...REENGINEERING WORK Many companies in U.S still don’t use the concept of reengineering accurately. This happens because they somehow lack in terms of analyzing their current business strategy and implement the new Information Technology which doesn’t support the current situation and they end up with failures. Many of the companies started before the advent of computers and their systems, processes and organizational structures are very different from today’s era. Even form the past decade or so consumer demands for the goods and services has also grown on much higher scale. So for the companies to enhance their performance they should reengineer their business processes and to get a competitive advantage they must closely look at their processes that are existing. Reengineering refers to rethinking and redesigning i.e. finding new and innovative ways of making business processes to accomplish improvements in the areas of cost, speed, quality and Service. The top companies that are considered in this case are Ford and Mutual benefit Life. Both these companies have reengineered their process and have achieved competitive advantage by doing so. Ford analyzed their processes at every department to optimize their costs and resources with improving on quality and service. They found that they need to look into accounts payable department to improvise its productivity and optimize the cost and resources. In their existing system employees spent most of their time in mismatches and...
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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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...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 to as TQM or continuous improvement, means programs and initiatives, which emphasize incremental improvement in work processes, and outputs over an open-ended period of time. In contrast, reengineering, also known as business process redesign or process innovation, refers to prudent initiatives intended to achieve radically redesigned and improved work processes in a specific time frame. In...
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...Running header: THE BROADWAY CAFE Lloyd Wayne Murphy Reengineering: The Broadway Café Strayer University Professor Eve Yeates WINTER CIS 500 March 10, 2012 Abstract A customary coffee lovers rendezvous in the heart of academia stands The Broadway Café arose established in 1952, by my grandfather neighboring the open campus of the University of Texas (UT), Austin, Texas, and my grandfather in his last will and testament rendered the ownership of café as a bequest to me upon his passing. The eatery had under his stewardship presented its clientele with a repertoire of superlative cuisine, exotic beverages over the years, as well as a rendering of an assortment of specialty coffees, teas, and a complete bakery, offering a plethora of pastries, assorted sandwiches, salads, and potages. The issue stands as to whether the eatery can arise to stand as a financial windfall or fall into a financial dilemma. However, my grandfather possessed exceptional expertise in operating the eatery, the eatery’s nontechnological business operations remain today in the same manner as they did in 1952. Consequently, the eatery had incurred a progressive decline of five years of clientele. The eatery possesses no computers: the eatery’s orders take place by hand, or maintain a Web site: thus, consequently, the marketing occurred via the eatery’s clientele. The eatery’s promotion coupons occurred via pamphlets and newspaper clip outs, the eatery’s payroll, and inventory tracking...
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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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...The Concept of Program Reengineering Analyze four (4) policy choices of Mayor Schell that were made as part of the strategy for the homeless. Answer In December 1995, the King County Community Homelessness Advisory Committee articulated particular strategies to address the homelessness concerns which were (1) creation of a regional homeless services network, (2) Proactive homelessness prevention, (3) client follow-up and continued support for transition into permanent housing, and (4) direct resources to assistant clients of underserved populations such as single men, and homeless families. These strategies were collective collaboration from the King County Community Homelessness Advisory Committee work to address the ongoing concerns with the homeless population within the county. The need to improve the homeless problem was great, and lead to collaborative and collective agreements with local and state officials to resolve the on-going problem. Analyze the Pre-Implementation and Design Strategies of Mayor Schell and interpret four (4) practical outcomes of his choices. Answer “On June 2nd, 1998, Mayor Paul Schell spoke to the press about the needs of homeless families, women and children. He asked for the City Council’s support in providing “immediate emergency assistance to homeless families and single women, a critical step in providing lasting housing solutions for these families and individuals” (The Electronic Hallway, 2012). The pre-implementation and design...
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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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...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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...Agenda • Why 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 ...
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...creating an economy of industries that are tightly interlinked. As an industry's scope expands, activities are developed to coordinate cross-industry interactions. In many cases, an industry's integrative activities are more profitable than its traditional operations because of the critical nature of the functions provided and the power gained by coordinating these activities. This paper introduces strategic reeingineering as a framework for understanding an industry in terms of its processes and value-added chains. This internal macro-process perspective on an industry's operations creates new strategic issues to address how industries and companies will operate as a set of integrated value chains. In this paper, the strategic reengineering industry framework is applied to major product segments of the air transportation industry: airports, airlines, aircraft, maintenance, and components. A strategic reeingineering model is developed that identifies the interrelationships among the product...
