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BPR - PNB

BPR - PNB

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Published by Pravah Shukla
BUsiness Process Reengineering
BUsiness Process Reengineering

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Published by: Pravah Shukla on Jun 28, 2010
Copyright:Attribution Non-commercial

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10/25/2012

 
INDEX
Introduction: ........................................................................................................................................... 2Company Profile: ..................................................................................................................................... 2Reason for BPR Initiative: ........................................................................................................................ 5Scope and Time Frame: ........................................................................................................................... 5Team Involved: ........................................................................................................................................ 6Project Design: ........................................................................................................................................ 6Supporting tools and techniques: ............................................................................................................ 8Impact of the project"as is: and "to be": ................................................................................................ 11Conclusion and Recommendations: ....................................................................................................... 11Bibliography: ......................................................................................................................................... 12
 
Introduction:
Business process reengineering (BPR) is the analysis and redesign of workflow within andbetween enterprises. BPR reached its heyday in the early 1990's when Michael Hammer andJames Champy published their best-selling book, "Reengineering the Corporation". The authorspromoted the idea that sometimes radical redesign and reorganization of an enterprise (wipingthe slate clean) was necessary to lower costs and increase quality of service and that informationtechnology was the key enabler for that radical change. Hammer and Champy felt that the designof workflow in most large corporations was based on assumptions about technology, people, andorganizational goals that were no longer valid. They suggested seven principles of reengineeringto streamline the work process and thereby achieve significant levels of improvement in quality,time management, and cost:1. Organize around outcomes, not tasks.2. Identify all the processes in an organization and prioritize them in order of redesign urgency.3. Integrate information processing work into the real work that produces the information.4. Treat geographically dispersed resources as though they were centralized.5. Link parallel activities in the workflow instead of just integrating their results.6. Put the decision point where the work is performed, and build control into the process.7. Capture information once and at the source.By the mid-1990's, BPR gained the reputation of being a nice way of saying "downsizing."According to Hammer, lack of sustained management commitment and leadership, unrealisticscope and expectations, and resistance to change prompted management to abandon the conceptof BPR and embrace the next new methodology, enterprise resource planning (ERP).
Company Profile:
 
With over 56 million satisfied customers and 5002 offices, PNB has continued to retain itsleadership position amongst the nationalized banks. The bank enjoys strong fundamentals, largefranchise value and good brand image. Besides being ranked as one of India's top service brands,PNB has remained fully committed to its guiding principles of sound and prudent banking. Apartfrom offering banking products, the bank has also entered the credit card & debit card business;bullion business; life and non-life insurance business; Gold coins & asset management business,etc.Since its humble beginning in 1895 with the distinction of being the first Indian bank to havebeen started with Indian capital, PNB has achieved significant growth in business which at theend of March 2010 amounted to Rs 435931 crore. Today, with assets of more than Rs 2,96,633crore, PNB is ranked as the 3rd largest bank in the country (after SBI and ICICI Bank) and hasthe 2nd largest network of branches (5002 offices including 5 overseas branches ).During the FY2009-10, with 40.85% share of CASA deposits, the bank achieved a net profit of Rs 3905 crore.Bank has a strong capital base with capital adequacy ratio of 14.16% as on Mar’10 as per BaselII with Tier I and Tier II capital ratio at 9.15% and 5.01% respectively. As on March’10, theBank has the Gross and Net NPA ratio of 1.71% and 0.53% respectively. During the FY 2009-10, its’ ratio of Priority Sector Credit to Adjusted Net Bank Credit at 40.5% & Agriculture Creditto Adjusted Net Bank Credit at 19.7% was also higher than the stipulated requirement of 40% &18%.The Bank has maintained its stake holder’s interest by posting an improved NIM of 3.57% inMar’10 (3.52% Mar’09) and a Return on Assets of 1.44% (1.39% Mar’09). The Earning perShare improved to Rs 123.98 (Rs 98.03 Mar’09) while the Book value per share improved to Rs514.77 (Rs 416.74 Mar’09)Punjab National Bank continues to maintain its frontline position in the Indian banking industry.In particular, the bank has retained its NUMBER ONE position among the nationalized banks interms of number of branches, Deposit, Advances, total Business, Assets, Operating and Netprofit in the year 2009-10. The impressive operational and financial performance has beenbrought about by Bank’s focus on customer based business with thrust on CASA deposits,Retail, SME & Agri Advances and with more inclusive approach to banking; better asset liabilitymanagement; improved margin management, thrust on recovery and increased efficiency in coreoperations of the Bank. The performance highlights of the bank in terms of business and profitare shown below:Rs in CroreParameters Mar'08 Mar'09 Mar'10 CAGR(%)Operating Profit 4006 5744 7326 22.29Net Profit 2049 3091 3905 23.98

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