UNI

TTI
TLE:
BUSI
NESSPROCESSESREENGI
NEERI
NG
UNITCODE: DBM 632
Relat i
onshi pt oOccupat ional Standar ds:
Thisuni tcov erst heuni tst andar d
Durat i
onofUni t:
CREDI THOURS:
UnitDescr ipt i
on
Theuni tisint endedt oequi pt hel earnerwi t ht henecessar yknowl edge,skil
lsand
compet enci est obeabl et oi dentify,impr ov eandsust ainef fecti
veandef fi
cient
organi zati
onal processesf orbusi nesssust ai nabi l
ity.
Summar yofLear ni
ngOut comes
Byt heendoft heuni t,thel earnershoul dbeabl et o:
1.Demonst rat eunder standi ngoft hebasi cconcept sinmoder nbusinesspr ocessesand
howt heycanbei mpr ov ed.
2.Di scusst hehi storyofBPRandi tsjust ifi
cat i
oni nt hemoder nbusinesses.
3.Demonst rat ethev ar iousenabl er sofBPRasappl iedint hemanuf act
uringindust r
y.
4.Descr i
bet hev ariousmet hodologi esusedt oi mpl ementBPRandhowBPRi sintegrat
ed
withot hert echnol ogi es
5.Rel atethei mpactofor gani zati
onal redesi gnusi ngBPRt oitsov er
all
per f
ormance
6.Expl ainthev ariousf act orst hatpr omot eorhi ndert hei mpactofBPRi nor ganizati
ons
7.Anal yzet heemer gingi ssuesi nBPRandt heirimpactonbusi nessorganizati
ons
17
LearningOut come Cont ent SuggestedAssessmentMet
hod
Question&Answer
1.Demonst r ateunder st andi ngof 1.I ntroduct iont oBusi ness Demonst rat
ions
thebasi cconcept si nmoder n Processes Observati
ons
businesspr ocesses. Def initionofkeyt erms
Dimensi onsofBusi ness
processes
CommonBusi nesspr ocessesi n
organi zat ions
Ov er viewofBusi nesspr ocess
Reengi neer ing
BPRandRel evantTechnol ogi
es
Reengi neer i
ngVsot her
progr ammes
Differ encesbet weenBPRand
ProcessSi mpl i
fi
cation
Differ encesbet weenBPRand
TQM
Differ encesbet weenBPRand
Cont i
nuousI mpr ovement
Differ encebet ween
Reengi neer ingandRedesi gn
Busi nesspr ocessI mpr ov ement
 Quest
ion&Answer
2.Discussthehi
stor
yofBPRand 2.I
ntroductionBPR Demonstr
ati
ons
i
tsjustif
icat
ioni
nthemoder
n HistoryofBPR Obser
vati
ons
businesses. BasicsofBPR
TheNeedf orReengineer
ing
BenefitsofBPR
RolesofLeaderandManager
BPRgui dingprinci
ples
BPRandPer formance
I
mpr ovement
My thsaboutBPR
WhatBPRi sn’t

Questi
on&Answer
3.Demonstr
atethevar
ious 3.BPRi ntheManuf acturi
ng Demonst rati
ons
enabl
ersofBPRasappliedi
nthe I
ndustry Observations
manufact
uri
ngindust
ry. EnablersofBPRi n GroupCl assassi
gnment
Manufacturing CaseSt udies
Agil
eManuf acturing
Leanmanuf acturing
JustinTi me( JIT)
Coll
aborat i
vemanuf actur
ing
Int
ell
igentmanuf acturi
ng
ProductionPl anning
ProductDesi gnand
Devel
opment
SupplyChai nManagement

4.LeanManuf act
uri
ngandthe
Envi
ronment
Defini
ti
onofleanManufactur
ing
Histor
yofleanManufactur
ing

Importanceofl eanManuf act

uring
Velocityandpr oduct i
vity
ProductQual ity
Wast einl eanMet hods
Toolsandmet hodsusedi nLeanI mpl
ementati
on
Kaizenr apidimpr ovementpr ocess
Totalpr oducti
v eMai ntenance
Cell
ularManuf acturi
ng/ onepieceproduct
ionsystems
JustinTi me| product i
onSy st
ems/ Kanban
SixSigma
Pre-Product i
onPl anning
Leanpr oduct i
onSuppl i
erNetwor ks
Stepsinl eanmanuf acturingI
mpl ementat
ion
Shortcomi ngsofapur el eani
mpr ovementprocess
 Quest
ion&Answer
4.Descr i
bethevari
ous 5.BPRandI T Demonstrati
ons
met hodologi
esusedto Relat
ionshipbetweenBPRand Obser
vati
ons
i
mpl ementBPRandhowBPRi
s I
T CaseStudies
i
nt egr
atedwi t
hother RolesofITi nReengi
neer i
ng
technologies Enablesnewpr ocesses
ITtoolshelpfacil
i
tat
epr oject
Management
Helpswor kclosel
ytogether
Helpsintegrat
ebusinesses
BPRTool sandTechni ques
FutureroleofITin
Reengineeri
ng

