Haritha-Final Report

STUDY ON BUSINESS PROCESS RE ENGINEERING TO IMPROVE THE
PRODUCTIVITY WITH REFERENCE TO AN ORGANISATION
By
HARITHA D
Roll No. 1721MBA0176
Reg. No. 69017100007
A PROJECT REPORT
Submitted to the
FACULTY OF MANAGEMENT SCIENCES
in partial fulfillment for the award of the degree
of
MASTER OF BUSINESS ADMINISTRATION
in
OPERATIONS MANAGEMENT
CENTRE FOR DISTANCE EDUCATION

ANNA UNIVERSITY
CHENNAI 600 025
March, 2019
ii
BONAFIDE CERTIFICATE
Certified that the Project report titled “STUDY ON BUSINESS
PROCESS RE ENGINEERING TO IMPROVE THE PRODUCTIVITY WITH
REFERENECE TO AN ORGANISATION” is the bonafide work of MS.
HARITHA D, who carried out the work under my supervision. Certified further that
to the best of my knowledge the work reported herein does not form part of any other
project report or dissertation on the basis of which a degree or award was conferred
on an earlier occasion on this or any other candidate.
Signature of the Student Signature of the Guide
Name: HARITHA D Name: Dr. D.JAYAKUMAR
Roll No.: 1721MBA0176 Designation: Visiting professor
Reg. No.: 69017100007 Address: CEG, Chennai

iii
Certificate of Viva-voce-Examination
This is to certify that Mr. HARITHA D(Roll No. 1721MBA0176;
Register No. 69017100007) has been subjected to Viva-voce-Examination on
…………………… at …………….. at the College of Engineering Guindy (CEG),
Study Centre, Anna University, Chennai - 600 025.
Internal Examiner External Examiner
Name: Name:
Designation: Designation:
Address: Address:
Coordinator Study Centre
Name :
Designation :
Address :
Date:
iv
ABSTRACT
Management decided to find the cause of productivity loss. One of the major cause found by
them was time wastage. Hence they decided to work on this. They monitored were the time was
wasted and found that time was wasted due to lack of resources, errors, machinery default,
transportation and time wasted by employees. It was decide by the board to reduce the wastage.
On viewing the factors it was concluded that the time wastage by employees can be reduced with
limited amount of money. Hence it was analyzed and concluded that the time wastage was more
due to non productive activities and breaks taken by team members. The only way to monitor
employee data was through time sheets filled by employee, swipe in/out, biometry and pulse tool
but only employee presence can be monitored through these process.
Hence management decided to find a solution and decided to redesign the process. Business
Process Reengineering involves the radical redesign of core business processes to achieve
dramatic improvements in productivity, cycle times and quality. First, they redesign functional
organizations into cross-functional teams. Second, they use technology to improve data
dissemination and decision making. A tool which can be used by all process was designed and
managers were given permissions to use the tool and monitor the complete activities of team
members. The managers were selected because the complete process/projects are handled by
them, so they will be able to find exactly where the time wastage occurs and also they will
handle the data in secured way. Initially the redesigning was carried out in a team which has less
members. This was initially implemented in 2 projects and results were successful, after which it
was implemented in few more projects.
v
ACKNOWLEDGEMENT
I would like to thank a number of people who have helped and supported me in
completing my project work. At the outset, I am very grateful to theCoordinator, Centre for
Distance Education, College of Engineering Guindy (CEG), Anna University, Chennai - 25
for providing the encouragement andmotivation to take up this project.
I would also like to sincerely thank my guide Dr. D. JAYAKUMAR,

Visiting professor , CEG,Chennai for motivating, guiding and correcting me at every stepof the
way with great attention and care. He has always been very approachable and his guidance has
been a pivotal factor in helping me to complete this project.
Further, I would like to express my deep sense of gratitude to my company, which

helped me to know the complete process. Finally, I would also thank all my faculty members,
project reviewers without whom this project would have been a distant reality. Ialso extend my
heartfelt thanks to my parents and well-wishers.
HARITHA D
vi
TABLE OF CONTENTS
CHAPTER PAGE
NUMBER TITLE NUMBER
ABSTRACT iv
LIST OF TABLES viii
LIST OF FIGURES ix
1 INTRODUCTION
1.1 RESEARCH BACKGROUND 1
1.2 PROBLEM IDENTIFIED 5
1.3 NEED FOR THE STUDY 5
1.4 OBJECTIVES & SCOPE OF STUDY 6
1.5 SCOPE OF STUDY 7
1.6 DELIVERABLE 7
2 LITERATURE SURVEY
2.1 REVIEW OF LITERATURE 8
2.2 RESEARCH GAP 13
2.3 SUMMARY 13
3 METHODOLOGY
3.1 INTRODUCTION 14
3.2 DATA REQUIREMENT 19
3.3 RESEARCH INSTRUMENT 19
3.4 SAMPLING FRAMEWORK AND SAMPLING SIZE 20
3.5 LIMITATIONS 20
3.6 TOOLS FOR ANALYSIS 20
3.7 DATA PRESENTATION 23
vii
CHAPTER PAGE
NUMBER TITLE NUMBER
4 DATA ANALYSIS AND INTERPRETATION
4.1 DATA COLLECTED 24

4.2 DATA ANALYSIS, INTERPRETATION AND
INFERENCES 30
5 CONCLUSIONS
5.1 SUMMARY OF FINDINGS 44
5.2 SUGGESTIONS AND RECOMMENDATIONS 45
5.3 CONCLUSIONS 45
5.4 DIRECTIONS FOR FUTURE RESEARCH 45
APPENDIX 46
REFERENCES 48
viii
LIST OF TABLES
TABLE TITLE OF THE TABLE PAGE

NUMBER NUMBER
4.1.1 List of inactivity 26
4.1.2 Number of work items processed 29
4.1.3 Data before BPR 30
4.1.4 Data after BPR 30
4.2.1 Percentage analysis on time wastage causes productivity loss 31
4.2.2 Percentage analysis on breaks taken within time limit 31
4.2.3 Percentage analysis on accessing personal mails 32
4.2.4 Percentage analysis on accessing online websites 33
4.2.5 Percentage analysis on whether everyone knows complete process in team34
4.2.6 Percentage analysis on whether right people are recognized 34
4.2.7 Analysis on completion of tasks within SLA 35
Percentage analysis on monitoring system activities controls non 36

4.2.8 productive activities
4.2.9 Pareto analysis on time wasted before BPR 39
4.2.10 Time wasted after BPR 40

ix
4.2.11 Time wasted on breaks 41
LIST OF FIGURES
FIGURE TITLE OF THE FIGURE PAGE

NUMBER NUMBER
1.1.1 Logo of Sogeti 2
3.1.1 Stages in research process 16
3.1.2 Process in Allianz engagement 16
3.1.3 Stages undergone in research process 17
3.1.4 Support process 18
3.6.1 Cause and effect diagram 21
3.6.2 Decision tree 22
3.6.3 Pareto chart 22
4.2.1 Analysis on time wastage causes productivity loss 31
4.2.2 Analysis on breaks taken within time allotted 32
4.2.3 Analysis on usage of personal mails 32
4.2.4 Analysis on usage of non productive websites 33
Analysis on whether complete process is known by

