This document discusses business process reengineering (BPR). It begins by defining BPR as the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical performance measures like cost, quality, service and speed. The document then outlines the key characteristics of BPR including that it aims for radical rather than incremental change and focuses on end customers and cross-functional processes. The rest of the document details the BPR life cycle and provides guidance on success factors, limitations and how to successfully implement BPR within an organization.
(BPR) is basically rethinking and radically redesigning an organization's existing resources to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service, and speed.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
In this Business Process Reengineering (BPR) presentation, we delve into the dynamic landscape of modern business, influenced by the three Cs: customers, competition, and change. Traditional organizations, originally designed for stability and mass production, now face challenges in a world that demands flexibility and swift adaptability.
While automation has its merits, its scope often falls short of driving fundamental performance improvements. Enter BPR, spearheaded by Michael Hammer and James Champy, which transcends mere automation. BPR is synonymous with radical redesign, a transformative approach that seamlessly integrates with modern technologies like AI and ML. It's about reimagining entire processes and organizational structures, with digital transformation technologies playing a supporting role.
BPR's relevance remains paramount, particularly in the current landscape where the pandemic has accelerated digital transformation efforts. Organizations are turning to BPR to not only enhance customer experiences but also to optimize operations and achieve transformative results. Digital transformation technologies, strategically integrated into the BPR framework, serve as enablers for this comprehensive process redesign.
Our presentation introduces the core concepts of BPR, positioning it at the forefront of organizational evolution, supported by the seamless integration of digital transformation technologies. Drawing insights from successful BPR implementations at companies like Hallmark, Taco Bell, and Xerox, we highlight the immense potential of this approach. It goes beyond traditional IT applications, unlocking substantial cost savings, elevating customer satisfaction, and enhancing operational flexibility. This balanced narrative empowers management teams to navigate the BPR journey effectively in the modern era, where process redesign and digital transformation go hand in hand.
LEARNING OBJECTIVES
1. Acquire a comprehensive understanding of the principles and modern concepts of Business Process Reengineering (BPR).
2. Familiarize with the distinctive characteristics of reengineered processes in the context of contemporary business practices.
3. Learn a structured and technologically-informed approach to transform processes, optimizing them for maximum productivity.
4. Gain insights into the profound impacts of BPR on organizational dynamics and acquire guidelines for effective change management in the digital era.
CONTENTS
1. Key Concepts & Principles
2. Process Management
3. Overview of BPR
4. Organizing for BPR
5. Process Diagnosis
6. Process Redesign
7. Process Deployment
8. Oraganizational Impact of BPR
9. Guidelines for Change Management
10. Pitfalls to Avoid
Peter Sirman from PA Consulting chaired the 2015 PEX conference. Here are four burning questions we hear from our clients and our point of view on how to fix them.
Business Process Re-Engineering by ADITI WALIAAditi Walia
For the first time ever, this presentation on BPR has a wide coverage of so many topics regarding BPR, it includes not only definition + issues affecting BPR + about core processes of business + history about BPR + General Model + Role of IT in BPR + its objectives + Outcomes as well as problems related to BPR in a very simple and fluent manner along with interactive diagrams and figures so as to aid even the naive or first time reader.
