Professional Documents
Culture Documents
Finalppt 03
Finalppt 03
Finalppt 03
Re-engineering
Flow Of Presentation
Company Overview
- About Deutsche Bank
- Divisions
- About GBS Service Centers
- DBOI
Business Process Reengineering
- Introduction
- What is BPR ?
- Why BPR ?
- Why Organizations do not Reengineer
Flow Of Presentation
Techniques Of Process Reengineering
- Capacity Modelling
Process Description
Benefits
Limitations
- Individual KPI
Process Description
Benefits
Limitations
Recommendation
Conclusion
Deutsche bank
DB Management Structure
Josef Ackerman
(Chairman of the
Management Board)
Hugo Benziger
(Chief Risk
Officer)
Anthony Di Lorio
(CFO)
Stefan Crause
(CFO)
Hermann-Josef
Lamberti
(coo)
BMSC
Jaipur
BMSC
Mumbai
Simanta Das
Head - BMSC
Bangalore
Vikram Sethi
Head - BMSC
Birmingham
Pradeep
Tater
Head - BMSC
Jacksonville
Abigail Reyes
Head - BMSC
Manila
Daniel Shawe
Head - GBS
Relationship
Minal Mane
Head Non GBS
GRU
GT CM
Global Markets
GBS
Ayush Kakkar
Head - GT
Dinaz Sarkari
Head - DSS
GBS
GBS
Khalid Iqbal
Head - GLS
Suvarna
Shirsat
Head - BMSC
Mumbai - GBS
Global Markets
Corporate
Finance
HR MIS
BMSC presence
What is BPR?
Reengineering is the fundamental rethinking and redesign of
business processes to achieve dramatic improvements in critical,
contemporary measures of performance, such as cost, quality,
service and speed.
(Hammer & Champy, 1993)
"encompasses the envisioning of new work strategies, the actual
process design activity, and the implementation of the change in all
its complex technological, human, and organizational dimensions."
(Thomas H. Devanport, 1993)
Why Reengineer?
Customers
Demanding
Sophistication
Changing Needs
Competition
Local
Global
Change
Technology
Customer Preferences
Research Methodology
Research can be defined as systemized effort to gain new knowledge.
A research is carried out by different methodologies which have their
own pros and cons. Research methodology is a way to solve research
in studying and solving research problem along with logic behind them
are defined through research methodology. It explains why a particular
method or technique is being used.
In this project secondary data has been taken
a. Data collected official website of Deutsche Bank.
b. Data collected by referring to the database already maintained
in the company.
c. Analysis drawn out of daily practice and in-depth knowledge.
Capacity Modelling
Capacity Modelling is a technique through which we define and control
the FTE requirement for any particular process. This technique take
into account the total time required for doing a particular job.
Major Steps
Time taken
Report X
Time taken
Report Y
Time taken
Report Z
1)
20
20
2)
12
3)
10
12
12
4)
41
36
42
22
902
144
168
60
60
60
15
2.4
2.8
Capacity Modelling
Total number of hours (Report X + Report Y + Report Z)
= 15+2.4+2.8
= 20.2 hours
Capacity Modellingdaigram1
l u
r t
r t
t a
i l s
r t
r t
v e
t h
&
v e
&
i n
t h
&
t h
t h
t h
r e
r t
r t
r t
t r a
r e
t r a
r o
t h
r e
i l y
v e
l u
t r a
t h
t r a
t e
&
f r o
v e
i t i e
&
t h
i n
t i v
v e
&
t r a
r t
r o
r t
r e
t h
i s t r i b
t i o
. 0
i k
l y
. 0
i k
l y
. 0
i k
l y
. 0
i k
l y
i m
i n
i m
i m
i m
s t
i k
l y
s u
. 0
. 0
r e
. 0
. 0
. 0
s d
i m
r e
r e
. 0
. 0
. 0
. 0
r k
l o
t a
i m
. 0
. 0
. 0
. 0
i k
l y
. 0
. 0
i k
l y
. 0
. 0
. 0
i k
l y
. 0
. 0
. 0
i k
l y
. 0
i m
. 0
. 0
. 0
. 0
. 0
. 0
i k
l y
. 0
i k
l y
. 0
i k
l y
. 0
i k
l y
. 0
. 0
. 0
. 0
Capacity Modellingdaigram2
Benefits
Calculation of occupancy of every individual in micro second.
Calculation of how much percentage a person is utilized during a
month.
Limitations
Time allotted
Time taken
Delay by
Productivity
Report 1-5
150
150
100%
Report 6
30
45
15
66%
Report 7
30
50
20
60%
Report 8
30
55
25
54.5%
Report 9
30
60
30
50%
Report 10
30
40
10
75%
Total
300
400
100
75%
Benefits
KPI evaluates productivity of an individual based on the work assigned
after approximate percentage of leave and absenteeism.
Limitations
KPI is only an indicator. It does not provide the action item to be taken
for the breach.
Recommendations
Place the customer/client at the centre of the reengineering effort -concentrate on reengineering fragmented processes that lead to
delays or other negative impacts on customer/client service.
Case teams must be comprised of both managers as well as those will
actually do the work.
The IT group should be an integral part of the reengineering team from
the start.
BPR must be sponsored by top executives, who are not about to leave
or retire.
BPR projects must have a timetable, ideally between three to six
months, so that the organization is not in a state of "limbo".
BPR must not ignore corporate culture and must emphasize constant
communication and feedback.
Conclusion
The project lead us to the conclusion that their differing views as to
how to approach the people issues, reflects the diversity of opinion
within the broader perspective of change management. A diversity that
stems from the very different opinions as to what organizational culture
is, and as to weather and how it can be changed.
First, that most organizations undertaking BPR are making significant
reductions in staff numbers and that they are under-going significant
change both in their type of organizational structure and in their
management styles.
Secondly, most organizations are making a handsome amount of
savings on account of head count cost, infrastructure cost and other
direct and indirect variables of cost.
Bibliography
www.db.com Introduction to organization
Best Practices in Business Process Reengineering, change
management service center : www.prosci.com
http://www.scribd.com/doc/6721480/Business-ProcessReengineeringALL Business process Reengineering, role of
technology
Some practical case studies and assumption based examples have
been incorporated.