MANAGEMENT

INFORMATION
SYSTEM
ASSIGNMENT
SUBMITTED BY – AARUSHI
BBA SEMESTER-3
SECTION – A
2019334006
SUBMITTED TO- ZAKIR HUSSAIN SIR
 BUSINESS PROCESS RE-ENGINEERING
BUSINESS PROCESS RE-ENGINEERING is the radical redesign of business
processes to achieve dramatic improvements in critical aspects like
quality, output, cost, service and speed. BPR aims at cutting down
enterprise costs and process redundancies on a very huge scale.

Business Process involves discovering how business processes currently

operate, hot to redesign these processes to eliminate the wasted or
redundant effort and improve efficiency, and how to implement the
process changes to gain competitiveness.

Business models are developed as defining either the current

state of the process, or a concept of what the process should
become. By studying the difference between the current and
target business state, known as a gap, the business analysts can
determine if the existing business process and information
systems are sound and only need minor modifications. Business
process modeling and subsequent analysis can be used to
fundamentally reshape the way and enterprise conducts its
operations.

CURRENT DESIRED
STATE STATE

KEY STEPS TP BRIDGE GAP

ACTION
PLAN
Five steps of Business Process Re-engineering
(BPR)

MAP THE CURRENT STATE

OF BUSINESS PROCESSES

ANSLYZE THEM AND FIND

ANY PROCESS GAPS AND
DISCONNECTS

LOOK FOR IMPROVEMENT

AND OPPORTUNITIES AND
VALIDATE THEM

DESIGN A CUTTING-EDGE
FUTURE STATE PROCESS MAP

IMPLEMENT FUTURE STATE

CHANGES AND BE MINDFUL
OF DEPENDENCIES
BUSINESS PROCESS RE-ENGINEERING IN APPAREL
MANUFACTURING.
Process improvement (also called business process re-
engineering) is a systematic approach to improving a process. It’s
a way to find out and then resolve the problems that affect the
productivity and efficiency of a process. It is the systematic effort
to understand every aspect of a process in order to reduce rework,
variation and needless complexity. 
A business process is a series of actions which are repeatedly
performed to transform inputs into outputs. Inputs come from a
supplier of the process, and outputs go to the customer of the
process. The outcome (benefit) is the degree to which outputs
meet the needs and expectations of the customer.

PROCESS / COST CENTER MATRIX

STEP-1

The first step Process/Cost centre matrix will chart out which all
cost centers (departments) every process involves (encompasses).
For example merchandising has various processes like fit sample
making, fit sample approval, lab dip making, lab dip approval,
Pre-production sample making, etc. Each of these processes can
be further divided into micro processes till a clear association with
department is established.
 STEP2-
MAPING THE PROCESS

A flow chart of activities involved within the process should be

clearly depicted. Care should be taken that it is neither too little
detailed (so that it doesn’t offer enough details to analyze them
further), nor too much detailed (so that it becomes unperceivable
for the analysts). The key activities and decisions should be
identified and represented. 

STEP 3-
ANALYZING THE PROCESS

During the analysis of the process, some important questions need to be

pondered upon.
 Is the flow of activities in the process logical?
 Are there any steps which need to be introduced?
 Are there any steps due to absence of which problems are being
encountered?
 Are there any steps which can be eliminated?
 Does the step add value to the process?
 Does any waste occur at this step?
 Could the time to perform the step be shortened?
 Could the cost to perform the step be reduced?
 Could few steps be combined?

BRAINSTORMING TECHNIQUE CAN BE USED HERE

Brainstorming is a group technique used to generate a free flow of ideas
quickly in a group of people and it may be used in a variety of situations.
Each member of the group is encouraged to put forward his or her idea with
regard to the problem being considered. All kinds of ideas are welcomed
and no criticism or evaluation occurs during brainstorming. All ideas are
recorded for subsequent analysis. The process of idea generation continues
until no further ideas are forthcoming. Brainstorming increases the chance
of getting an innovative solution to a problem being encountered while
running a process. It can be used to identify the problem areas and the
areas for improvement, to design solutions to problems and to develop
action plans.

STEP -4
REDESIGNING THE PROCESS

The detailed, step-by-step analysis of the process will provide some insights
into the entire process. Using these insights and information the process
should be redesigned. Thus, we can say that process improvement is
basically a method of solving problems. If there is an apparent or lateral
problem, the processes involved need to be analyzed in detail so that they
can be improved, leading to the solution to the problem. For example, if
buyers have been rejecting the samples one after another citing different
issues, there is definitely a problem in the process of making the samples. A
detailed analysis of each steps of the process would help identify the
sampling team where the problem lies. Once the problem areas are
identified, they can be corrected, thus redesigning the problem.

Conclusion
After re-designing the process the process/cost centre matrix is developed
again to see which department is involved in which process and accordingly
the information can be used for calculating departmental workload.