I have to do a project..no one stops at the sign in front of my hous.pdfamitpurbey2
I have to do a project..no one stops at the sign in front of my house-but since defining a stop is
too difficult, I am using whether or not the drivers use the brake or not. You would be surprised
how many don\'t even brake at all. How do I get started with this? Choose random times and
days to observe the stop sign? Can you just point me in the right direction? Thanks :) Statistics
and Probability Comment
Solution
Why do you say that Project Management is the best method of implementing
change? Although change occurs continuously in the world and in our daily lives it is rarely
implemented that way in organisations but rather as a series of steps; a ladder of change. A new
piece of legislation, market imperatives, management initiatives and new technology create
projects that need to be managed, often across departmental or disciplinary lines. Project
Management is a methodology and a discipline which can bring significant benefits to
organisations by:- Ensuring limited resources are used on the right projects Harnessing the
energy of staff in achieving beneficial change Managing complex changes in an organised way
Assessing risks, defining goals and key success areas and setting quality objectives. However,
every organisation has finite resources and, therefore, a limit to the number of projects it can
initiate and control. Pushing too many projects through a resource limited organisation causes
gridlock and stress. Managing the project portfolio efficiently is a fundamental principle of good
project management. Because most projects involve new ideas and learning (even a project to
build houses or flats may involve new materials or unusual soil conditions or there may be new
initiative for tenant selection or co-ownership schemes) project management has evolved a
discipline to manage the new and unusual. Its objective is to: define the project reduce it to a set
of manageable tasks obtain appropriate and necessary resources build a team or teams to perform
the project work plan the work and allocate the resources to the tasks monitor and control the
work report progress to senior management and/or the project sponsor close down the project
when completed review it to ensure the lessons are learnt and widely understood. It is this
structured approach that makes project management the best method for change management.
What is a project? A project is generally defined as a programme of work to bring about a
beneficial change and which has:- a start and an end a multi-disciplinary team brought together
for the project constraints of cost, time and quality a scope of work that is unique and involves
uncertainty Examples of a project:- The development and introduction of a new services The
development of a management information system The introduction of an improvement to an
existing process Setting up a new care initiative The creation of a large tender or the preparation
of a response to it. The production of a new customer newsletter, catal.
I have to do a project..no one stops at the sign in front of my hous.pdfMadansilks
I have to do a project..no one stops at the sign in front of my house-but since defining a stop is
too difficult, I am using whether or not the drivers use the brake or not. You would be surprised
how many don\'t even brake at all. How do I get started with this? Choose random times and
days to observe the stop sign? Can you just point me in the right direction? Thanks :) Statistics
and Probability Comment
Solution
Why do you say that Project Management is the best method of implementing
change? Although change occurs continuously in the world and in our daily lives it is rarely
implemented that way in organisations but rather as a series of steps; a ladder of change. A new
piece of legislation, market imperatives, management initiatives and new technology create
projects that need to be managed, often across departmental or disciplinary lines. Project
Management is a methodology and a discipline which can bring significant benefits to
organisations by:- Ensuring limited resources are used on the right projects Harnessing the
energy of staff in achieving beneficial change Managing complex changes in an organised way
Assessing risks, defining goals and key success areas and setting quality objectives. However,
every organisation has finite resources and, therefore, a limit to the number of projects it can
initiate and control. Pushing too many projects through a resource limited organisation causes
gridlock and stress. Managing the project portfolio efficiently is a fundamental principle of good
project management. Because most projects involve new ideas and learning (even a project to
build houses or flats may involve new materials or unusual soil conditions or there may be new
initiative for tenant selection or co-ownership schemes) project management has evolved a
discipline to manage the new and unusual. Its objective is to: define the project reduce it to a set
of manageable tasks obtain appropriate and necessary resources build a team or teams to perform
the project work plan the work and allocate the resources to the tasks monitor and control the
work report progress to senior management and/or the project sponsor close down the project
when completed review it to ensure the lessons are learnt and widely understood. It is this
structured approach that makes project management the best method for change management.
What is a project? A project is generally defined as a programme of work to bring about a
beneficial change and which has:- a start and an end a multi-disciplinary team brought together
for the project constraints of cost, time and quality a scope of work that is unique and involves
uncertainty Examples of a project:- The development and introduction of a new services The
development of a management information system The introduction of an improvement to an
existing process Setting up a new care initiative The creation of a large tender or the preparation
of a response to it. The production of a new customer newsletter, catal.
Global Situational Awareness of A.I. and where its headedvikram sood
You can see the future first in San Francisco.
Over the past year, the talk of the town has shifted from $10 billion compute clusters to $100 billion clusters to trillion-dollar clusters. Every six months another zero is added to the boardroom plans. Behind the scenes, there’s a fierce scramble to secure every power contract still available for the rest of the decade, every voltage transformer that can possibly be procured. American big business is gearing up to pour trillions of dollars into a long-unseen mobilization of American industrial might. By the end of the decade, American electricity production will have grown tens of percent; from the shale fields of Pennsylvania to the solar farms of Nevada, hundreds of millions of GPUs will hum.
