This document discusses business process reengineering (BPR). BPR involves fundamentally rethinking and redesigning business processes to achieve dramatic improvements in areas like cost, quality, service, and speed. It summarizes why organizations reengineer processes due to demanding customers, competition, and changing needs. However, complacency, political resistance, and fear of failure can prevent reengineering. BPR seeks to improve cost, service, quality, and speed using a systems perspective focused on end customers and radical process improvement through integrated change. Key steps involve selecting processes, understanding the current process, developing a vision for improvement, and executing the plan.

2. Sagar Mandal
Abhishek Roy
Avinash Kodical
Darrel D’Souza
Tanmayi C.
Nethra

3. 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.

5. Why Reengineer?
• Demanding • Local • Technology
• Sophistication • Global • Customer
• Changing Preferences
Needs
Customers Competition Change

6. Why Organizations Don’t Reengineer?
Complacency
Political
Resistance
New
Developments
Fear of
Unknown and
Failure

7. BPR Seeks Improvements In
Cost Service
Quality Speed

8. Key Characteristics
Systems Philosophy
Global Perspective on Business Processes
Radical Improvement
Integrated Change
People Centred
Focus on End-Customers
Process-Based

9. Systems Perspective
Feedback
Inputs Transformation Outputs
Environment

10. Process Based
• BPR Initiatives
Added must add-value
Value over and above the
existing process
• BPR Initiatives
Customer- must meet the
Led needs of the
customer

11. Radical Improvement
Sustainable Stepped Approach
• Process improvements • Process improvements
need to become firmly will not happen over
rooted within the night they need to be
organization gradually introduced
• Also assists the
acceptance by staff of
the change

12. Integrated Change
• Process
Viable improvements
Solutions
must be viable
and practical
• Process
Balanced improvements
Improvements
must be
realistic

13. Business Empowerment Organizational
Understanding & Participation Culture

15. {

16. Key Steps
Select The Process & Appoint Process Team
Understand The Current Process
Develop & Communicate Vision Of Improved Process
Identify Action Plan
Execute Plan

17. Select the Process
Review
Business Understand
Select Core Don’t Assume
Strategy and Customer
Processes Anything
Customer Needs
Requirements

18. Appoint the Process Team
Appoint BPR
Champion
Identify Process
Owners
Establish Executive
Improvement
Team
Provide Training
to Executive Team

19. Core Skills Required
Capacity to view the organization as a whole
Ability to focus on end-customers
Ability to challenge fundamental assumptions
Courage to deliver and venture into unknown
areasAbility to assume individual and collective
responsibility
Employ ‘Bridge Builders’

20. Execute Plan
Provide
advanced
Benchmark team training
the process
Evaluate the
change
Define and impact on
eliminate the business
Perform process
periodic and on
Qualify/certif problems customers
qualification
y the process reviews