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...A Case of Reengineering Gone Bad and the Suggested Changes to Make it Successful Hospitals are currently operating under major change with recent legislation. These major changes are creating a need for reengineering. Successful reengineering is determined by a processes improvement that results in better quality, speed, use of resources, and customer satisfaction. The reengineering will require defining how goals can best be met with new processes, rather than how old processes worked in the past (Kinsel & Miller, 1998). Many times a consultant is used in the reengineering process. Advising the client of all aspects of the process is vital to ensure a successful conclusion when you are the consultant. In the process of reengineering for an organization, there are seven rules to be followed for a productive implementation to occur. These seven principles are according to Michael Hammer, the pioneer of reengineering (Chase, Aquilano & Jacobs, 2006). My current employer recently went through a reengineering process in my department that has not been successful thus far. In this reengineering, the case cart room and responsibilities was removed from the Sterile Processing department and assigned to the Material Management department. If during this process, all seven steps were followed, then the outcome might have been better. The first rule of organizing around outcomes, not tasks, was not followed in my opinion. The outcome of this change resulted in slower response...
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...Reengineering in insurance Introduction Reengineering is always a painstaking process that is very taxing both mentally and physically. This is irrespective of the organization undergoing reengineering. Working with an insurance company, a service provision industry comes with expectation as the alignment of the goals of the organization with service provision in order to provide competitive products in the market. Clarification and assessment of the organization’s context (competitive strategies and objectives) The insurance company has known its fair share of success despite the numerous challenges on its path. This success has been safeguarded by its core objectives and the competitive strategies put in place. As a business, the company has its objective as profit maximization through increasing the sales and minimizing the wastage. Profit maximization could only be attained through coming up with responsive products and intensive sales. The products have been designed with the particular need to be catered for in mind and not the other way. Core business processes In the attainment of the goals and objectives of the organization, various fundamental processes have been undertaken. These are actually the stones on which the success of the organization is built. They include the following-: Product development- this process has a bearing on the success of the organization as it determines how responsive the organization is seen to be to the demands...
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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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...| The Concept of Program Reengineering | Modern Public Administration PAD 500 | Professor William Roberts | Torrence J. Bellamy | 2/25/2012 | | The Concept of Program Reengineering The case study of Mayor Schell’s Zero Homeless Family Strategy discusses the homeless problem in Seattle, Washington (King County) and the strategies used to address the problem. Mayor starts his term off with a dramatic pledge that there would be no homeless families with children or any homeless single women on the streets of Seattle by Christmas of that year (some six months from date of pledge). The pledge itself might easily be viewed as a political move to provide a “quick-fix” solution to a very complex and long-standing problem. While Mayor Schell’s policy choices in this matter had some success, they were met with scrutiny and counter proposals by homeless advocacy groups and city financial managers. This paper provides an analysis of the mayor’s policy choices, analysis of the pre-implementation and design strategies, as well as discussion of steps taken to reengineer the program. It also addresses the importance of conducting proper assessments before implementing new programs. The policy choices related to Mayor Schell’s plan to address homelessness include: targeting homeless families with children and single women for “immediate emergency assistance”; focus on creating affordable housing; expanding shelter and/or emergency housing availability; and providing...
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...Homelessness is a social issue caused from a variety of changes within the socio-cultural make up of society. These include mental illness, deinstitutionalization, and changes in the family make up, economics, violence, and personal crisis. Homelessness is not a local issue; instead, it is an international public health crisis that costs billions of dollars in tax dollars, and social issues, not to mention healthcare and public health issues. In King County (Seattle, Washington area), statistics indicate that there may be as many as 10,000 individuals living daily without adequate food and shelter. Most statistics, in fact show there are about 8,000 to 10,000 individuals living in Seattles King County without shelter each and every night (Heim, 2009). In fact, in the larger range of King County, many of the homeless have chronic health conditions to include diabetes, cardiovascular disease, and mental health issues. Many of these issues are based on alcohol and substance abuse. At least 25% of the homeless have some form of mental illness. Many have developmental disabilities, and at least 10% have HIV (Ten-Year Plan, 2011). Analyze four (4) policy choices of Mayor Schell that were made as part of the strategy for the homeless. There were numerous options that Mayor Paul Schell could have used to address the issue of homelessness in Greater Seattle. For instance, the King County Community Homelessness Advisory Council had already developed strategies that Schell could...
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