The AGI race has begun. We are building machines that can think and reason. By 2025/26, these machines will outpace college graduates. By the end of the decade, they will be smarter than you or I; we will have superintelligence, in the true sense of the word. Along the way, national security forces not seen in half a century will be un-leashed, and before long, The Project will be on. If we’re lucky, we’ll be in an all-out race with the CCP; if we’re unlucky, an all-out war.
Everyone is now talking about AI, but few have the faintest glimmer of what is about to hit them. Nvidia analysts still think 2024 might be close to the peak. Mainstream pundits are stuck on the wilful blindness of “it’s just predicting the next word”. They see only hype and business-as-usual; at most they entertain another internet-scale technological change.
Before long, the world will wake up. But right now, there are perhaps a few hundred people, most of them in San Francisco and the AI labs, that have situational awareness. Through whatever peculiar forces of fate, I have found myself amongst them. A few years ago, these people were derided as crazy—but they trusted the trendlines, which allowed them to correctly predict the AI advances of the past few years. Whether these people are also right about the next few years remains to be seen. But these are very smart people—the smartest people I have ever met—and they are the ones building this technology. Perhaps they will be an odd footnote in history, or perhaps they will go down in history like Szilard and Oppenheimer and Teller. If they are seeing the future even close to correctly, we are in for a wild ride.
Let me tell you what we see.
Adjusting primitives for graph : SHORT REPORT / NOTESSubhajit Sahu
Graph algorithms, like PageRank Compressed Sparse Row (CSR) is an adjacency-list based graph representation that is
Multiply with different modes (map)
1. Performance of sequential execution based vs OpenMP based vector multiply.
2. Comparing various launch configs for CUDA based vector multiply.
Sum with different storage types (reduce)
1. Performance of vector element sum using float vs bfloat16 as the storage type.
Sum with different modes (reduce)
1. Performance of sequential execution based vs OpenMP based vector element sum.
2. Performance of memcpy vs in-place based CUDA based vector element sum.
3. Comparing various launch configs for CUDA based vector element sum (memcpy).
4. Comparing various launch configs for CUDA based vector element sum (in-place).
Sum with in-place strategies of CUDA mode (reduce)
1. Comparing various launch configs for CUDA based vector element sum (in-place).
Más contenido relacionado
Similar a Chapter 2 ext- business-process-reengineering.pptx
(BPR) is basically rethinking and radically redesigning an organization's existing resources to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service, and speed.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
In this Business Process Reengineering (BPR) presentation, we delve into the dynamic landscape of modern business, influenced by the three Cs: customers, competition, and change. Traditional organizations, originally designed for stability and mass production, now face challenges in a world that demands flexibility and swift adaptability.
While automation has its merits, its scope often falls short of driving fundamental performance improvements. Enter BPR, spearheaded by Michael Hammer and James Champy, which transcends mere automation. BPR is synonymous with radical redesign, a transformative approach that seamlessly integrates with modern technologies like AI and ML. It's about reimagining entire processes and organizational structures, with digital transformation technologies playing a supporting role.
BPR's relevance remains paramount, particularly in the current landscape where the pandemic has accelerated digital transformation efforts. Organizations are turning to BPR to not only enhance customer experiences but also to optimize operations and achieve transformative results. Digital transformation technologies, strategically integrated into the BPR framework, serve as enablers for this comprehensive process redesign.
Our presentation introduces the core concepts of BPR, positioning it at the forefront of organizational evolution, supported by the seamless integration of digital transformation technologies. Drawing insights from successful BPR implementations at companies like Hallmark, Taco Bell, and Xerox, we highlight the immense potential of this approach. It goes beyond traditional IT applications, unlocking substantial cost savings, elevating customer satisfaction, and enhancing operational flexibility. This balanced narrative empowers management teams to navigate the BPR journey effectively in the modern era, where process redesign and digital transformation go hand in hand.
