ENTERPRISE RESOURCE PLANNING (ERP)

PROJECT REPORT ON

“BPR Case Study at​ ​Honeywell”

Group-7

SUBMITTED TO ​-​: ​SUBMITTED BY-:

DR. SUNAYANA JAIN AISHWARYA ARORA (BM-019012)
ALOK KUMAR RAGHAV (BM-019017)
DEBONEEL GANGULY (BM-019041)
DEEPAK KUMAR (BM-019059)
SHRADDHA RANI (BM-019176)
ABHINANDAN KUMAR ROY (BM-019214)

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 TABLE OF CONTENTS

S.No Particulars Page No.

1. Introduction to BPR 3

2. Introduction to Honeywell 4

3. Objective of the Study 5

4. Literature Review 5-11

5. Research Methodology 12-13

6. Case Analysis 13-16

7. Findings 16-18

8. Conclusion 18

9. References 19-20

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 INTRODUCTION TO BUSINESS PROCESS
REENGINEERING
BPR stands for ​Business Process Reengineering​. BPR is practiced in an organization to
reduce cost and support organization’s mission. It can be done after rethinking and
redesigning the way work is done in an organization.

Objective of BPR: -

● Customer​- To give him enhanced value

● Competition​- To meet it successfully
● Change​- To manage it strategically
● Cost​- To reduce it efficiently

Characteristics: -

● A specific sequencing of work activities across time and place

● A beginning and an end
● Clearly defined input and output
● Customer-focus
● How the work is done
● Process ownership
● Measurable and meaningful performance

Following steps are involved in Business Process Reengineering: -

1. Defining objectives and framework

2. Identify customer needs
3. Study the existing process
4. Formulate the redesign plan
5. Implement the redesign plan

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 INTRODUCTION OF HONEYWELL
Honeywell is founded by Mark C. Honeywell. It operates mainly in four areas of business
that are Aerospace, Building technologies, Performance Materials and Technologies, and
Safety & Productivity Solutions. The headquarter of Honeywell is in Charlotte, North
Carolina, United States and current CEO is Darius Adamczyk.

The Aerospace division of the Organization provides aircraft and automotive components,
software and services that it offers to original equipment manufacturers (OEMs) and other
customers in a number of industries, including air travel, international, industrial and general
aviation aircraft, airlines, aircraft pilots, defence and space contractors and producers of cars
and trucks.

The Home and Building Technology division offers products, applications, solutions and
technology that help homeowners remain connected and monitor their convenience,
protection and energy usage, enabling owners and tenants of commercial buildings to ensure
that their facilities are safe and efficient.

The section of Performance Materials and Technology is engaged in the creation and
manufacture of components, process technologies and solutions for automation. It offers
process technologies, products including catalysts and adsorbents, equipment and
consultancy services to allow customers to manufacture petrol, diesel, jet fuel, petrochemicals
and renewable fuels for petroleum refining, gas manufacturing, petrochemicals and other
industries.

The Security and Productivity Solutions division is interested in supplying clients with goods,
applications and connected technologies that control productivity, protection in the workplace
and performance of properties. Its protective items provide tools for personal security and
clothing meant for work, play and outdoor sports.

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 OBJECTIVE OF THE STUDY

I. To understand BPR Process at Honeywell, industrial automation and control

(IAC) plant in Arizona.
II. To understand the factory-focused program of Honeywell, i.e. “TotalPlant​TM​”.
And the factors that led to success of this program at Honeywell.
III. To understand role of Information Technology (IT) and successful execution,
in success of the BPR Program at Honeywell.

