This action might not be possible to undo. Are you sure you want to continue?
PROJECT BY: NAMES
RAHUL GATHANI RAGHAV IYENGAR SIDDHARTH PARYANI HEERAL SHAH FORUM THAKKER
18 20 33 40 53
Sr. No. Topic
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 Introduction Overview History Development After 1995 The Role Of Information Technology Research And Methodology Critics The Impact Of Bpr On Organizational Performance How To Implement A Bpr Project? Tools To Support Bpr Scenarios 8 Steps To Re-Engineering Process Success How Does “Bpr” Differ From “Tqm”? The Issues Interview With Silverline Logistics Pvt. Ltd. Conclusion Acknowledgement & Bibliography
for example." Finally a description of BPR relative to other process-oriented views. service. DEFINITION “Business process re-engineering is the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical modern measures of performance. such as cost. human. the actual process design activity. Business process re-engineering is also known as business process redesign. such as Total Quality Management (TQM) and Just-in-time (JIT). as stated: "Today firms must seek not fractional. especially the continuous improvement or TQM movement." Additionally. According to Davenport (1990) a business process is a set of logically related tasks performed to achieve a defined business outcome. but multiplicative levels of improvement – 10x rather than 10%." " Business process Re-engineering encompasses the envisioning of new work strategies. and organizational dimensions. groupware and collaborative systems. and the implementation of the change in all its complex technological. and speed. the major difference between BPR and other approaches to organization development (OD). many recent management information systems developments aim to integrate a wide number of business functions. Enterprise resource planning. or business process change management.INTRODUCTION Business process re-engineering is the analysis and design of workflows and processes within an organization. Human Resource Management Systems and customer relationship management. has become popular because of the desire to re-engineer separate functional tasks into complete cross-functional processes. business transformation. knowledge management systems. Also. quality. The cross-functional team. supply chain management. Re-engineering is the basis for many recent developments in management. was found and stated: .
and four major areas can be identified as being subjected to change in BPR . rather than supporting existing business functions.e.interrelated activities aiming at creating a value added output to a customer . It escalates the efforts of JIT and TQM to make process orientation a strategic tool and a core competence of the organization. although a close relative. motivation and reward systems. strategy.where a process view is used as common framework for considering these dimensions. Technology is concerned with the use of computer systems and other forms of communication technology in the business. it was used for increasing organizational efficiency. While IT traditionally has been used for supporting the existing business functions. The people / human resources dimension deals with aspects such as education. For being able to reap the achievable benefits fully. Business strategy is the primary driver of BPR initiatives and the other dimensions are governed by strategy's encompassing role. customer focus. the use of information technology (IT) is conceived as a major contributing factor." In order to achieve the major improvements BPR is seeking for. BPR derives its existence from different disciplines."Business Process Reengineering. technology. The concept of business processes . the change of structural organizational variables. and patterns of collaboration within and between organizations. These processes are characterized by a number of attributes: Process ownership. In BPR. value adding. and uses the specific techniques within the JIT and TQM ”toolboxes” as enablers. information technology is generally considered as playing a role as enabler of new forms of organizing and collaborating. . and other ways of managing and performing work is often considered as being insufficient.organization. training. The approach can be graphically depicted by a modification of "Leavitt’s diamond". BPR concentrates on core business processes. and cross-functionality. while broadening the process vision. and people . it now plays a role as enabler of new organizational forms. i. seeks radical rather than merely continuous improvement.is the basic underlying idea of BPR.
Business Process Re-engineering (BPR) is basically the fundamental re-thinking and radical re-design. made to an organization's existing resources. Reengineering starts with a high-level assessment of the organization's mission. Leading organizations are becoming bolder in using this technology to support innovative business processes. rather than refining current ways of doing work. A key stimulus for reengineering has been the continuing development and deployment of sophisticated information systems and networks. It is an approach for redesigning the way work is done to better support the organization's mission and reduce costs. and customer needs. It is more than just business improvising. such as "Does our mission need to be redefined? Are our strategic goals aligned with our mission? Who are our customers?" An organization may find that it is operating on questionable assumptions. strategic goals. Reengineering guidance and relationship of Mission and Work Processes to Information Technology. Basic questions are asked.OVERVIEW Business process re-engineering (BPR) began as a private sector technique to help organizations fundamentally rethink how they do their work in order to dramatically improve customer service. and become world-class competitors. cut operational costs. particularly in terms of the wants and needs of .