6.BPRI mplement ation

Methodol ogy
Reasonsf orImpl ement ationof
BPR
BPRMet hodology
Necessar yatt
r i
but esofBPR
Methodol ogy
Diff
er entBPRMet hodologi es
Hammer /ChampyMet hodol y
Dav enpor tMet hodol ogy
Manganel li
/KlevinMet hodol ogy
KodakMet hodol ogy
Compar i
sonofv ariousBPR
methodol ogies
BPRTeam Char act er
isti
cs
Keyconcept sofBPR
Diff
er entPhasesofBPR
BPRModel
BPRMet hodologysel ection
Guidelines
Impl ement ati
onofBPR
Stepsofpr ocessReengi neer i
ng

Quest
ion&Answer
7.Organi zati
onalRedesi
gnusi ng Demonst rati
ons
Rel
atet
hei
mpactof BPR Obser
vati
ons
or
gani
zat
ional
redesi
gnusi
ng ImpactofBPRonor ganizat
ional CaseStudies
BPRtoi
tsover
allper
for
mance perf
or mance
Perfor mancemeasur esofBPR
BPRpr ojectmanagement
ThreadsofBPRi nvari
ous
Phases
Ini
tiation
Acqui siti
on
Impl ement at
ion
Sust ainmentandcont i
nuous
i
mpr ov ement
6.Expl
ainthevar
iousf
actor
sthatpromot
eorhi
nder 8.SuccessFact orsofBPR
theimpactofBPRinorgani
zat
ions Reengi neeri
ngSuccessFact or
s
TopmanagementSponsor ship
Execut i
v eLeader ship
StrategicAlignment
Businesscasef orChange
ProvenMet hodol ogy
Changemanagement
LineOwner ship
ProcessOwner ship
Criti
cal Successf actorsofBPR
Reasonsf orBPRpr ojectSuccessorFai
l
ure
Reengi neeri
ngDr iv
escausemanychanges

9.Managi ngBar ri
er sinBPRSuccess
Pot enti
alPr ojectI mpl ement ati
onSuccess
RisksAssoci at edwi t
hBPRpr ojects
BPRBar ri
er s
Har dImpl ement ationbar r
ier
s
SoftI mplement ationbar ri
ers
CommonAr easgener atingbarrierstoBPR
I
mpl ement at i
on
Peopl erelatedcauses
Projectrelatedcauses
Busi nessr el
at edcauses
Env ir
onmentr el atedcauses
RootCauseofi nt ernalindivi
dual Resi
stance
Af ramewor kf orBar ri
ermanagement
Projectmanagement
Barr i
ermanagement
Ident i
fyRootcauses
7.Anal
yzet
heemergi
ngissuesinBPRandt
hei
r 10.
i
mpactonbusi
nessorgani
zati
ons

Suggest edDel i
veryMet hods
ClassLect ur es
Groupdi scussi ons
Jour nalAr ticleanaly si
sandpr esent at
ion
Casest udyanal ysis
RecommendedResour ces
1.Dei ,E.(2015) .Assessingt hecausesofempl oyee
resist ancet ochangei nt hei mpl ement ati
onof
Busi nesspr ocesses.Muni ch: GRINVer l
ag.
2.Ng’ ang’a, R.&Kahut hu, A.N.( 2013) .Ther ol
eof
manager si nbusi nesspr ocessesRe
Engi neer i
ng:AHRper spect ive.Ber l
in: LAP
Publ ishing.
3.Ri ngi m, K.J.&Lawan, A.( 2012) .BPR, I
nformati
on
Technol ogycapabi lit
yandor ganizational
Perfor mance:i mpactofbusi nesspr ocessRe-
engineer i
ngf actors&i nformat i
on
Technol ogycapabi lit
yonNi ger i
abankper formance.
Berlin: LAPLAMBERTAcademi c
Publ ishing.
4.Saxena, S.( 2020) Busi
. nesspr ocessRe-
engineer i
ng-PostCOVI D–19.NewYor k:The
Nativ eTr ibe.
5.Tasew, E.&Kumar ,P.(2018) .Busi nesspr ocess
Re-engi neeringandempl oy eesper f
or mance:
AcaseofAssosaUni versity.Ber l
i
n: LAPLAMBERT
Academi c.Publ i
shing.