LITERATURE REVIEW

Jain.R and Chandrasekaran.A, (2009), "Evolving role of business process

reengineering: a perspective of employers", Industrial and Commercial Training, Vol.
41 Iss 7 pp. 382 - 390

BPR was an important activity during the 1990s and there is a dramatic re-emergence of
organizations’ interest in the topic once again since early 2000. A survey conducted by a reputable
consulting firm of 960 companies published in 2005 confirmed this trend. The use of BPR as a
management tool was reported to have gone down from 69 percent in 1995 to 38 percent in 2000 and
revived again to 61 percent in 2004. BPR and similar other processes seem to be directed at
optimization and continuous improvements and the radical initiatives hardly connect to external
opportunities. The implications of this research are to both the academic community and potential
employers. It provides useful knowledge on what skill sets are relevant for an entry-level BPR
professional in an economy, which is predominantly going to be dependent on efficiencies from
business processes.

Fasna.M.F.F. and Gunatilake.S. (2019), “A process for successfully implementing BPR

projects”

Mainly three different forms of BPR can be identified from the literature, i.e. process
improvement, evolutionary BPR, and revolutionary BPR (Lu and Yeh, 1998). Even though
many authors allude to this distinction when specifying their approach to BPR (Childe et al.,
1994), no single author has discussed and differentiated these three forms in detail. Among
the above-identified forms of BPR, it appears that revolutionary BPR is almost in line with

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the definition of BPR provided by Hammer and Champy (1993), and represents the true
version of BPR with radical change, whereas the other two forms are variants of total quality
management with an incremental approach.

Guimaraes.T. and Bond.W. (1996) "Empirically assessing the impact of BPR on

manufacturing firms".

Essentially, BPR amounts to making radical changes to one or more business processes
affecting the whole organization. It also requires a cross-functional effort usually involving
innovative applications of technology. Re-engineering is a pioneering attempt to change the
way work is performed by simultaneously addressing all the aspects of work that impact
performance, including the process activities, the people’s jobs, and their reward system, the
organization structure, and the roles of process performers and managers, the management
system and the underlying corporate culture which holds the beliefs and values that influence
everyone’s behaviour and expectations. With BPR, rather than simply eliminating steps or
tasks in a process, the value of the whole process itself is questioned

Hill Frances M. And Collins Lee K. (1997),”The positioning of BPR and TQM in Long
term organisational change strategies”

BPR in Long-term Organisational changes strategies and exploring the relationship between
incremental improvement and radical innovation and changing management. BPR and TQM
are perceived as being signicant elements of organisational change strategies for the
foreseeable future. TQM and BPR is that of continuous improvement, the survey revealed
that other factors like culture change and performance measurement are important elements
of both approaches. They provide the profile of Organisation and change character by the
period of innovation.

Dixon.J.R. (1994) “Business Process Reengineering Improving In New Strategic

Direction”

In this case study we have studied about reengineering is something new Or another label for
old fashioned good management. Reengineering incorporates many of the tenets of good
management already recognised as important factors for successful performance
improvement process. For reengineering success, the need for the management commitment
and the need for appreciate training, that are old concept and very critical. It only needs new
models for improvement. Reengineering is all about initiating the movement in a new

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direction. It’s success depends upon the leadership that focuses on changing direction.
Reengineering is here to stay and can be very powerful tool for managers.

Mashari and Zairi.M (2014) “BPR implementation process: an analysis of key success
and failure factors”

This case study is about BPR (Business Process Re- engineering) implementation process.
And the hard and soft variables that cause success and failure in the implementation of BPR
classify these variables into subgroups and define main success and failure factors. In annual
surveys of critical information systems, having BPR repeatedly at the top of the list of
management problems reflects the failure of executives to either properly implement or
acquire the benefits of BPR. This combination of findings makes the problem of BPR
execution very important.

Childe, S.J., Maull, R.S. and Bennett, J. (1994), "Frameworks for Understanding
Business Process Re-engineering", ​International Journal of Operations & Production
Management,​ Vol. 14 No. 12, pp. 22-34.