LEARNING OBJECTIVES
1. Acquire a comprehensive understanding of the principles and modern concepts of Business Process Reengineering (BPR).
2. Familiarize with the distinctive characteristics of reengineered processes in the context of contemporary business practices.
3. Learn a structured and technologically-informed approach to transform processes, optimizing them for maximum productivity.
4. Gain insights into the profound impacts of BPR on organizational dynamics and acquire guidelines for effective change management in the digital era.
CONTENTS
1. Key Concepts & Principles
2. Process Management
3. Overview of BPR
4. Organizing for BPR
5. Process Diagnosis
6. Process Redesign
7. Process Deployment
8. Oraganizational Impact of BPR
9. Guidelines for Change Management
10. Pitfalls to Avoid
Peter Sirman from PA Consulting chaired the 2015 PEX conference. Here are four burning questions we hear from our clients and our point of view on how to fix them.
Business Process Re-Engineering by ADITI WALIAAditi Walia
For the first time ever, this presentation on BPR has a wide coverage of so many topics regarding BPR, it includes not only definition + issues affecting BPR + about core processes of business + history about BPR + General Model + Role of IT in BPR + its objectives + Outcomes as well as problems related to BPR in a very simple and fluent manner along with interactive diagrams and figures so as to aid even the naive or first time reader.
I have to do a project..no one stops at the sign in front of my hous.pdfamitpurbey2
I have to do a project..no one stops at the sign in front of my house-but since defining a stop is
too difficult, I am using whether or not the drivers use the brake or not. You would be surprised
how many don\'t even brake at all. How do I get started with this? Choose random times and
days to observe the stop sign? Can you just point me in the right direction? Thanks :) Statistics
and Probability Comment
Solution
Why do you say that Project Management is the best method of implementing
change? Although change occurs continuously in the world and in our daily lives it is rarely
implemented that way in organisations but rather as a series of steps; a ladder of change. A new
piece of legislation, market imperatives, management initiatives and new technology create
projects that need to be managed, often across departmental or disciplinary lines. Project
Management is a methodology and a discipline which can bring significant benefits to
organisations by:- Ensuring limited resources are used on the right projects Harnessing the
energy of staff in achieving beneficial change Managing complex changes in an organised way
Assessing risks, defining goals and key success areas and setting quality objectives. However,
every organisation has finite resources and, therefore, a limit to the number of projects it can
initiate and control. Pushing too many projects through a resource limited organisation causes
gridlock and stress. Managing the project portfolio efficiently is a fundamental principle of good
project management. Because most projects involve new ideas and learning (even a project to
build houses or flats may involve new materials or unusual soil conditions or there may be new
initiative for tenant selection or co-ownership schemes) project management has evolved a
discipline to manage the new and unusual. Its objective is to: define the project reduce it to a set
of manageable tasks obtain appropriate and necessary resources build a team or teams to perform
the project work plan the work and allocate the resources to the tasks monitor and control the
work report progress to senior management and/or the project sponsor close down the project
when completed review it to ensure the lessons are learnt and widely understood. It is this
structured approach that makes project management the best method for change management.
What is a project? A project is generally defined as a programme of work to bring about a
beneficial change and which has:- a start and an end a multi-disciplinary team brought together
for the project constraints of cost, time and quality a scope of work that is unique and involves
uncertainty Examples of a project:- The development and introduction of a new services The
development of a management information system The introduction of an improvement to an
existing process Setting up a new care initiative The creation of a large tender or the preparation
of a response to it. The production of a new customer newsletter, catal.
