Naval Surface Warfare Center, Crane Division:
Implementing Business Process Reengineering Recommendations

Introduction for the case

Naval Warfare Center at Crane Division case shows a major effort to make a reengineering process that change areas of vision, goal setting, methodology, and involved different levels of management, and communication. After board of directors approve the BPR process, it will reduce operating expenditures by fifty percentage; however, for many of them since to be radical and unnecessary, explaining that is hard to get use to the new system. During the case was well explained that a delay to find IT specialists during the reengineering process will increase the time pressure to design and implement the IT changes.

BPR team objectives

BPR project manager: Bob Matthews, and Deputy Executive Director: Bill Kaiser were the major responsible for the process. Goals setting and the identification of financial processes, reducing costs, increasing efficiency, and satisfying customer requests were very accurate.

The implementation of different tools such as IDEF was an excellent key at the beginning of the process. The team found valuable information from different departments that later help them to create the As Is model.

Procedural oriented techniques and As I model implementation at Wealf ware center
Ending with the construction of the To Be processes, which its main purpose was to save around three million after the IT system were implemented. Main goals for the team were to build an integrated and centralized financial system, to standardize work processes, define responsibilities, and to improve employee accountability. All of these changes will improve efficiency, lower costs, and enhance customer satisfaction.

Problems after the implementation

One of the most important inconvenient during the process were