Davenport and Short, defined business process as a logical organisation of people, materials,
energy, equipment and procedures into work activities designed to produce a specified end
result. (Aikins) Business process re-engineering whereas is the current popular term for
examining an organisation’s business processes and recommending automation or changes to
achieve strategic goals.​​Kaplan and Murdock have identified several benefits of BPR in terms
of its core processes in an organisation like helping a firm to link its strategic goals to its key
processes, emphasis on cross-functional performance rather than encouraging departmental
optimization and the consequent system-wide sub-optimization. Many companies are
addressing BPR as an extension to total quality management (TQM). Many companies also
address BPR through IT and it is the authors’ view that IT is an enabler to the re-engineered
process – and indeed any re-engineering programme must take account of the tremendous
advantages offered by such technologies as document image processing, expert systems etc.

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Chien-wen Shen & Ching-Chih Chou (2010) Business process re-engineering in the
logistics industry: a study of implementation, success factors, and
performance, Enterprise Information Systems, 4:1, 61-78

(Hammer and Champy, 1993) BPR is ‘The fundamental rethinking and radical redesign of
business processes to achieve improvements in critical, contemporary measures of
performance such as cost, quality, service and speed’. This paper consists of three major
constructs i.e. BPR implementation (H​1​), BPR success factors (H​2) and
​ Business Performance
(H​
3​). On the basis of these constructs, the paper reaches to the following conclusion –

a) The relationship between BPR implementation and business performance.

b) The relationship between BPR implementation and BPR success factors.
c) The relationship between BPR success factors and business performance.

The analysis showed that H1 was examined to determine whether or not the means of
respective performance indicators are equal between BPR and non-BPR companies. In H2,
not only it was checked that overall perception of logistics companies regarding the
importance of BPR success factors, but also investigated the differences in perception
between BPR companies and non-BPR companies. Finally in the testing of H3, it was
understood that logistics companies could perform better if their management teams are more
concerned about the importance of success factors.

The findings showed that BPR companies performed significantly better than non-BPR
companies, not only in information processing, technology applications, organisational
structure, and co-ordination, but also in all of the major logistics operations. This finding may
encourage non-BPR logistics companies to reconsider the possibility of implementing such
projects. BPR success factors, a survey of logistics companies revealed that top management
support, identification of BPR opportunities, employee involvement, and effective
communication are considered as the most important factors for BPR success. Logistics
companies who plan to adopt a BPR approach should thus pay more attention to these
success factors.

Tinnilä, M. (1995), "Strategic perspective to business process redesign", ​Business

Process Re-engineering & Management Journal,​ Vol. 1 No. 1, pp. 44-59.

There are three perspectives or approaches to business processes and their redesign. The first
sees IT as an enabler of business processes improving operative efficiency. The second

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observes the potential of business processes in redesign of organizations. The third
recognizes business processes as units of strategic planning and therefore acknowledges the
need to connect them more closely to business strategies.

“Business processes as means to operative efficiency enabled by IT”, this approach was
launched by Hammer with Davenport and Short, they believed using the power of modern
information technology to radically redesign business processes in order to achieve dramatic
improvement in performance. The focus of most BPR projects so far has been streamlining
operative processes by using information systems and networks.

Business processes as organizational units means improving corporate performance by

tackling cross-functional business processes, organization and human resources, and
information technology needs all together. Cypress maintains that the second generation of
re-engineering consists of enterprise-wide process constructs (like strands of a rope) whose
synergy makes for success.

Stalk ​
et al​. propose a business process as an object of strategic planning, connecting
processes to capability based strategy. These key processes have to be transformed into
strategic capabilities providing superior value to customers. The process of re-engineering
addresses doing the right things as well as doing them right. Among these strategic aspects of
process re-engineering are developing and prioritizing objectives, defining the process
structure and the assumptions, identifying trade-offs between processes, and developing a
human resources strategy etc.

Clearly, the analysis of the three perspectives calls for revision of the definitions of BPR that
emphasizes the strategic imperatives. The alignment of strategic repositioning objectives with
applicable organizational restructuring and operational changes should be studied.