such as cost. service. Only after the organization rethinks what it should be doing. Re-engineering maintains that optimizing the performance of sub-processes can result in some benefits. re-engineering focuses on the organization's business processes—the steps and procedures that govern how resources are used to create products and services that meet the needs of particular customers or markets. For that reason. Re-engineering recognizes that an organization's business processes are usually fragmented into sub processes and tasks that are carried out by several specialized functional areas within the organization. Often. As a structured ordering of work steps across time and place. no one is responsible for the overall performance of the entire process. Within the framework of this basic assessment of mission and goals. and improved. does it go on to decide how best to do it. This drive for realizing dramatic improvements by fundamentally re-thinking how the organization's work should be done distinguishes re-engineering from process improvement efforts that focus on functional or incremental improvement. quality. re-engineering focuses on re-designing the process as a whole in order to achieve the greatest possible benefits to the organization and their customers. It can also be completely redesigned or eliminated altogether.its customers. modelled. and redesigns an organization's core business processes with the aim of achieving dramatic improvements in critical performance measures. and speed. measured. analyzes. a business process can be decomposed into specific activities. . but cannot yield dramatic improvements if the process itself is fundamentally inefficient and outmoded. Re-engineering identifies.
published an article in the Harvard Business Review. major reductions of the work force. i. and a rebirth of Taylorism under a different label.e. and this work should be removed. the critics were fast to claim that BPR was a way to dehumanize the work place. increase managerial control. were accepting and advocating BPR as a new tool for (re-)achieving success in a dynamic world. were dedicated to BPR. and to justify downsizing. Davenport and J. not accelerated through automation. a former professor of computer science at the Massachusetts Institute of Technology (MIT). which were striving for renewed competitiveness. and more specifically information technology. and many consulting firms embarked on this trend and developed BPR methods. However. Short in 1990. at that time a member of the Ernst & Young research centre. Hammer's claim was simple: Most of the work being done does not add any value for customers. to unbiasedly review a company’s business processes. A similar idea was advocated by Thomas H. books as well as journal articles. During the following years. This statement implicitly accused managers of having focused on the wrong issues. in a paper published in the Sloan Management Review.HISTORY In 1990. while minimizing the consumption of resources required for delivering their product or service. has been used primarily for automating existing processes rather than using it as an enabler for making non-value adding work obsolete. Even well established management thinkers. a fast growing number of publications. Michael Hammer. . was rapidly adopted by a huge number of firms. This idea. their inability to satisfy customer needs. in which he claimed that the major challenge for managers is to obliterate non-value adding work. rather than using technology for automating it. Instead. such as Peter Drucker and Tom Peters. companies should reconsider their processes in order to maximize customer value. and their insufficient cost structure. namely that technology in general. which they had lost due to the market entrance of foreign competitors.
but also by the study Made in America. or to have plans to do so. reengineering was adopted at an accelerating pace and by 1993.Despite this critique. but is typically performed in a less radical way as originally proposed. More recently. the concept of Business Process Management (BPM) has gained major attention in the corporate world and can be considered as a successor to the BPR wave of the 1990s. coupled with abuses and misuses of the concept by others. DEVELOPMENT AFTER 1995 With the publication of critiques in 1995 and 1996 by some of the early BPR proponents. conducted by MIT. . that showed how companies in many US industries had lagged behind their foreign counterparts in terms of competitiveness. This trend was fuelled by the fast adoption of BPR by the consulting industry. considering business processes as a starting point for business analysis and redesign has become a widely accepted approach and is a standard part of the change methodology portfolio. began to wane. Equivalently to the critique brought forward against BPR.S. time-tomarket and productivity. as it is evenly driven by a striving for process efficiency supported by information technology. Since then. BPM is now accused of focusing on technology and disregarding the people aspects of change. as many as 65% of the Fortune 500 companies claimed to either have initiated reengineering efforts. the reengineering fervour in the U.