4.2.5 team members 34
4.2.6 Analysis on rewards and recognition to right person 35
4.2.7 Analysis on completion of tasks within SLA 35

x
Analysis on monitoring system activities control non 36

4.2.8 productive activities
4.2.9 Analysis using Cause and effect diagram 37

xi
FIGURE TITLE OF THE FIGURE PAGE

NUMBER NUMBER
4.2.10 Decision tree analysis 38
4.2.11 Analysis using pareto chart 40
4.2.12 Time wastage on break 41
4.2.13 Chart of an engagement 42

1
CHAPTER 1
INTRODUCTION
1.1 RESEARCH BACKGROUND
The research topic namely “Study on Business Process Re engineering to improve the
Productivity with reference to an organisation” is a study conducted at Capgemini Technology
Services India Limited, Chennai. In this study researcher has analyzed that how utilization of
time(allocated working hours) correctly helps to improve the productivity. Monitoring the idle
time of employee, the time wasted by employees on breaks , involving themselves in online
activities and accessing applications which are not related to work helps to utilize the correct
timing and process the requests on time.
In all companies, attendance is calculated by swipe in swipe out, time sheets, biometric device
and smart location based time and attendance tracking system using android application. But the
time wasted by each employee is not monitored. Human resource work is to recruit the employee
as per requirement, deploy them at site, calculate the attendance based on their presence using
the above methods. But they are not strong or don’t have much idea about entire process and
work carried out by each project. Only Engagement and operations manager will have a clear
picture about the process. They used a tool called pulse which had details about employee login,
logout and shift timings. They were able to view time wastage but did not have data to speak
with team members. Hence our company decided to implement a tool which monitors each and
every activity performed by employees , hence designed a tool which monitors each and every
activity performed by employee and the activity report can be fetched by admin(i.e.Engagement
managers) from tool. With this report bi weekly meetings are conducted to reduce time wastage,
effective usage of time and improve the productivity. Hence usage of pulse by engagement
managers is redesigned and implemented a tool called prompt. This also helps to let the
managers know whether they are sharing any secured information to other companies as we were
given access to communicate with few companies related to work.
2
1.1.1 COMPANY PROFILE:
Capgemini SE is a french multinational professional services and business

consulting corporation headquartered in Paris, France. It provides IT services and is one of the
world's largest IT consulting, outsourcing and professional services companies with over
200,000 employees in over 40 countries,of whom nearly 100,000 are in India.
Capgemini Invent is Capgemini's premium management consulting and digital innovation brand.
Currently employing around 6,000 employees globally, Capgemini Invent was created in
September 2018 to encompass its old consulting brand, Capgemini Consulting, as well as other
recently acquired digital marketing agencies and innovation consultancies, including Fahrenheit
212, LiquidHub, Idean, Adaptive Lab, and Backelite, and is intended to provide end-to-end
digital transformation capabilities to CxOs of companies. Capgemini Invent is one of Europe's
biggest management consulting companies.
Sogeti is a wholly owned subsidiary of Capgemini Group. It is an information technology

consulting company specializing in technology and engineering staff augmentation services.
Sogeti developed the Test Management Approach
Figure 1.1.1 Logo of Sogeti
The Capgemini Group Executive Committee consists of 18 members. Paul Hermelin serves as
the Group Chairman and CEO. He joined Capgemini in 1993 and was appointed as its CEO in
2002. In May 2012, Hermelin became chairman and CEO of the Capgemini Group.He
succeeded Serge Kampf, who served as the Vice Chairman of the Board until his death on March
15, 2016.
3
Capgemini operates in 35+ countries worldwide. Locations are:
Africa
 Morocco
 South Africa
Americas
 Argentina
 Brazil
 Canada
 Chile
 Colombia
 Guatemela
 Mexico
 United States
Asia Pacific
 Australia
 China
 India
 Japan
 New Zealand
 Phillippines
 Singapore
 Taiwan
 Vietnam
Europe
 Austria
4
 Belgium
 Czech Republic
 Denmark
 Finland
 France
 Germany
 Hungary
 Italy
 Luxembourg
 Netherlands
 Norway
 Poland
 Portugal
 Romania
 Spain
 Sweden
 Switzerland
 United kingdom
Middle East
 United Arab Emirates
Capgemini Technology Services India Limited [CTSIL/Company] is a public limited Company

incorporated under the Indian Companies Act, 1956 having its registered office at No. 14, Rajiv
Gandhi Infotech Park, Hinjawadi Phase-III, MIDC-SEZ, Village Man, Taluka Mulshi, PUNE-
411 057, INDIA. The Company provides customized and packaged application development,
application maintenance outsourcing, business intelligence services and application re-
engineering through large offshore development centers in Bengaluru, Chennai, Pune, Mumbai
and Hyderabad
5
To meet its strategic objectives, the Company provides a range of services using appropriate
delivery models which are chosen to leverage its core competencies to deliver as per customer
needs. The Company provides these services in a variety of computing environments, using the
latest advancements in client/server architectures object oriented programming, distributed
databases and networking and communication technologies.
1.2 PROBLEM IDENTIFIED
There are three strategic business units. While investigating why there was productivity loss it
was identified that the service is not delivered on time and there were errors. The management
investigated why this occurred and found that was non productive works were carried out during
working hours and the process was done in haste at the end. Hence they worked out on the issue
and found a way to fix this. Office hours is 9 hours, in that one hour is allocated for break.
Managers from each team were asked to monitor the employee activities in a team. Managers
could see that lot of time were wasted on non productive works because of which the WIs were
not processed on time in financial sector which is the starting step , other process are also
delayed as starting step had a delay. When it comes to IT, support team tickets were not handled
on time. Hence it was concluded that utilization of time is one of the reason for client
dissatisfaction, SLA breach and non delivery of projects on time. Hence they decided to do
Business Process reengineering. Pulse is an application which was used to check the employee
presence but it does not have an option to monitor the activities of employees, hence they
decided to redesign the process.
1.3 NEED FOR THE STUDY
Business process reengineering involves redesign of existing process to achieve dramatic

improvements in productivity, cycle times and quality. Employee’s attendance and presence can
be monitored by different ways in an organization. Employee’s productivity was also calculated
based on that these days. Ideal time or the applications accessed by employees during work
cannot be monitored by using this. With the widespread adoption of computer technology in the
workplace, employees have access to vast resources, both internal to a company and through the
6
Internet. While computer applications have created many opportunities to improve productivity,
the prevalence of such computer applications has made it increasingly difficult to monitor
employee behavior. Historically, a manager could monitor productivity, as well as compliance
with policies and rules, through direct observation of work being per formed. Physical
observation is no longer effective, however, because, for example, many employees work from
home or from remote locations. Even where employees are physically present, it is not
convenient for a manager to monitor an employee's computer usage at all times. As a result, an
employee may covertly Surf the Internet, chat in Internet chat rooms, play computer games, or,
in worse cases, access forbidden files, violate company policies, or even commit crimes.
In order to calculate the ideal time, time wastage, productive and non productive works carried
out by employee, a tool is implemented, which captures all the work performed by employee in
the computer. Hence, if any non productive work is done or if the breaks are taken for a long
time employee can be questioned by the managers with the reports fetched from the tool which
shows the complete data of employee activity in computer. In subsequent meetings conducted by
managers of each department we could see drastic change in the output of the employee as time
is effectively used. Because of this productivity increases. Work given to employees are
completed on or before the SLA period which creates good impression among clients and leads
us to get new projects from same clients.
1.4 OBJECTIVES&SCOPE OF STUDY
1.4.1 PRIMARY OBJECTIVE
 To study how Business Process Reengineering helps Capgemini to increase the