Attaran.M (2003) “Exploring the relationship between information technology and

business process reengineering”

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

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factors for its success. BPR is going through its second wave. BPR is gaining importance as
organizations develop inter organizational relationships, alliances, and other methods of cross
company coordination. A lot of the value and innovation in organizations today comes from
knowledge workers and knowledge work processes.

Neil.0.P and Sohal . A.S(1999) “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
organizational 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 relating to BPR. . Based on the literature review presented in this paper, we identify
below a number of research topics that can be researched by the academic community.

1. BPR, corporate objectives and organizational structure—investigating the link between

BPR and long term corporate objectives and how these impact on the structure of the
organization.

2. The relationship between the adoption of BPR tools and techniques and business
performance.

3. Best practices relating to the adoption of BPR tools and techniques.

4. The extent to which the different elements of TQM facilitate the success of BPR project.

Heroz.N.V (2010) “Development and Validation of Business Process Reengineering

(BPR) variables”

Business Process Reengineering (BPR) literature is based primarily on case studies and there
is a lack of rigorous wide-ranging empirical research covering all its aspects. This paper
presents the results of a survey research carried out in 73 medium and large-sized Slovenian

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manufacturing companies. Seven crucial areas were identified based on a synthesis of BPR
literature, which must be practised to achieve effective process reengineering: management
commitment, education & training, team work, BPR project characteristics, employee
cooperation, information technology support, and levers & results. Variables have been
constructed within these areas, using Likert scales, and statistical validity and reliability
analyses. These developed variables can be important both for understanding BPR and in
terms of the descriptive statistics, also reported in this paper. What emerges is the crucial
importance of process orientation, goal setting, and top management commitment.
Furthermore, these variables can be helpful for further research aimed at investigating BPR
and its linkages with other areas, such as strategy, performance measurement, etc.

Knights.R.V.D. (1998),"TQM and BPR - can you spot the difference?

The revised standards of BPR which are rising advocate a range of of parallels with
normative TQM discourses. Survey evidence from the economic services zone has
demonstrated that BPR does in reality supersede a number of great tasks such as TQM. BPR
is emerging as a new umbrella idea under which some of satisfactory initiatives fall. On the
basis of this end, it seems viable to indicate that the operational differences among TQM and
BPR are a lot much less big than the unconventional BPR literature claims. The
organisational survival of BPR might be more likely in which it reconciled with present
cultural norms and relations. A management innovation such as BPR can rework
organisational tradition and performance in a single day

Coulson.C.J. - “Thomas Business process re-engineering: the development

requirements and implications”

Here in this case, four principal conclusions emerge of main significance to the ones worried
with govt development:

● Greater attention is needed for the talent necessities of various procedures to BPR.
● Considerable attention should be paid to the possible strategic outcomes of the talent
implications of challenge BPR.
● More attention is needed to person, group and organizational studying inside the
context of BPR. How collective learning occurs is better understood by few
organizations.
● During the making plans and implementation of BPR, extra notion should take
delivery of to the people aspects.

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RESEARCH METHODOLOGY

Research methodology process includes a number of activities to be performed. These are

arranged in proper sequence of timing for conducting research. One activity after another is
performed to complete the research work.

RESEARCH DESIGN

Research Design used in this research report is of ​Case Study-Design​.

A case study is an in-depth study of a particular research problem rather than a sweeping
statistical survey. It is often used to narrow down a very broad field of research into one or a
few easily researchable examples. The case study research design is also useful for testing
whether a specific theory and model actually applies to phenomena in the real world. It is a
useful design when not much is known about a phenomenon.

The main features of this type of research design is as follows:

1. Approach excels at bringing us to an understanding of a complex issue through

detailed contextual analysis of a limited number of events or conditions and their
relationships.
2. A researcher using a case study design can apply a variety of methodologies and rely
on a variety of sources to investigate a research problem.
3. Design can extend experience or add strength to what is already known through
previous research.
4. Social scientists, in particular, make wide use of this research design to examine
contemporary real-life situations and provide the basis for the application of concepts
and theories and extension of methods.
5. The design can provide detailed descriptions of specific and rare cases.