I have to do a project..no one stops at the sign in front of my hous.pdfMadansilks
I have to do a project..no one stops at the sign in front of my house-but since defining a stop is
too difficult, I am using whether or not the drivers use the brake or not. You would be surprised
how many don\'t even brake at all. How do I get started with this? Choose random times and
days to observe the stop sign? Can you just point me in the right direction? Thanks :) Statistics
and Probability Comment
Solution
Why do you say that Project Management is the best method of implementing
change? Although change occurs continuously in the world and in our daily lives it is rarely
implemented that way in organisations but rather as a series of steps; a ladder of change. A new
piece of legislation, market imperatives, management initiatives and new technology create
projects that need to be managed, often across departmental or disciplinary lines. Project
Management is a methodology and a discipline which can bring significant benefits to
organisations by:- Ensuring limited resources are used on the right projects Harnessing the
energy of staff in achieving beneficial change Managing complex changes in an organised way
Assessing risks, defining goals and key success areas and setting quality objectives. However,
every organisation has finite resources and, therefore, a limit to the number of projects it can
initiate and control. Pushing too many projects through a resource limited organisation causes
gridlock and stress. Managing the project portfolio efficiently is a fundamental principle of good
project management. Because most projects involve new ideas and learning (even a project to
build houses or flats may involve new materials or unusual soil conditions or there may be new
initiative for tenant selection or co-ownership schemes) project management has evolved a
discipline to manage the new and unusual. Its objective is to: define the project reduce it to a set
of manageable tasks obtain appropriate and necessary resources build a team or teams to perform
the project work plan the work and allocate the resources to the tasks monitor and control the
work report progress to senior management and/or the project sponsor close down the project
when completed review it to ensure the lessons are learnt and widely understood. It is this
structured approach that makes project management the best method for change management.
What is a project? A project is generally defined as a programme of work to bring about a
beneficial change and which has:- a start and an end a multi-disciplinary team brought together
for the project constraints of cost, time and quality a scope of work that is unique and involves
uncertainty Examples of a project:- The development and introduction of a new services The
development of a management information system The introduction of an improvement to an
existing process Setting up a new care initiative The creation of a large tender or the preparation
of a response to it. The production of a new customer newsletter, catal.
Global Situational Awareness of A.I. and where its headedvikram sood
You can see the future first in San Francisco.
Over the past year, the talk of the town has shifted from $10 billion compute clusters to $100 billion clusters to trillion-dollar clusters. Every six months another zero is added to the boardroom plans. Behind the scenes, there’s a fierce scramble to secure every power contract still available for the rest of the decade, every voltage transformer that can possibly be procured. American big business is gearing up to pour trillions of dollars into a long-unseen mobilization of American industrial might. By the end of the decade, American electricity production will have grown tens of percent; from the shale fields of Pennsylvania to the solar farms of Nevada, hundreds of millions of GPUs will hum.
The AGI race has begun. We are building machines that can think and reason. By 2025/26, these machines will outpace college graduates. By the end of the decade, they will be smarter than you or I; we will have superintelligence, in the true sense of the word. Along the way, national security forces not seen in half a century will be un-leashed, and before long, The Project will be on. If we’re lucky, we’ll be in an all-out race with the CCP; if we’re unlucky, an all-out war.
Everyone is now talking about AI, but few have the faintest glimmer of what is about to hit them. Nvidia analysts still think 2024 might be close to the peak. Mainstream pundits are stuck on the wilful blindness of “it’s just predicting the next word”. They see only hype and business-as-usual; at most they entertain another internet-scale technological change.
Before long, the world will wake up. But right now, there are perhaps a few hundred people, most of them in San Francisco and the AI labs, that have situational awareness. Through whatever peculiar forces of fate, I have found myself amongst them. A few years ago, these people were derided as crazy—but they trusted the trendlines, which allowed them to correctly predict the AI advances of the past few years. Whether these people are also right about the next few years remains to be seen. But these are very smart people—the smartest people I have ever met—and they are the ones building this technology. Perhaps they will be an odd footnote in history, or perhaps they will go down in history like Szilard and Oppenheimer and Teller. If they are seeing the future even close to correctly, we are in for a wild ride.
Let me tell you what we see.
