Change Management and Risk Management [Name of the Writer] [Name of the Institution] Process and Change Management Introduction The underlying task has discussed the detailed information about the process and change management. The underlying topic has discussed the change management of the airport services. How the management of the airplane terminal administrations has changed and what are the effects of changing the administration of the air terminal administrations. A high extent of expensive air terminal operation administration disturbances can be followed back frequently ineffectively organized or deficiently controlled changes to the airplane terminal operation administration scene. These unsettling influences can come about today reliance of business procedures move from the IT huge expenses. This legitimizes interest in airplane terminal operation forms in which any adjustment as far as the requirements and advantages and will be tried for the conceivable negative impacts back and the obstruction can be lessened by taking proper measures to an adequate least. It is consequently the assignment of change managment to guarantee that institutionalized strategies and methods for the execution of changes exist and these are utilized effectively and reliably. The change administration procedure of each organization comprises of a few stages. These strides are important to take keeping in mind the end goal to change the administration. The change administration...
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...to hasten or improve the development process through: – Business process reengineering – Prototyping – Computer-aided software engineering (CASE) tools © 2012 UMT Advanced Accounting Information Systems 2 BUSINESS PROCESS REENGINEERING • Business process reengineering (BPR) is the analysis and redesign of business processes and information systems to achieve significant performance improvements. – Reduces a company to its essential business processes. – Reshapes organizational work practices and information flows to take advantage of technological advancements. © 2012 UMT Advanced Accounting Information Systems 3 BUSINESS PROCESS REENGINEERING • BPR: – Simplifies the system. – Makes it more effective. – Improves a company’s quality and service. • BPR software has been developed to help automate many BPR tasks. © 2012 UMT Advanced Accounting Information Systems 4 BUSINESS PROCESS REENGINEERING • Michael Hammer has set forth several principles that help organizations successfully reengineer business processes: - Organize around outcomes, not tasks. • DO AWAY WITH: Assigning different parts of a business process to different people, with the resulting handoffs, delays, and errors. INSTEAD: Each person’s job is designed around an objective, outcome, or process rather than a task needed to complete a process. • © 2012 UMT Advanced Accounting Information Systems 5 BUSINESS PROCESS REENGINEERING • Michael Hammer has set forth several...
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...How Process Enterprises Really Work Introduction James Champy, Michael Hammer, and others introduced the concept of Business Process Reengineering (BPR) in the early 1990’s. Both Hammer and Champy have authored several books on the subject since then as BPR became a hot buzzword. They now both lead separate consulting practices focusing on helping companies improve their processes. Steve Stanton, co-author of the article How Process Enterprises Really Work, works with Hammer at his consulting practice. Champy, Hammer, and other proponents of Business Process Reengineering envisioned it to be a “fundamental rethinking and radical redesign of business processes to achieve dramatic improvement in critical measures of performance” (Management Learning). According to Hammer, a process is “everything that transpires from the beginning – the point at which a customer or constituent requires something – to the point that a customer is satisfied with the results” (Harris 1999). A process enterprise is a business that takes the revolutionary concept of BPR and transforms their organization. In the article, How Process Enterprises Really Work, Hammer and Steve Stanton reiterate the importance of building a business around its core processes. They take a look at companies who have successfully applied BPR and became process enterprises, noted some of the obstacles these companies faced and how the obstacles were overcome, and reaffirmed the techniques for becoming...
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...Reengineering the corporation I once took a class at San Diego State University called Accounting 325: Intermediate Management and Tax Accounting. In this class I learned heaps of concepts that I will use the rest of my life. Also in this class was a really smart professor. He provided the opportunity for extra credit if one read and completed a book report on a book called Reengineering the Corporation: A Manifesto for Business Revolution. This book was written my Michael Hammer and James Champy. Inside the book are concepts such as re-designing a company’s processes, utilizing teams, and the enabling role of technology. Basically this book is a guide on how to run a successful and highly profitable business/corporation. This book report will briefly review such concepts and will highlight some of my favorite parts. The book starts off with its central thesis, “that corporations must undertake nothing less than a radical reinvention of how they do their work” (Acknowledgments). This outlines what the book is aiming to steer you at. Successful businesses must be able to “adapt quickly to changing market demands, lean enough to beat any competitor’s price, innovative enough to keep its products and services technologically fresh, and dedicated enough to deliver maximum quality and customer service” (p.9). This is a powerful statement. As powerful as it might be, it doesn’t automatically get you anywhere. To follow those rules above is a lot easier said than done. Also, it...
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...Reengineering San Antonio’s Identification Process Table of Contents I. Executive Summary II. Definition of Business Process Reengineering III. Brief Background. IV. Current Business Issues V. Proposed Solutions VI. Recommendations for the Executive Committee Executive Summary Obtaining a driver’s license is an important and exciting time for many young people. What’s not exciting as many have experiences is having to wait in line for hours just to obtain a copy of identification and have to wait four to six weeks to get the actual identification. Business Process Reengineering is used to redesign the way work is done to better support the organization's mission and reduce costs. Within the paper we focus on redesigning the process of the San Antonio identification office as a whole in order to achieve the greatest possible benefits to the organization and their customers. The Texas Department of Public Safety (TDPS) has been around for quite some time and has done things a certain way so implementing a change will not be the easiest task to accomplish. Their mission and goals are not only to protect and serve Texas but to combat terrorism, crime, enhance public safety and provide world class services. In recent reviews over an extended period the TDPS is face with an array of changes in service, funds, and security. The process in the way TDPS must do business is by reengineering identification process within its’ local office. This...
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...orders, because all product is made to meet actual orders – however, JIT is a very responsive method of production Advantage: Reduced setup time. Cutting setup time allows the company to reduce or eliminate inventory for "changeover" time. Small or individual piece lot sizes reduce lot delay inventories, which simplifies inventory flow and its management. Employees with multiple skills are used more efficiently. Having employees trained to work on different parts of the process allows companies to move workers where they are needed. Production scheduling and work hour consistency synchronized with demand. Increased emphasis on supplier relationships. Minimizes storage space needed. Smaller chance of inventory breaking/expiring Process Re- engineering The fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical modern measures of performance, such as cost, quality, service, and...
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