productivity.
1.4.2 SECONDARY OBJECTIVES
 To reduce the idle time of employee in an organization and utilize the time effectively
which helps to complete the work on or before the deadline.
7
 To monitor the employee activity , categorize it as productive and non productive work
and avoid non productive activities carried by employees.
 To utilize the efficiency of the employee. and the productivity.
 To improve standard of the organization. and achieve client satisfaction.
To meet its strategic objectives, the Company provides a range of services using appropriate
delivery models which are chosen to leverage its core competencies to deliver as per customer
needs. The Company provides these services in a variety of computing environments, using
the latest advancements in client/server architectures object oriented programming, distributed
databases and networking and communication technologies.
1.5 SCOPE OF STUDY
Time wasted by team members in a project by doing non productive activities is measured and
the way to effectively utilize the time is analyzed.
1.6 DELIVERABLE
The outcome of the study will help to know how the redesign or changes made in business
process activities helps in avoiding the time wastage and how productivity gets improvised
which will also lead to achievement of client satisfaction.
8
CHAPTER 2
LITERATURE SURVEY
2.1 REVIEW OF LITERATURE:
Ashok Jagtap, T Q Quazi, Saraswati College of Engineering, Kharghar,Navi Mumbai in

study of Literature Review on Case study of Business Process Reengineering-Published in
International Journal of Advanced and Innovative Research (2278-7844) / # 106 / Volume 4
Issue 3
The business Process reengineering is a tool to achieve dramatic output for any business. The
main focus is controlling of the process related with time, where time has been more important
element to control the process. This paper has related to survey of a BPR tool used for dramatic
changes in the business[1]
Shermin Sultana1, Asma Enayet1 and Ishrat Jahan Mouri1 designed aA SMART,
LOCATION BASED TIME AND ATTENDANCE TRACKING sYSTEMUSING
ANDROID APPLICATIONpublished in International Journal of Computer Science,
Engineering and Information Technology (IJCSEIT), Vol. 5,No.1
Over the years the process of manual attendance has been carried out which is not only time
consuming but also provides erroneous result. Automated time and attendance monitoring
system provides many benefits to organizations. This reduces the need of pen and paper based
manual attendance tracking system. Following this thought, we have proposed a smart location
based time and attendance tracking system which is implemented on android mobile pplication
on smartphone reducing the need of additional biometric scanner device. The location of an
organization has a specific location, which can be determine by the GPS. Each employee’s
9
location can be determined by the GPS using smartphone. This location is defined as a key of
time and attendance tracking in our paper [2]
Eric John Anderholm, La Crosse, WI Webrid published METHODS AND SYSTEMS

FOR MONITORING USER, APPLICATION OR DEVICE ACTIVITY-United states
Methods and Systems are provided for capturing usage data from a user computer, processing a
Subset of Such data to form output, and offering access to Selective views of Such output, Such
as to assist a company's management in monitoring computer usage in a work environment. The
output may be processed and viewed according to Software appli cation, device, or Specified
user. The output, or a report generated the refrom, may be accessible in differing degrees to
individuals having appropriate levels of permission[3]
Majed Al-Mashari, Zahir Irani, Mohamed Zairi in the study of Business process
reengineering : a survey of international experience – Business Process management
Journal, vol 7 No 5
Despite the widespread adoption of business process re‐engineering (BPR), it has in many
cases repeatedly failed to deliver its promised results. The lack of integrated implementation
approach to exploiting BPR is seen as one of the important reasons amongst others, behind
BPR failures. Yet, a relative void in the literature remains the scarcity of suitable models and
frameworks that address the implementation issues surrounding BPR. This motivates the
presented study to attempt to provide a “frame of reference” with which current practices can
be re‐positioned. A survey was therefore designed to collect data from a sample of
organizations in the USA and Europe. The survey assesses the level of importance placed on
the essential elements of integrated BPR implementation. In doing so, the study was also able
to identify the level of maturity of BPR concepts within organisations. Empirical findings are
then discussed in the context of other studies [4]
Gary R. Skinner, Michael G. Lehman- TIME AND WORK TRACKER

10
Abstract: A method and system for automatically collecting and for analyzing information about
time and work performed on a computer includes the following elements: data collector means
for monitoring certain portions of a user's computer activity; data collector means for logging
into a log file those certain portions of a user's computer activity; data analyzer means for
determining, by means of user-defined rules, which portions of those certain portions of a user's
computer activity constitutes continuous work activities and how this work should be categorized
by project and task with project; and external interface means for building the rules defining
work. The data collector means for monitoring certain portions of a user's computer activity
includes a resident module, such as a TSR (terminate-and-stay-resident) module, which extends
the file system of the computer so that detailed records are kept of file activities. The data
collector means for monitoring certain portions of a user's computer activity includes means for
routing information about file activity to the data collection means and includes
means for tabulating and writing such information to a user's disk periodically. The data collector
means for monitoring certain portions of a user's computer activity includes means for routing
information about keyboard activity to the data collection means and includes means for
periodically tabulating and writing such information to a user's disk [5]
Work measurement in skilled labor environments:
As U.S. industries procure more high-skill labor to meet the need for custom goods and services,
reducing the cost and labor-time of such employees becomes absolutely essential for an
industry’s success. The high-skill labor needed to do custom work costs more than minimum
wage. Therefore, any reduction in labor-time spent turns into a significant cost savings for the
employer, a quicker response to the customer, and a greater capacity for work. Any improvement
plan to reduce the labor-time spent on a job must be checked to quantify the actual reduction.
Such a rapid and precise comparison demands a rapid and precise work measurement* tool. The
problem surfaces when an organization tries to find such a tool. The search often starts and stops
with a traditional time study*, more commonly known as the stopwatch and clipboard method.
Ever since the early 20th century, organizations have used this tool to time a manual labor
process. This report will discuss ways to decrease the chance of this failure so that the need for
11
custom work measurement can still be met. First, the report will specify barriers a traditional
time study faces in today’s custom, high-skill labor environment. After defining these barriers,
the best work measurement methods for addressing them will be discussed. The report will then
conclude with an easily referenced summary of these methods, so that an organization who
wishes to start a work measurement program can quickly choose the method that is best for their
situation. response to the customer, and a greater capacity for work [6]
Varun Grover ,Manoj K. Malhotra,Business process reengineering: A tutorial on the