positioned their solutions as vehicles for business process redesign and improvement. allowing organizations to be centralized and decentralized at the same time. It is considered by some as a major enabler for new forms of working and collaborating within an organization and across organizational borders. Interactive videodisk. allowing on-the-fly planning and revisioning. In the mid 1990s. to get in immediate contact with potential buyers. Decision-support tools. allowing things to tell where they are. instead of requiring to be found. especially workflow management systems were considered as a significant contributor to improved process efficiency. . such as SAP. making information available at many places. Expert systems. Also ERP (Enterprise Resource Planning) vendors. High performance computing. JD Edwards. Telecommunication networks. allowing field personnel to work office independent. Automatic identification and tracking. allowing decision-making to be a part of everybody's job. Early BPR literature identified several so called disruptive technologies that were supposed to challenge traditional wisdom about how work should be performed. Shared databases. PeopleSoft.THE ROLE OF INFORMATION TECHNOLOGY Information technology (IT) has historically played an important role in the reengineering concept. Oracle. Wireless data communication and portable computers. allowing generalists to perform specialist tasks.
exemplified for pharmaceutical R&D: 1. Simplified schematic outline of using a business process approach. as opposed to an IT-centric. some BPR practitioners advocated a change in emphasis to a customer-centric. the early methodologies that were rooted in IT-centric BPR solutions share many of the same basic principles and elements. removal of non-value adding tasks Benefiting from lessons learned from the early adopters. One such methodology. Re-structuring and streamlining activities.RESEARCH AND METHODOLOGY Although the labels and steps differ slightly. methodology. Structural organization with functional units 2. Introduction of New Product Development as cross-functional process 3. Roberts also stressed the use of change management tools to . The following outline is one such model. was described by Lon Roberts (1994). based on the PRLC (Process Reengineering Life Cycle) approach developed by Guha. that also incorporated a Risk and Impact Assessment to account for the impact that BPR can have on jobs and operations.
According to Eliyahu M. There was considerable hype surrounding the introduction of Reengineering the Corporation (partially due to the fact that the authors of the book reportedly bought numbers of copies to promote it to the top of bestseller lists). Reengineering assumes the need to start the process of performance improvement with a "clean slate. and stimulating it. The main reasons seem to be that: Reengineering assumes that the factor that limits an organization's performance is the ineffectiveness of its processes (which may or may not be true) and offers no means of validating that assumption. he was in fact reengineering. Goldratt (and his Theory of Constraints) reengineering does not provide an effective way to focus improvement efforts on the organization's constraint. This reputation is not altogether unwarranted. reengineering has not always lived up to its expectations. which for Reengineering peaked between 1993 and 1996 (Ponzi and Koenig 2002). CRITICS Reengineering has earned a bad reputation because such projects have often resulted in massive layoffs.proactively address resistance to change—a factor linked to the demise of many reengineering initiatives that looked good on the drawing board. when Henry Ford implemented the assembly line in 1908. They argue that Reengineering was in fact nothing new (as e. radically changing the way of thinking in an organization). Reduce delays. Dubois (2002) highlights the value of signalling terms as Reengineering. Centralize data.e. At . Combine similar activities. Also within the management consulting industry. since companies have often downsized under the banner of re-engineering." i. a significant number of methodological approaches have been developed. giving it a name. Further.g. Abrahamson (1996) showed that fashionable management terms tend to follow a lifecycle. Free resources faster. totally disregard the status quo. Some items to use on a process analysis checklist are: Reduce handoffs.
. the two names most closely associated with reengineering. But the fact is. Very often. And consultants Michael Hammer and James Champy. I've learned that's critical. The most frequent and harsh critique against BPR concerns the strict focus on efficiency and technology and the disregard of people in the organization that is subjected to a reengineering initiative. the label BPR was used for major workforce reductions. Business Process Reengineering is the key to transforming how people work." Business process reengineering (often referred to by the acronym BPR) is the main way in which organizations become more efficient and modernize. an early BPR proponent. I was reflecting my engineering background and was insufficient appreciative of the human dimension." Hammer similarly admitted that: "I wasn't smart enough about that. I explicitly said that using it for cost reduction alone was not a sensible goal. stated that: "When I wrote about "business process redesign" in 1990. What appear to be minor changes in processes can have dramatic effects on cash flow. Even the act of documenting business processes alone will typically improve organizational efficiency by 10%. yet the business processes are cumbersome and non-essential activities remain. THE IMPACT OF BPR ON ORGANIZATIONAL PERFORMANCE The two cornerstones of any organization are the people and the processes. Business process reengineering transforms an organization in ways that directly affect performance. have insisted all along that layoffs shouldn't be the point. once out of the bottle. the reengineering genie quickly turned ugly.the same there can be a danger in usage of such fashionable concepts as mere ammunition to implement particular reform. organizational performance will be poor. service delivery and customer satisfaction. If individuals are motivated and working hard. Thomas Davenport.