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 CASE ANALYSIS
The Total Plant – Paradigm

The Paradigm is based on four principle of success Process mapping, Fail-Safing, Team work
and communication. Every team member must be educated in all four of the principle and
empowered to use what they have learned to solve business and manufacturing process
problem.

1. Process Mapping

Process Mapping might be a tool that licenses one to demonstrate the progression of any
business cycle during a graphical structure. The technique map permits one to discover how
the strategy really functions across​functional boundaries​. The preparation reasoning at
Honeywell centres on ​philosophy​representatives about the significance of absolute consumer
loyalty and a-list producing. Three standards underlie the way of thinking be non-accusing
and non-critical, work in cycle and results, and think about the​world-class manufacturing​.
The story is around five ​blind ​men and an elephant. One man snatched an ear, ​second the
trunk, a 3rd the tail, the fourth leg​and accordingly the last contacted the side. The Blind
person individual contacting the side idea it had been a divider. The Blind person individual
holding the tail thought it had been a rope. The lesson of the story is each visually blind
person discernment is predicated totally on his individual recognition rather than on reality of
things. The primary step is to pick the technique. The group records the items it's at risk for
and includes an agreement. The buyers for each item are then recognized. The second step
is to spot the boundary​. The limit ranges from when the crude item is taken from the provider
(input) to when the completed item is given to the client (output). The third step is to frame
sure that the group has cross-practical portrayal from every association adding to the strategy.
The fourth step is to build up the ''with no guarantees'' map. The ''with no guarantees'' map
speaks to the change of contributions to completed items. The fifth step is to detect the
process duration for each progression inside the cycle. Process duration is chosen by
estimating both the space the product goes through its cycle and consequently the time
required for playing out the means inside the cycle. The fifth step is to detect the process
duration for each progression inside the cycle. Process duration is chosen by estimating both
the space the product goes through its cycle and consequently the time required for playing

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out the means inside the cycle. The seventh step is to build up the ''ought to be'' map. This
guide incorporates an ''image'' of the improved cycles and projections of their new process
durations. The eighth step is to build up the technique execution plan, set up affirmation, and
actualize.

2. Fail-safing

Fail-safing might be a technique to recognize a defect, break down it to know its underlying
driver, at that point build up an answer which will keep that imperfection from happening
once more.

While measure ​mapping diagrams ​the entire progression of a business cycle, Fail-safing is
finished to diagnose an imperfection inside the strategy. The PDCA (plan, do, check, and act)
cycle offers a guide to help groups cooperate to prevent error from happening 100 pc of the
time. PDCA offers a sound technique for gathering ''great'' information, yet technology is
required for right conveyance. The initial step is to distinguish the issue (defect). Defect
detection ​
recognition includes examining information utilizing a Pareto diagram. The Pareto
graph guideline suggests that 20% of causes make 80% of the issues we experience. (Do) is
to execute the picked arrangement. The group now finishes each thing to do associated with
introducing the safeguard gadget. (Check) includes checking results. Information is dissected
utilizing the activity register, Pareto diagrams, and histograms. (Act) is to work out ensuing
strides for consistent improvement. The group asks itself what are frequently improved at that
point starts the cycle once more.

3. Teamwork:

Teamwork is a special effort, management support, training, and a nurturing environment to

make it work. Special training is needed to familiarize people (including managers) with what
teams are, how they work, and how they will help the company. After training, workers need
to ``feel’’ that the work environment is conducive to teams. Team work is difficult and
complex which does not occur naturally. . It proposes that the workforce take ownership for
the success of the overall business. All people need to understand their roles and team
together to achieve success. Creativity, risk taking, and innovation are encouraged and
viewed as learning experiences. People are trusted, respected and empowered to execute their
duties. Process mapping and fail-safing are laid out very specifically because their very
nature is systematic and controllable. However, training is ``softer’’ because people are at its
centre. , Honeywell focuses on these techniques to help people focus on real problems and

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become familiar with teamwork gradually. Hence, Honeywell rewards teamwork, expects
team ownership and responsibility, empowers teams to solve problems, and provides training
dollars to make teaming a natural part of the work life.

