By: Nabanita Mukherjee Sec- D

Business Process 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)
Business

Process Reengineering is also known as Business Process Redesign, Business Transformation, or Business Process Change Management.

Continuous Improvement

Process Reengineering

Incremental Change People Focus Low Investment Improve Existing

Radical Transformation People & Technology Focus High Investment Rebuild

BPR began as a private sector technique to help organizations fundamentally rethink how they do their work in order to dramatically improve customer service, cut operational costs, and become world-class competitors. Key stimulus Information Systems and Networks Starts with a high-level assessment of the organization's mission, strategic goals, and customer needs. Why REENGINEERING?

Customer Cometition

& Champy radically redesign key business processes Reengineering The Corporation: A Manifesto for Business Revolution Davenport & Short highlight the relationship between IT and BPR relationships: The New Industrial Engineering: Information Technology and Business Process Redesign By 1993, as many as 65% of the Fortune 500 companies claimed to either have initiated reengineering efforts, or to have plans to do so
Hammer

 BPR

seeks improvements of

Cost Quality Service Speed

BPR

is not-

Automation Downsizing Outsourcing

 Systems

Philosophy Global Perspective on Business Processes Radical Improvement Integrated Change People Centred Focus on End-Customers Process-Based

BPR derives its existence from different disciplines, and four major areas can be identified as being subjected to change in BPR organization, technology, strategy, and people
IT Use

Business Processes

Organizational Forms

Requisite People Skills

Shared databases, making information available at many places Expert systems, allowing generalists to perform specialist tasks Telecommunication networks, allowing organizations to be centralized and decentralized at the same time Decision-support tools, allowing decision-making to be a part of everybody's job Wireless data communication and portable computers, allowing field personnel to work office independent Interactive videodisk, to get in immediate contact with potential buyers. Automatic identification and tracking, allowing things to tell where they are, instead of requiring to be found In the mid 1990s, especially workflow management systems were considered as a significant contributor to improved process efficiency. Also ERP (Enterprise Resource Planning)

 Process

Simplification is Common - True BPR

is Not Desire to change not strong enough Start Point, not the existing Process, a Blank Slate. Reliance on existing process too strong The Costs of the change seem too large BPR Activity not aligned to the Business Objectives Allocation of resources Poor timing and planning Keeping the team and organization on target

Dont assume anything - remember BPR is fundamental rethinking of business processes