Producing key performance measures to track progress. Build these into a clear business strategy thereby deriving the project objectives. so that changes to data (eg: job titles) only need to be made in one place. That means: Starting with mission statements that define the purpose of the organization and describe what sets it apart from others in its sector or industry. the BPR exercise can begin. TOOLS TO SUPPORT BPR When a BPR project is undertaken across the organization. The use of a good BPR/documentation tool is vital in any BPR project. data and systems. Relating efficiency improvements to the culture of the organization Identifying initiatives that will improve performance. If one does not have an excellent tool to support BPR. . to provide a clear picture of the desired future position. the management of this information can become an impossible task. Once these building blocks are in place. and not undertake a project in isolation. and the change automatically appears throughout all the organization's procedures and documentation. it can require managing a massive amount of information about the processes. Defining behaviours that will enable the organization to achieve its' aims. Producing vision statements which define where the organization is going. The types of attributes one should look for in BPR software are: Graphical interface for fast documentation "Object oriented" technology.HOW TO IMPLEMENT A BPR PROJECT? The best way to map and improve the organization's procedures is to take a top down approach.
so that the information can be easily maintained and updated. Drag and drop facility so one can easily relate organizational and data objects to each step in the process Customizable meta data fields. 2c8 meets all the above requirements. to provide evidence for process improvement. CRUD or RACI reports. and is better than any system originated in English that has been seen. . or where data items or computer applications are used. Support for Value Stream mapping. The ability to assess the processes against agreed international standards Simulation software to support 'what-if' analyses during the design phase of the project to develop LEAN processes The production of word documents or web site versions of the procedures at the touch of a single button. and many more. such as swim-lanes to show visually how responsibilities in a process are transferred between different roles. business sector or organization in their documentation Analysis. so that one can include information relating to their industry. The software normally used is 2c8. a very comprehensive Swedish system that has been translated into English.
monotonous jobs. not incremental changes. Reengineering is about radical improvement. the organization will have fewer layers of management and fewer. will be used to enable new work models. 2) Less Management Modern industrialization was based on theories of specialization with millions of workers doing dreary.000 to 700. The successful organization will not be "technology driven. Today. In order to be successful in the future. used for the past 50 years to automate manual tasks.SCENARIOS 1) Driven By Competition Reengineering is driven by open markets and competition. but more highly skilled workers who do more complex tasks. the necessary glue to control the fragmented workplace. it is not just about eliminating jobs. No longer can we enjoy the protection of our own country's borders as we could in the past." 3) Customer Oriented and Radical Improvement Although reengineering may wind up reducing a department of 200 employees down to 50." rather it will be "technology enabled. worldwide customers are more sophisticated and demanding. Its goals are customer oriented: it is about processing a contract in 24 hours instead of two weeks or performing a telecommunications service in one day instead of 30. It created departments. Information technology. in a global economy. It is about reducing the time it takes to get a drug to market from eight years to four years or reducing the number of suppliers from 200. . functions and business units governed by multiple layers of management.
Sponsors.but not address the real problem constraining the organisation from moving towards its strategic goals. Leaders then sometimes commission projects that might be in their best interest . if the project team are to have any hope of delivering. and communicate the importance of the change to the business. but aren't spending a corresponding amount of their time nurturing these same initiatives. . need to be available to clear roadblocks. and eventually may not necessarily meet the stated objectives when they were first commissioned. and are allocating a significant percentage of capital budgets to these projects. make key strategic decisions. Whilst it sounds obvious.8 STEPS SUCCESS TO RE-ENGINEERING PROCESS It's been said that more than half of re-engineering projects fail. then there must be some cognitive dissonance. 1) Top management sponsorship If top management have strategic goals. it isn't always so. Discover 8 steps that you can take to help ensure success. 2) Alignment with company strategic direction Project managers aren't always made aware of greater strategic initiatives. and the inherent uncertainties in those strategic decisions. Re-engineering projects that aren't contributing to strategic growth are counter-productive. while not needing to get into the detail. That's because they are often difficult. Reengineering projects tend to be based on value-streams within an organisation and cut across organisation boundaries.