4. Effective communication skills:

The number one problem in most organizations is lack of effective communication. Faulty
interactions between people often lead to conflicts, hurt feelings, and damaged relationships.
Basic interpersonal communication skills for enriching relationships with people and
effective means for solving problems are also part of the training. One training module
concentrates on listening and confronting skills. One of the major difficulties of dealing with
conflict and unacceptable behaviour is to keep it from becoming a personal attack on a
person’s character. Just like teaming, effective communication depends heavily on the work
environment. Therefore, Honeywell communicates the total paradigm needs to everyone and
fosters an environment that rewards teamwork, creativity, and value-added thinking.

Information technology​:

Honeywell depends on information technology (IT) automation to keep its plant in operation.
It produces automation and control devices that must meet stringent levels of quality.
Information technology supports office processes that are integrated into the total system.
Computer technologists, engineers, and systems analysts keep systems running properly. IT
system is aligned with manufacturing. Otherwise it is not value-added. Managers tap into the
system to obtain information about productivity, cycle time, and performance. Many of the
business managers have an engineering background that helps them link the business systems
with manufacturing.

Execution:

Honeywell has four mechanisms in place process mapping, fail-safing, teamwork, and
communication. Process mapping is a systematic BPR methodology to guide team process
improvement efforts along process paths. Fail-safing is a vehicle to help process teams
identify and correct defects quickly and permanently. Teaming is encouraged through
communication of the vision and rewards based on value-added activities. These four
mechanisms facilitate successful change, but do nothing to guarantee it. Top management has
to be willing to dedicate substantial training resources to educate the workforce about the four
mechanisms and how they work. Teams have to be rewarded for enterprise value-added

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activities. Finally, the organizational structure has to change to allow an environment
conducive to innovation. The vision statement has to reflect the desired outcomes. Top
management therefore has to facilitate the paradigm through resources, executive actions,
rewards, and recognition. At Honeywell, the path toward change is probably much smoother
than in most organizations because the organization has embraced change for many years.
Honeywell is a pioneer in quality management and has always developed its people through
training programs and rewards for value. Hence, execution is easier and resistance is not as
big an issue. However, problems have occurred.

FINDINGS

From the case study, we developed a set of general findings. The case experience allowed us
to speak in-depth with people involved in enterprise transformation that should make the
lessons more practical.

• People are key enabler of change: ​Business measures are complex, however process
mapping offers a complete outline of the current state. The diagram empowers
efficient recognizable proof of chances for development. IT is unpredictable, yet
merchants, experts, and framework architects can make models of the framework.
Conversely, individuals are flighty. They can't be demonstrated or sorted all around.
Be that as it may, individuals accomplish the work and in this way should be
prepared, encouraged, and supported.

• Question everything: ​Permitting individuals to scrutinize the state of affairs done is

basic to change. Fail-safing gives an efficient way to deal with successfully question
the status quo. Individuals are urged to scrutinize the current state.

• People need a systematic methodology to map processes: ​Process mapping is the

component used to plan and get intricate business processes. The deliberate idea of
the process mapping strategy keeps individuals centred and goes about as an
energizing point. Also, process mapping gives a typical language to everybody
engaged with the venture.

• Create team ownership and a culture of dissatisfaction: ​Once a team perceives that
they ``own’’ a project, they tend to want to make it work. It becomes ``their’’ project.

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 In addition, management should encourage people to be dissatisfied with the way
things are currently done. However, punishing people for complaining about
ineffective work processes is an effective way to promote the status quo.