concept, evolution, method, technology and application:
It is ironical that while much is being discussed about business process reengineering _BPR.
most companies are still searching for methods to better manage radical change. Academics are
studying the phenomenon but precious little has been published. Many basic questions remain
unanswered. What does reengineering involve? Are there methods for effectively accomplishing
BPR? Why is it so popular? Is there a logic behind reengineering? Is BPR fundamentally
different from old Taylorian approaches to industrial engineering based on task decomposition
and specialization? Is BPR the same as TQM ,restructuring, etc.? What is the relationship
between process redesign and organizational structures? How do we best plan, organize and
control BPR efforts? Under what conditions will BPR be most effective? Answers to these
questions are neither easy nor direct. However, this tutorial seeks to address them in a
systematic, comprehensive and unbiased manner. In doing so, the tutorial will attempt to
synthesize a variety of material from both practitioner and academic literature sourcesinto a
coherent pre´cis that defines and discusses BPR in a language palatable to both the manager and
the academic. A variety of frameworks will be presented to clarify the nature of the phenomenon
as prescribed _in theory. and as companies are learning about it _in practice.. The objective of
this tutorial is to inform rather than provide an academic discourse [7]
Michael J. Earl, Jeffrey L. Sampler & James E. Short published the topic Strategies for
Business Process Reengineering:Evidence from Field Studies on 11 th Dec 2015 in Journal of
Management Information Systems
12
This paper reports on early results from case study research into the relationship between
business process reengineering (BPR) and strategic planning. First a framework for analysis is
proposed based on the concept of alignment. This "process alignment model" comprises four
lenses of enquiry: process, strategy, information systems, and change management and control.
Four case studies are then described, selected from a wider sample to demonstrate variation
across the four domains. A taxonomy of strategies for BPR is derived from the case studies. This
taxonomy suggests a richer variety ofBPR practice than has been documented to date and
provides an opportunity and platform for further research [8]
Peter O’Neill, Amrik S. Sohal from Department of Management, Monash University, P.O.
Box 197, Caulfield East, Vic. 3145, Australia gave Business Process Reengineering A review
of recent literature
The purpose of this paper is to help demystify the confusion on Business Process Reengineering
(BPR). This is achieved through a review of the literature covering the period from the late
1980s to 1998. Articles published in the leading business journals and the more popular business
magazines were included in the review, as well as books published on the topic. The paper first
discusses the need for reengineering and then reviews the literature under the following
headings: definition of BPR, BPR tools and techniques, BPR and TQM co-existence,
understanding organizational processes, the reengineering challenge, and organisational redesign
using BPR. The review shows that considerable confusion exists as to exactly what constitutes
BPR. Authors place different emphasis on the definition of BPR and the many outcomes possible
with BPR. The paper concludes with suggestions for future research [9]
Mohsen Attaran from School of Business and Public Administration, California State
University, Bakersfield, 9001 Stockdale Highway,Bakersfield, CA 93311-1099, USA
presented a paper on the topic Exploring the relationship between information technology
and business process reengineering
13
This study examines a series of relationships between information technology (IT) and business
process reengineering (BPR).Specifically, it argues that those aspiring to do business process
reengineering must begin to apply the capabilities of information technology. This paper
provides a summary of IT roles in initiating and sustaining BPR and examines several companies
that have successfully applied IT to reengineering. The paper also addressees barriers to
successful implementation of reengineering and identifies critical factors for its success [10]
2.2 RESEARCH GAP:
The business Process reengineering is a tool to achieve dramatic output for any business. The
main focus is controlling of the process related with time, where time has been more important
element to control the process. In all the process/companies time wasted in breaks are alone
calculated but the time wasted during process or nonproductive works were not found and also
the work performed by employee in person are not monitored .
2.3 SUMMARY:
In this chapter detailed review has been discussed and it gives analysis on how Business
process re engineering helps the organization to increase the productivity and profit. The
following chapter describes methodology applied for this study.
14
CHAPTER 3
METHODOLOGY
3.1 INTRODUCTION
Research can be defined as “an activity that involves finding out, in a more or less systematic
way, things you did not know “Methodology is the philosophical framework within which the
research is conducted or the foundation upon . The framework which is associated with a
particular set of paradigmatic assumptions that we will use to conduct our research
3.1.1 EXPLORATORY RESEARCH
Exploratory research, as the name implies, intends merely to explore the research questions and
does not intend to offer final and conclusive solutions to existing problems. This type of research
is usually conducted to study a problem that has not been clearly defined yet.
In order to determine the nature of the problem, exploratory research is not intended to provide
conclusive evidence, but helps us to have a better understanding of the problem. When
conducting exploratory research, the researcher ought to be willing to change their direction as a
result of revelation of new data and new insights
Exploratory research design does not aim to provide the final and conclusive answers to the
research questions, but merely explores the research topic with varying levels of depth. It has
been noted that “exploratory research is the initial research, which forms the basis of more
conclusive research.”
Exploratory research “tends to tackle new problems on which little or no previous research has
been done Unstructured interviews are the most popular primary data collection method with
exploratory studies. Exploratory studies can potentially save time and other resources by
determining at the earlier stages the types of research that are worth pursuing The differences
between qualitative and quantitative research to the distinction between exploratory (qualitative)
and confirmatory (quantitative) analysis. When there is little theoretical support for a
phenomenon, it may be impossible to develop precise hypotheses, research questions, or
15
operational definitions. In such cases qualitative research is appropriate because it can be more
exploratory in nature
Exploratory research is characterized by its flexibility. When a problem is broad and not
specifically defined, the researchers use exploratory research as a beginning step. Exploratory
studies are a valuable means of understanding what is happening; to seek new insights; to ask
questions and to assess phenomenon in a new light
Exploratory research has the goal of formulating problems more precisely, clarifying concepts,
gathering explanations, gaining insight, eliminating impractical ideas and forming proposition.
Literature research, survey, focus group and case studies are usually used to carry out
exploratory research.
3.1.2 STAGES IN RESEARCH PROCESS
FORMULATING PROBLEMS
CLARIFYING CONCEPTS
GATHERING EXPLANATIONS
GAINING INSIGHT
IMPRACTICAL IDEAS
FORMING PROPOSITION
LITERATURE RESEARCH
FOCUS GROUP
CASE STUDIES
16
ANALYSIS
FINDINGS
Figure 3.1.1 Stages in research process
Business ProcessninCapgemini is SBU(Strategic Businees Unit ) into Three Internally
 Technology
 Consulting
 Outsourcing
This reengineering is carried out inside the organization. Here we will be studying about how the
internal changes made, help the organization to increase productivity. Below flow chart describes
about employees inside the organization providing internal support and internal employees
working for client.
There are 90 clients. I have taken 2 teams to explain the process in flowchart and the explanation
of how it helps is shown in the flow chart below.
Few engagements are Syngenta, Coca cola, FedEx, Allianz etc..etc..