but they've been around since ancient Greece. should actually be done. not just systems. Other times. but a solution in search of a problem. In many ways we could define all problems as people problems. 4) Methodology It is important to have a methodology for solving problems and reengineering processes. Don't tell me about the 5 step. It's really the same thing. So keep in the fore-front of your mind that a human will be interacting with your system and new process. . It should be clear to all involved why this project. Business cases are about describing the many reasons for a proposed change into a single starting point for exploring the problem and solving it. But remember the old refrain . when you just need people to collaborate and pragmatically solve an issue. Structured processes are excellent. we don't really have a problem to solve."to the man with a hammer.3) Convincing business case for change A business case should be short and compelling. everything looks like a nail". A succinct business case and problem definition will help people frame why they should devote time to the initiative. People have lots of things to do at work and the majority of subject matter experts that will be working on your change won't be devoted solely to this project. above all else. 5) Effective change management New ideas and solutions usually involve people. 4 star method.
good project managers In a recent peer reviewed study. Keep the team size within reason. 8) Above all else . and that the lion's share of this variation was due to the producer (project manager). Taking it out of their hands and having the issue ‘looked after' by IT for example is defeating. meant more to the success or failure of the project than did the flashy designer. The business . "The 'boring project manager'. a researcher investigating the contributing factors to computer game success found: "that some 30% of differences in revenue between games could be attributed to the producer (project manager) and the designer alone.who must live with the results . Look for people with deep content knowledge. 7) Diverse team Go for breadth and knowledge." . Involve customers.6) Line ownership In my experience the best and most productive projects are those where the 'business end' has direct ownership of the project. too big and decisions and consensus will be hard to achieve. so more than one game could benefit from the same competent producer. Too few and you will miss out on creative ideas. in other words. but more often ‘users'. Moreover.feel powerless to influence the results. who aren't always customers. balanced with people who have broad process skills. the effect seemed to persist even as the individuals moved on to other projects.
This has been used incorrectly as an umbrella excuse for managers to justify downsizing actions. They conclude that TQM and BPR share a cross-functional orientation. THE ISSUES BPR has unfortunately been associated with "downsizing" or "rightsizing" both of which mean laying off workers. business process reengineering is no panacea. will provide a new dimension to competing: quickly introducing new customerized high quality products and delivering them with unprecedented lead times. In contrast. World Class Manufacturing. Reengineering. if implemented properly. often referred to as total quality management (TQM) or continuous improvement. swift decisions. refers to programs and initiatives that emphasize incremental improvement in work processes and outputs over an open-ended period of time. Contrast between the two is provided by Davenport (1993). Consulting firms coin phrases to promote their company: Time Based Competition. while proponents of reengineering often seek radical redesign and drastic improvement of processes. new bottles. It is an operational strategy that. This should not take away from the need to streamline processes and induce velocity in product and information flow in a company. Davenport (1993) notes that Quality management. etc." Just like anything else. and manufacturing products with high velocity . increased attention to business processes is largely due to the TQM (Total Quality Movement). Davenport observed that quality specialists tend to focus on incremental change and gradual improvement of processes. refers to discrete initiatives that are intended to achieve radically redesigned and improved work processes in a bounded time frame.HOW DOES “BPR” DIFFER FROM “TQM”? In recent years. nor should it be embraced as a religion. Lean Manufacturing. The essence of the new approaches quite often amount to nothing more than "old wine. also known as business process redesign or process innovation.
which gives various data-entry and data-review control to various verticals . labours. Mr. We have adopted a SAS model for our business. under the supervision of field supervisors. Jatin Chheda (right). Jeckin Chheda(left). These managers then communicate within themselves to assemble reports to report further up to the managing directors of the company. repair or maintenance and accounts. Wadala Q . Mr. These supervisors further report up to the operation managers in different vertical fields liked traffic. 1) What is the nature or structure of your business? Ans – We are a logistics or road transportation involved company. Q.Interview with Silverline Logistics Pvt. Kirti Chheda (centre) and Mr. Ltd. which make sure the jobs assigned to these labours are carried out duly. 2) What are the parts of the business that you have reengineered and how does it help? Ans – We have restructured and enforced dynamic nature of the data flow processes by adopting new-aged technology and management and reporting processes. Involving different levels of workforce from bottom to top drivers. who asses and pass or propose improvements in the functioning of the company processes.