• Management attitude and behaviour can squash projects: ​On the off chance that
the administrative demeanour remains that of ''order and control'' and additionally
their conduct doesn't change, change will in all probability come up short.
Achievement depends on facilitative administration and noticeable and persistent help
from the top. When Honeywell got its new president in 1996, the disposition toward
analysis changed drastically. The new president was not as tolerating of easy-going
analysis. Analysis of business as usual must be founded on all around considered
thoughts furthermore, gave the rationale behind their reasoning. This radically
diminished the grievances about existing cycles without defence.

• Bottom-up or empowered implementation: ​While uphold from the top is basic, real
execution ought to be conveyed out from the base up. The possibility of strengthening
is to push choices down to where the work is really done. Process mapping and
fail-safing are two precise and demonstrated philosophies that help uphold enabled
groups.

• BPR must be business-driven and continuous: ​Process upgrades ought to be lined

up with business goals. Process mapping, fail-safing, and joining ought to be founded
on what the business needs to change to turn out to be more fruitful. For this situation,
successful correspondence of thoughts from top administration all through the
undertaking is basic. Change is ceaseless and is rarely finished.

• IT is a necessary, but not a sufficient, enabler: ​IT is not a panacea. IT empowers

BPR via robotizing overhauled processes. Nonetheless, data is for individuals.
Individuals work with individuals to deliver items for others. Moreover, individuals
need fast and simple admittance to quality data to assist them with using sound
judgment. Subsequently, IT needs to be intended to help the business and the creation
of items to be successful.

• Set stretch goals: ​Objectives ought to be set somewhat higher than what the group
accepts they can achieve. Since groups have little involvement in the new worldview,

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 objective setting will in general be founded on the past. Undertaking supervisors
should work with the group to assist them with creating stretch objectives.

• Execution is the real difference between success and failure: ​The Honeywell case
acquaints four amazing instruments with encourage venture change. Nonetheless,
genuine change won't occur without an arrangement for change and forceful
execution of that arrangement. We accept this is the place most associations fail. We
accept that execution fails much of the time in light of the fact that associations are
not ready to devote assets, time, and vitality to the exertion.

CONCLUSION
A particular impediment is that this case is industry-explicit. Honeywell IAC is an
assembling plant that produces unique high caliber controls. IAC clients request elite quality
that pushes the association to ceaselessly improve. Various enterprises and associations inside
those businesses have diverse natural powers to manage. Both of these constraints diminish
generalizability.

Despite the fact that contextual investigations rate low on generalizability, they rate
extremely high on information wealth. By exploring the Honeywell change worldview, we
had the option to reveal some significant experiences with respect to fruitful change. Above
all, we found that execution isolates Honeywell from different associations engaged with
change. We were likewise ready to recognize nine other significant change exercises. We
presumed that the main way this data can be gathered is through the contextual investigation
strategy. Another significant issue is managing change. Change is agonizing and hard to
actualize. ''Change of even the least difficult sort is miserably intricate in any event, putting
forth the defense for change is near outlandish''.

Nonetheless, change is an essential part of BPR. Associations ought to thusly transparently

manage change. Top administration needs to impart to its kin why the change is vital and
how it will affect everybody's present place of employment and future with the organization.
Top administration needs to pass on to its kin that BPR isn't being utilized to supplant
laborers, however to improve quality, diminish process duration, and make an incentive for
clients. Tolerance is likewise required. Change requires significant investment.

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 REFERENCES

● Research Papers

a. Paper, David & Rodger, James & Pendharkar, Parag. (2001). A BPR case
study at Honeywell. Business Process Management Journal. 7. 85-99.
10.1108/14637150110389416.

b. Jain.R and Chandrasekaran.A, (2009), "Evolving role of business process

reengineering: a perspective of employers", Industrial and Commercial
Training, Vol. 41 Iss 7 pp. 382 – 390

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