Adjusting primitives for graph : SHORT REPORT / NOTESSubhajit Sahu
Graph algorithms, like PageRank Compressed Sparse Row (CSR) is an adjacency-list based graph representation that is
Multiply with different modes (map)
1. Performance of sequential execution based vs OpenMP based vector multiply.
2. Comparing various launch configs for CUDA based vector multiply.
Sum with different storage types (reduce)
1. Performance of vector element sum using float vs bfloat16 as the storage type.
Sum with different modes (reduce)
1. Performance of sequential execution based vs OpenMP based vector element sum.
2. Performance of memcpy vs in-place based CUDA based vector element sum.
3. Comparing various launch configs for CUDA based vector element sum (memcpy).
4. Comparing various launch configs for CUDA based vector element sum (in-place).
Sum with in-place strategies of CUDA mode (reduce)
1. Comparing various launch configs for CUDA based vector element sum (in-place).
Techniques to optimize the pagerank algorithm usually fall in two categories. One is to try reducing the work per iteration, and the other is to try reducing the number of iterations. These goals are often at odds with one another. Skipping computation on vertices which have already converged has the potential to save iteration time. Skipping in-identical vertices, with the same in-links, helps reduce duplicate computations and thus could help reduce iteration time. Road networks often have chains which can be short-circuited before pagerank computation to improve performance. Final ranks of chain nodes can be easily calculated. This could reduce both the iteration time, and the number of iterations. If a graph has no dangling nodes, pagerank of each strongly connected component can be computed in topological order. This could help reduce the iteration time, no. of iterations, and also enable multi-iteration concurrency in pagerank computation. The combination of all of the above methods is the STICD algorithm. [sticd] For dynamic graphs, unchanged components whose ranks are unaffected can be skipped altogether.
Adjusting OpenMP PageRank : SHORT REPORT / NOTESSubhajit Sahu
For massive graphs that fit in RAM, but not in GPU memory, it is possible to take
advantage of a shared memory system with multiple CPUs, each with multiple cores, to
accelerate pagerank computation. If the NUMA architecture of the system is properly taken
into account with good vertex partitioning, the speedup can be significant. To take steps in
this direction, experiments are conducted to implement pagerank in OpenMP using two
different approaches, uniform and hybrid. The uniform approach runs all primitives required
for pagerank in OpenMP mode (with multiple threads). On the other hand, the hybrid
approach runs certain primitives in sequential mode (i.e., sumAt, multiply).
06-04-2024 - NYC Tech Week - Discussion on Vector Databases, Unstructured Data and AI
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3. The fundamental rethinking and radical
redesign of business process to bring about
dramatic improvements in performance such
as cost, quality, service and speed.
3
4. A process is a cross-functional interrelated
series of activities that convert business
inputs into business outputs
4
5. A group of logically related tasks that use the
firm's resources to provide customer-
oriented results in support of the
organization's objectives
5
6. Fundamental: In doing reengineering,
business people must ask the most
basic questions about their companies
and how they operate: Why do we do
what we do? And why do we do it the
way we do? Asking these fundamental
questions forces people to look at the
tacit rules and assumptions that
underlie the way they conduct their
businesses. Often, these rules turn out
to be obsolete, erroneous or
inappropriate
6
7. Radical: which is derived from the Latin word ‘radix’, meaning root.
Radical redesign means getting to the root of things: not making
superficial changes or fiddling with what is already in place but throwing
away the old. In reengineering, radical redesign means disregarding all
existing structures and procedures and inventing completely new ways
of accomplishing work. Reengineering is about business reinvention –
not business improvement, business enhancement or business
modification
Dramatic: Reengineering isn’t about making marginal or incremental
improvements but about achieving quantum leaps in performance”
(Hammer & Champy 1993: 33-34). And then further down the same
page: “Reengineering should be brought in only when a need exists for
heavy blasting. Marginal improvements require fine tuning; dramatic
improvements demand blowing up the old and replacing it with
something new
Processes: Although this word is the most important in our definition, it
is also the one that gives most corporate managers the greatest
difficulty. Most business people are not ‘process oriented’; they are
focused on tasks, on jobs, on people, on structures, but not on
processes”
7
8. What does the customer need?
Operations are necessary?
Can some operations be eliminated, combined, or
simplified?….
Who is performing the job?
Can the operation be redesigned to use less skill or less
labor?
Can operations be combined to enrich jobs? ….
