BPR True False

2017-19

1. The functional structure support business process end to end –

2. The focus of BPR is to introduce small, specific changes to business processes –
3. Sometimes BPR is needed to increase quality –
4. BPR is search for & the implementation of minor change in Business Process –
5. In a reengineering company a larger structure is needed to organize the workers more effectively –
6. Process orientation organizes companies around their processes –
 2018-20
1. A reengineering company tend to give its workers more power to make decisions and higher responsibilities –
2. The functional structure support business process end to end –
3. Sometimes BPR is needed to lower costs –
4. BPR is the same as TQM – FALSE
5. BPR is search for & the implementation of radical change in business process –
6. In a reengineering company a larger structure is needed to organize the workers more effectively –

Short Notes (2017-19)

What are the disadvantages of Functional View?
Disadvantages of Functional View are –
1. It will lead to poor communication and coordination across functional units.
2. There will be lack of understanding across departments.
3. They focus more on their own goals and neglect the overall company objectives.
4. Slow to react in response to environmental changes.
5. Communication in organizations with Functional View can be rigid.
6. The specialization will lead to a narrow viewpoint and lack of overall perspective.

What is meant by SIPOC?

A SIPOC diagram is a tool used by a team to identify all relevant elements of a process improvement project before
work begins. It helps define a complex project that may not be well scoped, and is typically employed at the Measure
phase of the Six Sigma DMAIC (Define, Measure, Analyze, Improve, Control) methodology.

OR

SIPOC diagram is a Six Sigma tool used for documenting business processes. The word SIPOC stands for Suppliers,
Inputs, Process, Outputs, and Customers which form the columns of the diagram. SIPOC diagram visually documents
a business process from beginning to end. Because the diagram doesn’t contain much detail about the process, it is
often called a high-level process map.

How do you classify business process? Elaborate

Business processes can be classified into –

1. Core processes - which have direct interface with external customer

Core processes include Customer acquisition and retention ,product development, operations, logistics etc
2. Supportive processes - which support core processes and have internal customers

Supportive processes include Finance, HR Admin, IT etc

3. Outsourced processes - which could be sub contracted or outsourced

Call centers, BPO, 3rd Party – Suppliers of child parts.

4. Collaborative processes - which span across companies which collaborate to achieve a joint objective

Compaq, Microsoft, Oracle, SAP, CISCO form virtual organization to offer Enterprise Solutions.
 What is process mapping?

 Process mapping is a method to graphically describe the steps that make up a process.
 It consists of a set of tools that enable us to systematically document, analyze, improve, and redesign a
process.
 It is the first step of Business process Reengineering.
The process map is a tool that graphically shows the inputs, actions and outputs of a process in a clear, step-by-step
map of the process. This is tollgate # 3 of Define in the DMAIC. The purpose of process mapping is to help team
members and others within the process to understand the process.
What is Lean Six Sigma?
Lean Six Sigma is a team-focused managerial approach that seeks to improve performance by eliminating waste and
defects. It combines Six Sigma methods and tools and the lean manufacturing/lean enterprise philosophy, striving to
eliminate waste of physical resources, time, effort and talent while assuring quality in production and organizational
processes. Simply put, under the tenets of Lean Six Sigma any use of resources that doesn't create  value for the end
customer is considered a waste and should be eliminated.
OR
Lean Six Sigma is a fact-based, data-driven philosophy of improvement that values defect
prevention over defect detection. It drives customer satisfaction and bottom-line results
by reducing variation, waste, and cycle time, while promoting the use of work
standardization and flow, thereby creating a competitive advantage. It applies anywhere
variation and waste exist, and every employee should be involved.

Short Notes (2018-20)

What are the advantages of process view?

State Little’s Law and its applications?

Little’s Law is a theorem that determines the average number of items in a stationary queuing system based on
the average waiting time of an item within a system and the average number of items arriving at the system per
unit of time.

Little’s Law can only be used in queuing systems. Almost any queuing system and even any sub-system (think
about the single teller in a supermarket) can be assessed using the law. In addition, the theorem can be applied
in different fields, from running a small coffee shop to the maintenance of the operations of a military airbase.

Average inventory: (I) =Throughput (R) x Average Flow Time(T), I=RxT

State principles and rules of reengineering?

Rules/Guidelines –
• Extensive information exchange, data redundancy and re-keying of data points to arbitrary fragmentation of
a natural process
• Large investment in inventory, buffers and other assets indicates that the existing process is unable to cope
up with uncertainty
• High proportion of checking, control and progress monitoring implies too much fragmentation of the process
• Inadequate feedback in the process results in excessive rework and iteration
• Increase in complexity of operations, exceptions and special cases also indicate the need for simplifying the
process by revisiting the process fundamentals
Principles -

• Organize around outcomes, not tasks.

• Have those who use the output of the process perform the process.
• Merge information-processing work into the real work that produces the information.
• Treat geographically dispersed resources as though they were centralized.
• Link parallel activities instead of integrating their results.
• Put the decision point where the work is performed, and build control into the process.
• Capture information once and at the source.
BPR vs TQM?

OR