Project/Engagement/Client support Process
ALLIANZ
Process
Good receipt
PO NON PO Indexing and posting
This process takes

AC FRANCE AC Tech(All AGCS(German) minimum 5 minutes
(10 members) countries) 20
employees 10 employees
17
Good receipt
Process
Indexing and posting
This process takes minimum 5

minutes
Figure 3.1.2 Process in Allianz engagement
Problems due to non productive works, long time

breaks, visiting client location and not coming on
shifts
Due to non productive works, long time breaks,

visiting client location, idle time and not coming on
shifts leads to SLA breach, not completing the
work on time and client satisfaction cannot be
achieved.
Reports can be fetched from database and gathering

employee and manager perspective.
Gaining insight about these issues
Giving ideas and implementing the tool in all

engagements
18
Productivity increases, time wastage reduction,

cycle time reduction , client satisfaction
Literature research
Collection of data
Case studies on business process reengineering

from journals and internet
Analysing the concept and data from previous

records .reports
Findings
Figure 3.1.3 Stages undergone in research process
PROCESS
Engagement system issues
Transition team
(decides whether to take into scope)
In scope Out of scope SDM of

engagements
Incident Management(30 Client side

employees) – Team in team
Chennai and Bangalore
19
P1- 2 hours
Incident Management Team P2- 4 hours
P3- 24 hours
P4- 48 hours
Problem Change management

management
Figure 3.1.4 Support process
3.2 DATA REQUIREMENT
 Primary data was collected by circulating questionnaires among different engagements to

understand their opinion on the scope and areas where the non productive works can be
avoided.
 Secondary data has been gathered from the organization by coordinating with project
managers and adminin order to analyze the work carried out by the employees, minimize
the time wasted on breaks, meetings, usage of chromes, involving in online activities,
accessing personal mails, time spent on unnecessary chats which helps to planhow to
optimize the productivity by maximum utilization of time.
3.3 RESEARCH INSTRUMENT
Research instrument are the instruments which is used for gathering or collecting
information. The research instrument that was used for Primary data collection is a
Questionnaire. The questionnaire circulated is provided in the Appendix.
20
Data will be collected from organization using the tool designed. Since 90 projects are there, a
single client and support team is selected and 3-4 months data will be fetched from database and
discussion with team manager is done, based on which the research is carried out.
3.4 SAMPLING FRAMEWORK AND SAMPLING SIZE

Stratified random sampling was used for data collection because user population was divided
into different strata. A total of 20 responses were collected from the survey.
3.5LIMITATIONS
 Out of 90 clients single project is taken, data collection and analysis is done for one
project.
3.6 TOOLS FOR ANALYSIS

Below tools are used for this project.
 Percentage Analysis
 Ishikawa diagram or Cause and effect diagram
 Decision tree
 Pareto analysis
3.6.1PERCENTAGE ANALYSIS
It is used to easily find relative differences in the data collected for the three tools.
This method is used for analysis of which tool is being used widely by the respondents and also
to determine the distribution of the number of projects in which the tool is used. The formula
used is given by below equation
21
3.6.2CAUSE AND EFFECT DIAGRAM
 A cause and effect diagram examines why something happened or might happen by
organizing potential causes into smaller categories. It can also be useful for showing
relationships between contributing factors. One of the Seven Basic Tools of Quality, it is
often referred to as a fishbone diagram or Ishikawa diagram.
 One of the reasons cause & effect diagrams are also called fishbone diagrams is because
the completed diagram ends up looking like a fish's skeleton with the fish head to the
right of the diagram and the bones branching off behind it to the left.
 Below figure shows the fishboneor Ishikawa or cause and effect diagram.
Figure 3.6.1 Cause and effect diagram
3.6.3 DECISION TREE
A decision tree is a decision support tool that uses a tree-like model of decisions and their
possible consequences, including chance event outcomes, resource costs, and utility. It is one
way to display an algorithm that only contains conditional control statements.Decision trees are
commonly used in operations research, specifically in decision analysis, to help identify a
strategy most likely to reach a goal.
22
Figure 3.6.2 Decision tree
3.6.4 PARETO ANALYSIS
Pareto Analysis is a statistical technique in decision-making used for the selection of a limited
number of tasks that produce significant overall effect. It uses the Pareto Principle (also known
as the 80/20 rule) the idea that by doing 20% of the work you can generate 80% of the benefit of
doing the entire job. Take quality improvement, for example, a vast majority of problems (80%)
are produced by a few key causes (20%). This technique is also called the vital few and the
trivial many
The Pareto Principle has many applications in quality control. It is the basis for the Pareto
diagram, one of the key tools used in total quality control and Six Sigma.
Figure 3.6.3 Pareto Chart

23
3.7 DATA PRESENTION

 Pareto chart has been used to show the extra minutes wasted on breaks which was the
highest wastage of measured among the non productive works carried by employees
 Line chart is used to show the time wastage.
 Pie chart to show percentage analysis, whose contribution is more in the engagement,
total engagements productivity chart.
24
CHAPTER 4
DATA ANALYSIS AND INTERPRETATION
4.1 DATA COLLECTED:
4.1.1 PRIMARY DATA
The questionnaire was prepared and the hard copy was circulated to all the
respondents for this study. Responses were collected over a period of two weeks. The entire
responses are available as hard copies. The respondents are selected from various departments
and with varying experience in their function. The summary of respondents is as below
 6 respondents from Support team

 4 respondents from Allianz engagement
 5 respondents from coca cola
 5 respondents from Syngenta.
Total of 20 users of varying experiences were surveyed and responses were collected.
4.1.2 SECONDARY DATA
Research is carried out based on the secondary data collected. Secondary data is collected from
the organization.
Below data is collected after BPR i.e after the tool implemented in the organization.
Below diagram shows how the tool works.
Below data shows the list of inactivities. In this the admin will be given rights to categorize the
productive and non productive works. In a project to give KT L2 level employee would be away
from the machine during that period skype will be away, those will be categorized as productive
25
as it is essential for the project where as if L1 is away that will be categorized as non productive
as he/she will not be given the privilege.
Type Task
Inactivit
y Outgoing Mail
Inactivit
y CAM Manually Cash Application
Inactivit
Inactivit
y Processing Non PO invoice
Inactivit
y Outgoing Mail
Inactivit
Inactivit
y Outgoing Mail
Inactivit
y Assistance to Other Teams
Inactivit
y Outgoing Mail
Inactivit
y Query handling
Inactivit
y Outgoing Mail
Inactivit
Inactivit
y Break
Inactivit
y Outgoing Mail
Inactivit
y Query handling
Inactivit
Inactivit
y Break
Inactivit
y Voluntary Separation (eNate submission)
Inactivit
y Break
Inactivit
y Customer Clearing
26
Inactivit
y Outgoing Mail
Inactivit
y Cash Application
Inactivit
y Customer Clearing
Inactivit
y Outgoing Mail
Inactivit
y Indexing in Instream Regular/ Rush Invoices
Inactivit
Inactivit
y Voluntary Separation (eNate submission)
Inactivit
y Outgoing Mail
Inactivit
Inactivit
y Break
Inactivit
Inactivit
y Transaction Audit(Per transaction)
Inactivit
Inactivit
y Query handling
Inactivit
y Transaction Audit(Per transaction)
Inactivit
y Outgoing Mail
Inactivit
Inactivit
y Weekly Payment
Inactivit
y Weekly Payment
Inactivit
y CO Local Collection
Inactivit
y Audit
Inactivit
y Email Query Solving/Query Handling – Major
27
Inactivit
y Training
Inactivit
y Weekly Payment
Inactivit
y Query handling
Inactivit
y Supervision
Inactivit
y Process PO Inv 3 way match
Inactivit Support Central workflow - Add supplier /Site with
y Bank
Inactivit
Inactivit
y Training
Inactivit
y Email Query Solving/Query Handling – Major
Inactivit
Inactivit
y Prepare Annual Budget file
Inactivit
Inactivit
y Supervision
Inactivit
y Training
Inactivit
y Daily Reports
Inactivit
Inactivit
y Indexing
Inactivit
y Supervision
Table 4.1.1 List of inactivity