Q. as it brings down the project costs and giving us a WEB based solution that can be accessed from any internet enabled computer from any part of the world. A SAS model is much like an ERP (Enterprise Resource Planning) model which is used more by manufacturing or large scale multinational organisations to manage every physical. bottom-up. business. making the information flow process within the organisation more effective and secured at the same time. Q. Since we are a service based organisation. financial or logistical transactions. lack of diligence by the concerned staff. bottle necks. 4) What are the problems that you have faced while reengineering? Ans – We have face a number of problems like confusion in carrying out a particular task. This helps the organisation to keep record of every movement or transactions in the business enabling more effective and precise governance and planning. it is more convenient and a value based strategy for us to adopt a SAS based model as against ERP model.3) Did the restructuring occur with the current employees or did it require any new workforce? Ans – The restructuring involved training current employees and adding a few more at different levels to create an active and passive workforce at different levels. transition from old methods to new refined methods. lack of resources.of the business. since it gives limited or selective access at various levels of management to various data and information resources. . the former to execute the tasks involved in everyday business transactions and the latter to review or comment and account for these business transactions in the form of reports or job follow ups with the active management.
provided incentives for increased and higher responsibility. Drivers being provided with food. and also for a better accountability. having a better management and clarity in the working and communication with the internal management or the workforce.Q. 5) What would be a good reason for your company to decide to reengineer its self? Ans – Few of many reasons include the sustaining and growing of efficiency of the workforce. by use of better technology. 6) During the process of re engineering. Belapur . also for gaining long term benefits. brought forth an easier reporting process by eliminating or reducing the margin of errors and also helped reduce tedious process to establish accountability of resources given at hand. Q. what did you do for your worker? Ans – We dispatched more freedom in terms of decision making.
To create an effectively value based system at a physical. 3. This also assures time bound completion of objectives and motivates the workforce for being more efficient. Motivation based to various levels of management assuring better output.In terms of employees and management communication and effective communication between employees and management revolutionizing and adding new interfaces of technologies in the existing phases and resistance of existing staff or members in learning or applying the new standards.Q. logistical and financial level. there would be a transformation in the workforce of the organisation since new technology and advanced and enhanced processes would require more skilful workforce adding to the day-to-day cost of the business. In terms of technology.8) What were the goals set at the time of re engineering and benefits at various levels? Ans – Goals and benefits such as. To set out a more efficient workforce by defining clear goals and objectives. To give clarity in the data flow process and to set out clear information flow within the organisation. This transformation would also affect the day-to-day business processes and systems to new ones and also from old experienced workforce to the relatively new workforce altogether would disturb the stability of the business. . Q. 5. To govern access to various data and information at various hierarchy level within the organisation. 4. 2. Helping the organisation to attain or achieve more effectiveness with lesser input cost. 1. information flow and integrity of the workforce and better teamwork. 7) What were the failures in adapting and practicing re engineering process within the planned framework (time)? Ans .
Jasai. a consultancy firm to design and create a model has been adopted by the business efficiently with least possible transactions and transformation losses and smoother adoption of new systems. In the old system of management fashion it would be really difficult for the top level management to keep track or records of micro level transactions or activities. 10) What do you’ll plan to do for future? Ans – We plan to enhance the business process and adopt effective process controls to minimise losses. since their review. enabling these new age systems and models. Q. . pass or approve any transactions or activity to be recorded in the books of the business or organisation. We also plan to upgrade standards of process controls and upgrade technological standards enabling more efficient and smoother business process. helps tackle this critical space by giving the top-level management complete control and access to micro level transactions and activities of the business.6. 9) Have you’ll outsourced for business re engineering? Ans – Yes. delay and bottlenecks of information flow and costs. Thus enabling space for many unseen losses. permissions and authentications are necessary at every level to authorise. Trucks parked in the workshop. Q.