Where is each operation conducted?
Can layout be improved?
When is each operation performed? Is there excessive
delay or storage?
Are some operations creating bottlenecks?
How is the operation done? Can better methods,
procedures, or equipment be used?
8
9. 3Cs – The Driving Force Behind Reengineering
Customer
Competition
Change
9
12. 1. Radical Improvement
2. Integrated Change
3. People Centered
4. Focus on End-Customers
5. Process Based
12
13. Sustainable
Process improvements need to become firmly
rooted within the organization
Stepped Approach: Process improvements will
not happen over night they need to be
gradually introduced Also assists the
acceptance by staff of the change
13
14. Viable Solutions
Process improvements must be viable and
practical
Balanced Improvements
Process improvements must be realistic
14
16. Added Value
BPR Initiatives must add-value over and above
the existing process
Customer-Led
BPR Initiatives must meet the needs of the
customer
16
17. Process improvements must relate to the
needs of the organization and be relevant to
the end-customers to which they are
designed to serve
17
20. Clear Vision for Transformation
Reduction of Cycle time
Greater Accuracy
Increased customer satisfaction
Reduced cost
Change Management
20
21. Organize around outcomes, not tasks.
Identify all the processes in an organization
and prioritize them in order of redesign
urgency.
Integrate information processing work into
the real work that produces the information.
21
22. Treat geographically dispersed resources as
though they were centralized.
Link parallel activities in the workflow instead
of just integrating their results.
Put the decision point where the work is
performed, and build control into the
process.
Capture information once and at the source.
22
23. Key Steps
1. Select The Process & Appoint Process Team
2. Understand The Current Process
3. Develop & Communicate Vision Of Improved
Process
4. Identify Action Plan
5. Execute Plan
23
24. Two Crucial Tasks
Select The Process to be Reengineered
Appoint the Process Team to Lead the
Reengineering Initiative
24
26. Select Correct Path for Change
Remember Assumptions can Hide Failures
Competition and Choice to Go Elsewhere
Ask - Questionnaires, Meetings, Focus
Groups
26
27. Appoint BPR Champion
Identify Process Owners
Establish Executive Improvement Team
Provide Training to Executive Team
27
28. 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
areas
Ability to assume individual and collective
responsibility
Employ „Bridge Builders‟
28
29. Used to generate internal capacity
Appropriate when a implementation is
needed quickly
Ensure that adequate consultation is sought
from staff so that the initiative is
organization-led and not consultant-driven
Control should never be handed over to the
consultant
29
30. Develop a Process Overview
Clearly define the process
Mission
Scope
boundaries
Set business and customer measurements
Understand customers expectations from the
process (staff including process team)
30
31. Clearly Identify Improvement Opportunities
Quality
Rework
Document the Process
Cost
Time
Value Data
31
32. Communicate with all employees so that they
are aware of the vision of the future
Always provide information on the progress
of the BPR initiative - good and bad.
Demonstrate assurance that the BPR initiative
is both necessary and properly managed
32
33. Promote individual development by indicating
options that are available
Indicate actions required and those
responsible
Tackle any actions that need resolution
Direct communication to reinforce new
patterns of desired behavior
33
34. Develop an Improvement Plan
◦ Appoint Process Owners
amplify the Process to Reduce Process Time
Remove any Bureaucracy that may hinder
implementation
34
35. Remove no-value-added activities
Standardize Process and Automate Where
Possible
Up-grade Equipment
Plan/schedule the changes
35
36. Qualify/certify the process
◦ Define and eliminate process problems
◦ Evaluate the change impact on the business and on
customers
◦ Benchmark the process
◦ Provide advanced team training
36
37. Fear of Unknown and Failure
Confusion surrounding BPR
Ineffective BPR teams
Problems related to organizational structure
Problems related to BPR resources
37
Notas del editor
Cross-functional process is a process that involves multiple divisions, each of which makes its part of the entire company workflow. For example: product development, lead management , client orders processing – and other critical processes.