There are around 90 clients in our company in which this is implemented in 30 projects.
Based on the project process the reports can be changed. Few engagements host all the work
inside this application , few engagements enable break calculation and non productive work
calculation, few engagements merges the process with tool to calculate the target achieved. Since
28
all engagements cannot be taken for demonstration, I have taken an engagement similar to
Allianz process and fetched the data.
Engageme mont yea valu value_class-

nts h r e Target
TSC 201 444
3 8 1 not_acceptable
201 444
3 8 2 target_value
201 498 close_monitori
3 8 3 ng
201 444
201 444
201 444
201 444
201 444
3 8 8 target_value
201 444
3 8 2 ng
201 445
201 445
201 445
3 8 3 target_value
201 445
3 8 4 target_value
201 445
3 8 9 ng
201 445
201 445
3 8 8 target_value
8 9
29

3 8 3 ng
201 446
201 446
201 446
201 446
3 8 4 target_value
201 446
201 446
3 8 6 target_value
201 446
201 446
3 8 6 ng
3 8 6 ng
201 447
201 447
3 8 2 target_value
201 447
3 8 3 target_value
201 447
3 8 4 target_value
201 447
201 447
3 8 6 target_value
201 447
201 447
201 447
3 8 9 target_value
3 8 7 ng
201 448
30
8 2
201 448
201 448
201 448
201 448
3 8 6 target_value
201 448
3 8 5 ng
201 448
201 449
201 449
201 449
201 449
201 449
201 449
3 8 1 ng
201 449
3 8 7 target_value
201 449
201 449
201 450
3 8 0 target_value
201 450
201 450
201 450
3 201 450 target_value
8 4
31
201 450
201 450
201 450
3 8 7 target_value
201 450
201 450
201 451
201 451
201 459
3 8 0 ng
201 456
201 444
201 432
201 473
201 483
201 454
3 8 6 ng
201 473
201 476
201 544
3 8 0 target_value
201 522
3 8 1 target_value
201 463
201 477
32
8 9
201 522
3 8 2 target_value
201 522
3 8 6 target_value
201 437
201 464
3 8 8 ng
201 530
3 8 2 target_value
201 481
201 492
3 8 9 ng
201 497
3 8 4 ng
3 8 3 ng
201 467
3 8 2 ng
201 535
3 8 0 target_value
201 485
201 511
3 8 8 target_value
201 492
3 8 7 ng
201 465
201 519
3 8 5 target_value
3 201 498 close_monitori
8 5 ng
33
201 496
201 526
3 8 9 target_value
201 493
201 496
201 494
201 495
Table 4.1.2 Number of Work items Processed
5450 is the target value. The value between 5000-5450 is acceptable as it can be achieved in 2
more days.
Values between 4980 and5000 are close monitoring.
Values below 4980 are not acceptable.
Below tabulation shows the data of 3 months before the implementation of the tool.
July(22
Non productive works days) August(23 days) September(20 days)
Break 2310 2415 2100
Usage of chrome 880 920 800
Online activities(Eshopping/ebilling) 120 150 120
Accessing personal mails 40 50 40
Table 4.1.3Data before BPR

Below tabulation shows the data of 3 months before the implementation of the tool.
October(23 November(20 December(21
Non productive works days) days) days)
Break 1610 1200 1155
Usage of chrome 460 200 105
Online
activities(Eshopping/ebilling) 230 0 0
Accessing personal mails 60 40 0
Table 4.1.4Data after BPR

34
4.2 DATA ANALYSIS, INTERPRETATION AND INFERENCES

4.2.1 PERCENTAGE ANALYSIS
The data for percentage analysis, the parameters for which study was performed
and the inferences derived from the analysis are presented in this section. Percentage analysis
was done for All the questions in the Questionnaire and the inference is identified for each of the
response.
4.2.1.1 PERCENTAGE ANALYSIS OF SURVEY
Data collected for each of the Questions in the Questionnaire were analyzed as below.
Q No 1:One of the major reason for productivity loss is time wastage
Strongly agree 8 40%

Agree 7 35%
Neutral 3 15%
Disagree 2 10%
Strongly disagree 0 0%
Total 20 100%
Table 4.2.1 Percentage analysis on time wastage causes productivity loss
Time wastage is major cause of produc-

tion loss
5% Strongly agree
15% 10% Agree
Neutral
Disagree
Strongly disagree
70%
Figure 4.2.1 Analysis on time wastage causes productivity loss

Inference
40% of respondents strongly feel and 35% of respondents feel that the time wastage is one of the
major cause.
Q No 2:Are you taking breaks within the time allotted
35

Agree 5 25%
Neutral 0 0%
Disagree 7 35%
Total 20 100%
Table 4.2.2 Percentage analysis on breaks taken within time limit
Exceeding break limits

5% Strongly agree
10%
Agree
15%
Neutral
Disagree
Strongly disagree
70%
Figure 4.2.2 Analysis on breaks taken within time allotted

Inference
25% of respondents strongly disagree and 35% of respondents disagree that they exceeding the
break limits
Q No 3 Are you using personal mails during your worktime

Agree 13 65%
Neutral 2 10%
Disagree 0 0%
Total 20 100%
Table 4.2.3 Percentage analysis on accessing personal mails

36
Accessing Personal mails

5%
10% Strongly agree
15% Agree
Neutral
Disagree
Strongly disagree
70%
Figure 4.2.3 Analysis on usage of personal mails
Inference
25% of respondents strongly agree and 65% of respondents agree that they are accessing
personal mails during working hours.
Q no 4 Do you use online websites for e-shopping, e-payment and surf other websites

Agree 10 50%
Neutral 6 30%
Disagree 2 10%
Total 20 100%
Table 4.2.4 Percentage analysis on accessing online websites

37
Figure 4.2.4 Analysis on usage of non productive websites
Inference
10% of respondents strongly agree and 50% of respondents agree that they are involved in
online activities not related to work.
Q no 5 Does everyone knows about complete process
Strongly agree 0 0%
Agree 8 40%
Neutral 2 10%
Disagree 3 15%
Total 20 100%
Table 4.2.5 Percentage analysis on whether everyone knows complete process in team
Table 4.2.5 Analysis on whether complete process is known by team members

Inference
38
35% of respondents strongly disagree and 15% of respondents disagree that they are accessing
personal mails during working hours
Q no 6 Is the right person given rewards and are they recognized

Agree 3 15%
Neutral 5 25%
Disagree 2 10%
Total 20 100%
Table 4.2.6 Percentage analysis on whether right people are recognized
Table 4.2.6 Analysis on rewards and recognition to right person
Inference
40% of respondents strongly disagree and 10% of respondents disagree that the rewards are
going to the right person in team.
Q no 7 Are you completing all the tasks without SLA breach

Agree 3 15%
Neutral 5 25%
Disagree 9 45%
Total 20 100%
Table 4.2.7Percentage analysis on completion of tasks within SLA