Also older or experienced employees found it difficult or unnecessary to report to new/educated staffs. . 14) Any failures experienced while adapting BPR? Ans . These leakages cause loss of time and also create loopholes in the integrity of the information or reporting channel thereby risking a possibility of a bottleneck. Q. 12) Why does reengineering take so long? Ans – Re engineering normally takes long due to reasons like untimely or delays in response from various verticals of the business creating stagnancies. 13) What type of management structure is needed for the new style reengineered company? Ans – Logistics would need a vertical structure. delays or complete failure. Q. 11) What are the some of the mistakes made when beginning reengineering? Ans . bottlenecks or complete failures in any module of a process or in an entire process. since different levels of workforce chose to go back to older manual systems because of their comfort factors with them. Having an over optimistic expectations of deliverables from new systematic process and adoption. bottlenecks. along with limitation in communication.Q. adaptability and response from the workforce to the new system process. This was a major drawback experienced. This created loopholes.Common mistakes like underestimating leakages while planning reporting the information flow. Q. organize it and pass to the next level. which were put in place to collect information.Practical adaptation of technology or optimal use of technology by workforce as planned.
when project managers charge by the day/hourly. bottlenecks. 2. . non-acceptance of technology. 3. Estimation of time to complete the project .Q. Changes may add complexities to the current affairs of the company initially lack of planning redundant staff/process may result in dead-ends or unplanned project black outs. thereby involving major risk of cost escalation.15) What are the risks involved in re engineering the business? Ans – Few risks involved in Re engineering the business were 1. and practice of technology or failure of technology in translating into a real and simpler form of process. seamless.As discussed earlier. Technological know-how or acceptance. sometimes steeply. thereby actually complicating the process rather than simplifying it. etc can cause delay in complete restructuring.
Most of the respondent organisations do also use softer. such as significant redundancies and an atmosphere of fear and insecurity for those that remain. but that most improvements occur where these are complemented by a number of the softer techniques. Thirdly. it seems there is little consensus as to the factors for achieving such change. only seems to be somewhat true. From the preliminary research exercise we can make a number of tentative conclusions.CONCLUSION To be successful. BPR highlights the importance of the human factors in implementation. Further. with most for less than a year. BPR are concerned with the social implications. Whilst the research does confirm that respondents overwhelming believe that organisational culture can be changed. Their accusations against the BPR protagonist. First. particularly those that aim to directly change employees behavioural patterns. other than it needs time to accomplish. taking in the complete organization. business process reengineering projects need to be top down. Given most respondent's BPR programmes were still inprogress. it seems that most improvements occur with BPR programmes that have been running for 2 to 3 years. that most organisations undertaking BPR are making significant reductions in staff numbers and that they are undergoing significant change both in their type of organisational structures and in their management styles. It needs to be supported by tools that make processes easy to track and analyze. then organisations will need the tenacity to see their BPR projects bear fruit. that management are not overtly concerned about any ethical considerations in changing their employees values and beliefs. and the full end to end processes. reflects the diversity of opinion within the broader perspective of change management. we can conclude that their differing views as to how to approach the people issues. . that of overtly using hard. A tentative conclusion is that most employee improvements occur when there is indeed an emphasis on the harder techniques. systematic and coercive change management techniques.
com Interviewed: Mr. The information submitted is true and original to the best of our knowledge. We would like to express our gratitude to Mr. http://www. Ltd. Jatin Chheda and Mr. http://www.ACKNOWLEDGMENT We hereby acknowledge that we have completed this project on “RE-ENGINEERING PROCESS” in our TYBBI (Semester 6) under the guidance of Prof. Mamta Sippy.wikipedia. . Jeckin Chheda. We would like to specially thank Prof. Jeckin Chheda who gave us the possibility to complete this project. BIBLIOGRAPHY Website: 1. Mamta Sippy for encouraging us and being our guardian for this project and giving us the scope to make this project.com 2. Jatin Chheda and Mr. the Directors of Silverline Logistics Pvt.google.
This action might not be possible to undo. Are you sure you want to continue?
We've moved you to where you read on your other device.
Get the full title to continue reading from where you left off, or restart the preview.