39
Task completion within SLA

5%
10% Strongly agree
15% Agree
Neutral
Disagree
Strongly disagree
70%
Figure 4.2.7 Analysis on completion of tasks within SLA
Inference
45% of respondents disagree that they are completing tasks within SLA and 25% of the
respondents were neutral.
Q no 8 If your system activities are completely monitored will you control non productive
activities
Strongly agree 1 5%
Agree 2 10%
Neutral 14 70%
Disagree 3 15%
Total 20 100%
Table 4.2.8 Percentage analysis on monitoring system activities controls non productive
activities
40
Monitoring system activities control non

productive activites
5% Strongly agree
15% 10% Agree
Neutral
Disagree
Strongly disagree
70%
Figure 4.2.8 Analysis on monitoring system activities control non productive activities
Inference
70% of respondents were neutral as they were not sure whether this will work out or not.
Post this survey organization decided to redesign the process and implemented tool to monitor
the activity of team members.
4.2.2CAUSE AND EFFECT DIAGRAM(OR)FISH BONE DIAGRAM(OR)ISHIKAWA

DIAGRAM
Cause and Effect Analysis is a technique that helps you identify all the likely causes of a
problem.The diagrams you create with this type of analysis are sometimes known as fishbone
diagrams, because they look like the skeleton of a fish. The technique was developed by
professor Ishikawa in the 1960s.
41
Figure 4.2.9 Analysis using Cause and effect diagram
In this case the major problem is productivity loss. When we tried to find the cause of it through
fish bone diagram, the major cause of it was wastage of time, proper KT was not given , SLA
breach etc. The above analysis gives clear picture of the causes. In order to sort out the problem
caused, we had gone for BPR where the result was great. The analysis is shown using pareto
chart.
42
4.2.3 DECISION TREE:
A decision tree is a decision support tool that uses a tree-like model of decisions and their
possible consequences, including chance event outcomes, resource costs, and utility. It is one
way to display an algorithm that only contains conditional control statements.
Figure 4.2.10 Decision tree analysis

43
INFERENCE:
From the decision tree it is inferred that increase in human resource and reduction on time
wastage are the main factors to be concentrated and worked upon. Increase in human resource
involves cost i.e salary should be given every month, but reducing time wastage involves
implementation cost alone. Hence this one is the best way to increase the productivity.
4.2.4 PARETO ANALYSIS
Pareto analysis is a formal technique useful where many possible courses of action are
competing for attention. In essence, the problem-solver estimates the benefit delivered by each
action, then selects a number of the most effective actions that deliver a total benefit reasonably
close to the maximal possible one
I have taken data of 3 months before carrying out business process reengingeening and afte
implementation of the this.
Pareto analysis is made, which is shown below.
Time was wasted on non productive activities. Below chart shows the time wasted clearly.
Engagement : Allianz- From July 2018 – September 2018(Before BPR)
Non Productive works July Aug Sept Time Time Cumulative Percentage
(22 (23 (20 wasted wasted
days) days) days) in before
mins BPR in
hours
Break 2310 2415 2100 6825 113.75 113.75 69%
Usage of Chrome 880 920 800 2600 43.333 157.083 95%
Online 120 150 120 390 6.5 163.583 99%
activities(shopping/ebilling)
Accessing personal mails 40 50 40 130 2.17 165.753 100%
165.75
3
Table 4.2.9 Pareto analysis on time wasted before BPR

44
Before BPR
113.75 95% 99% 100%
100 100%
80 69% 80%
60 60%
43.333
40 40%
% of tim wasted
20 20%
Time wasted
6.5 2.17
0 0%
Time wasted before BPR in

hours
Percentage
Non productive works
Figure 4.2.11 Analysis using Pareto chart
After the business process reengineering there was drastic change which is shown below
Engagement : Allianz- From July 2018 – September 2018(Before BPR)
Non Productive works Oct Nov Dec Time Time Cumulativ Percentage
(23 (20 (21 wasted wasted e
days) days) days) in before
mins BPR in
hours
Break 1610 1200 1155 3965 66.083 66.083 78%
Usage of Chrome 460 200 105 765 12.75 78.833 93%
Online activities 230 0 0 230 3.8333 82.6663 98%
(shopping/ebilling)
Accessing personal mails 60 40 0 100 1.667 84.3333 100%
84.3333
Table 4.2.10 Time wasted after BPR

45
INFERENCE:
From the above data it is inferred that165.753 hours were wasted by employees by doing non
productive activities. This is the data of single engagement.
After reengineering the process time wastage was bit reduced, in the upcoming months there was
a drastic change. Time wastage reduced to 84.3333
For few cases chrome will be used for analyzing those will be categorized as productive tasks by
admin while categorizing the work done.
Since the major cause of productivity loss is break below graph shows how BPR helped to
decrease time wastage
Month Time wastage

July(22 days) 2310
August(23 days) 2415
September(20 days) 2100
October(23 days) 1610
November(20 days) 1200
December(21 days) 1155
Table 4.2.11 Time wasted on breaks
Minutes wasted in break

3000
1500
Time wastage
0
) ) ) ) ) )
ys ys ys ys ys ys
da da da da da da
22 3 0 3 0 1
ly( st(2 er(2 er(2 er(2 er(2
Ju gu b b b b
Au tem O cto vem cem
p De
Se Working days in month No
Figure 4.2.12 Time wastage on break

46
For one month 3240 additional work items and invoices are processed after redesigning the
process. This is for single engagement. For 40 engagements the result will be 129600.
When it comes to support teams number of ticket resolution increased drastically for a day an
average of 360 tickets were processed. After implementation of this 420 were processed and
results were fantastic. Two more application came to us in scope and transition is going on.
Chart of an Engagement
Undefined
13% Away
18% Non Productive
works
2% Away
Non Productive works
Productive works
Undefined
Productive works
67%
Figure 4.2.13 Chart of an engagement
The above chart shows the complete engagement worked hours and the tasks done by them as a
whole.The undefined part is the task which is not been given any name or the task which is not
allocatedin any category by admin
Above chart is taken after BPR where the Away percentage and non productivity percentage is
reduced.
47
Work done by employee in one engagement

6000
5000
4000
Number of WI's processed
3000
2000
1000
0
ke c
ka
a
M s
ks
sw s
ex s
s
La k
bu v
u
tu
pk vi
ad
po l
k
h
20
ka r
e
e
ke
s
n
ek
tri
iva
sz
tro
ish
vit
als
rth
h
pr
ro
ng
lo
ro
va
sh
um
att
rit
slu
pa
slo
Lin
ka
ca
Sh
Sh
kr
ca
User ID
Figure 4.2.14 Work done

As the tool monitors all the activity performed , the report consists of the data like the work done
by employee. Before this implementation the organization doesn’t know the who has completed
the work and who did maximum tasks, where the employee who worked less were given rewards
and recognitions which also paved way for misunderstandings. After this implementation,
everything was monitored and the rewards were given to right person.
48
CHAPTER 5
CONCLUSIONS
5.1 SUMMARY OF FINDINGS
One of the major cause of productivity loss is time wastage .Effective utilization of time will
lead to productivity increase.
Conducting meeting without proper data will not create impact in teams. Proper tool or
methods should be used to monitor the activities of employees. With the biometric devices,
swipe in swipe out, smart location based time and attendance tracking and time sheets, only
employees presence and login/logout time is monitored. Time wasted during the process ,
time wasted by engaging themselves in non productive activity measured helps to increase
productivity.
HR department did not know the process followed by each employee.Tools existed were
used by HR department for employee management.
If existing yield is same or lesser than the target , then redesigning should be done to meet
the requirements and perform in an effective way.
Redesigning may not give positive results hence management decided to begin with single
team consisting of 30 members where the results were greater than the management’s
anticipation.Hence started implementing in rest of the team in financial sector across APAC
region. In this way it should be carried out step by step.
Business Process Reengineering in a correct way leads to success.
If team members have consciousness that they are been monitored by the person who is
strong in process, they will complete the work in a correct way and on time.
49
5.2 SUGGESTIONS AND RECOMMENDATIONS
 Redesigning a process should be started from the scratch. Each and every
departments activity should be noted , analysis should be made whether it will lead to
success.
 Time wastage involved on breaks and involving themselves in non productive works
can be reduced and production can be increased by utilizing the working hours.
 If Strong skilled person monitors- Errors can be reduced and on time delivery.
 Managing Security in an enterprise by detecting periodic intervals events that
correspond touser interactions with computers connected to a network of the
enterprise,Storing Such events in a data facility,organizing the events by user, by
computer and by eventtype.
5.3 CONCLUSION
The Study found that redesigning the business process in proper way helps organizations growth
and increases the productivity by reduction of time wastage . This will also help to achieve
client satisfaction and acquire new projects.Monitoring the activities of team members reduces
security breach and reduction in errors.
5.4 DIRECTIONS FOR FUTURE RESEARCH
The key requirement is that managers understand in detail the currentbusiness processes before
embarking on a BPR project.The application of IT can provide major improvementsin the
performance of business systems, and while considereda major part of the reengineering activity,
mustbe integrated with the needs of all stakeholders in mind. This tool is implemented only in
few sectors, this can be implemented in all departments for activity monitoring. Extra features
supporting the process can also be designed.
50
APPENDIX
SURVEY QUESTIONNAIRE
This survey is aimed at employees of Capgemini specialized in multiple domains at
different cadres to understand their views on productivity increase.
Name:
Organisation:
Department:
Designation:
51
By using the tool implemented we can monitor the following actions done by employee and
based on which the data is collected, time consumption by an employee and team as a whole has
been analyzed.
Screenshot Keystrokes Processes

recording logging monitoring
Email Chats/IM
Skype tracking
monitoring monitoring
Search
Websites Social network
keyword
tracking
Files and Encoded
Clipboard
folders network traffic
monitoring
The tool aggregates the following statistics: what applications were launched, what websites
were visited, and how much time these actions took in both – absolute and relative terms. This
will help you to analyze the real work time of your employees.
Report Work time

Invisible mode
generation control
Actions blocking:
It is possible to block or allow websites, applications and USB-devices by adding them

to blacklists or whitelists.
USB-
Website Application
devices
blocking blocking
blocking
52
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reengineering : a survey of international experience – Business Process management Journal, vol
7 No 5 , 2005
[10] Mohsen Attaran from School of Business and Public Administration, California State
University, Bakersfield, 9001 Stockdale Highway,Bakersfield, CA 93311-1099,
USA(2004)presented a paper on the topic Exploring the relationship between information
technology and business process reengineering
[11] Varun Grover ,Manoj K. Malhotra,Business process reengineering: A tutorial on the

concept, evolution, method, technology and application.
Peter O’Neill, Amrik S. Sohal from Department of Management, Monash University, P.O. Box
197, Caulfield East, Vic. 3145, Australia gave Business Process Reengineering A review of
recent literature.
[12] Michael J. Earl, Jeffrey L. Sampler & James E. Short published the topic Strategies for
Business Process Re engineering: Evidence from Field Studies on 11 th Dec 2015 in Journal of
Management Information Systems

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STUDY ON BUSINESS PROCESS RE ENGINEERING TO IMPROVE THE

PRODUCTIVITY WITH REFERENCE TO AN ORGANISATION

Roll No. 1721MBA0176

Reg. No. 69017100007

FACULTY OF MANAGEMENT SCIENCES

in partial fulfillment for the award of the degree

MASTER OF BUSINESS ADMINISTRATION

CENTRE FOR DISTANCE EDUCATION

Certified that the Project report titled “STUDY ON BUSINESS

PROCESS RE ENGINEERING TO IMPROVE THE PRODUCTIVITY WITH

REFERENECE TO AN ORGANISATION” is the bonafide work of MS.

on an earlier occasion on this or any other candidate.

Signature of the Student Signature of the Guide

Name: HARITHA D Name: Dr. D.JAYAKUMAR

Roll No.: 1721MBA0176 Designation: Visiting professor

Reg. No.: 69017100007 Address: CEG, Chennai

This is to certify that Mr. HARITHA D(Roll No. 1721MBA0176;

Register No. 69017100007) has been subjected to Viva-voce-Examination on

…………………… at …………….. at the College of Engineering Guindy (CEG),

Study Centre, Anna University, Chennai - 600 025.

Internal Examiner External Examiner

Coordinator Study Centre

I would also like to sincerely thank my guide Dr. D. JAYAKUMAR,

Further, I would like to express my deep sense of gratitude to my company, which

4 DATA ANALYSIS AND INTERPRETATION

4.1 DATA COLLECTED 24

5.1 SUMMARY OF FINDINGS 44

5.2 SUGGESTIONS AND RECOMMENDATIONS 45

5.4 DIRECTIONS FOR FUTURE RESEARCH 45

TABLE TITLE OF THE TABLE PAGE

4.1.1 List of inactivity 26

4.1.2 Number of work items processed 29

4.1.3 Data before BPR 30

4.1.4 Data after BPR 30

4.2.1 Percentage analysis on time wastage causes productivity loss 31

4.2.2 Percentage analysis on breaks taken within time limit 31

4.2.3 Percentage analysis on accessing personal mails 32

4.2.4 Percentage analysis on accessing online websites 33

4.2.5 Percentage analysis on whether everyone knows complete process in team34

4.2.6 Percentage analysis on whether right people are recognized 34

4.2.7 Analysis on completion of tasks within SLA 35

Percentage analysis on monitoring system activities controls non 36

4.2.9 Pareto analysis on time wasted before BPR 39

4.2.10 Time wasted after BPR 40

4.2.11 Time wasted on breaks 41

FIGURE TITLE OF THE FIGURE PAGE

1.1.1 Logo of Sogeti 2

3.1.1 Stages in research process 16

3.1.2 Process in Allianz engagement 16

3.1.3 Stages undergone in research process 17

3.1.4 Support process 18

3.6.1 Cause and effect diagram 21

3.6.2 Decision tree 22

3.6.3 Pareto chart 22

4.2.1 Analysis on time wastage causes productivity loss 31

4.2.2 Analysis on breaks taken within time allotted 32

4.2.3 Analysis on usage of personal mails 32

4.2.4 Analysis on usage of non productive websites 33

Analysis on whether complete process is known by

4.2.6 Analysis on rewards and recognition to right person 35

4.2.7 Analysis on completion of tasks within SLA 35

Analysis on monitoring system activities control non 36

4.2.9 Analysis using Cause and effect diagram 37