“The first key word is ‘fundamental’. In doing reengineering, business people must ask the most basic questions about their companies and how they operate: Why do we do what we do? And why do we do it the way we do? Asking these fundamental questions forces people to look at the tacit rules and assumptions that underlie the way they conduct their businesses. Often, these rules turn out to be obsolete, erroneous or inappropriate
”The second key word is ‘radical’, which is derived from the Latin word ‘radix’, meaning root. Radical redesign means getting to the root of things: not making superficial changes or fiddling with what is already in place, but throwing away the old. In reengineering, radical redesign means disregarding all existing structures and procedures and inventing completely new ways of accomplishing work. Reengineering is about business reinvention – not business improvement, business enhancement or business modification
The third key word is ‘dramatic’. Reengineering isn’t about making marginal or incremental improvements but about achieving quantum leaps in performance” (Hammer & Champy 1993: 33-34). And then further down the same page: “Reengineering should be brought in only when a need exists for heavy blasting. Marginal improvements require fine tuning; dramatic improvements demand blowing up the old and replacing it with something new
The fourth key word in our definition is ‘processes’. Although this word is the most important in our definition, it is also the one that gives most corporate managers the greatest difficulty. Most business people are not ‘process oriented’; they are focused on tasks, on jobs, on people, on structures, but not on processes”
“The first key word is ‘fundamental’. In doing reengineering, business people must ask the most basic questions about their companies and how they operate: Why do we do what we do? And why do we do it the way we do? Asking these fundamental questions forces people to look at the tacit rules and assumptions that underlie the way they conduct their businesses. Often, these rules turn out to be obsolete, erroneous or inappropriate
”The second key word is ‘radical’, which is derived from the Latin word ‘radix’, meaning root. Radical redesign means getting to the root of things: not making superficial changes or fiddling with what is already in place, but throwing away the old. In reengineering, radical redesign means disregarding all existing structures and procedures and inventing completely new ways of accomplishing work. Reengineering is about business reinvention – not business improvement, business enhancement or business modification
The third key word is ‘dramatic’. Reengineering isn’t about making marginal or incremental improvements but about achieving quantum leaps in performance” (Hammer & Champy 1993: 33-34). And then further down the same page: “Reengineering should be brought in only when a need exists for heavy blasting. Marginal improvements require fine tuning; dramatic improvements demand blowing up the old and replacing it with something new
The fourth key word in our definition is ‘processes’. Although this word is the most important in our definition, it is also the one that gives most corporate managers the greatest difficulty. Most business people are not ‘process oriented’; they are focused on tasks, on jobs, on people, on structures, but not on processes”
Job enrichment is a process that is characterized by adding dimensions to existing jobs to make them more motivating. Examples of job enrichment include adding extra tasks (also called job enlargement), increasing skill variety, adding meaning to jobs, creating autonomy, and giving feedback
consumer sophistication as. "an individual's aggregate level of acquired knowledge, experience in. purchasing products, and skills which are relevant to being an effi. cient decision-maker
Productivity is a measure of efficiency of a person completing a task. We often assume that productivity means getting more things done each day. Wrong. Productivity is getting important things done consistently.
able to be maintained at a certain rate or level.
capable of working succ
realistic is someone who has a good grip on the reality of a situation and understands what can and cannot be done, something that is a practical, achievable idea, or something that resembles the actual truth about life.essfully; feasible.
Participation represents action, or being part of an action such as a decision-making process. Empowerment represents sharing control, the entitlement and the ability to participate, to influence decisions, as on the allocation of resources'.
Organizational culture is the collection of values, expectations, and practices that guide and inform the actions of all team members. Think of it as the collection of traits that make your company what it is.
Customer-led companies are characterized by an increasingly strong employee focus on customers, a shared understanding of key customers, an effort to satisfy customer segments, the ability to bring customer propositions to market, and a high level of employee engagement.
A focus group is a market research method that brings together 6-10 people in a room to provide feedback regarding a product, service, concept, or marketing campaign. A trained moderator leads a 30-90-minute discussion within the group that is designed to gather helpful information.
efforts to establish communications and friendly contacts between people in order to make them friends or allies.
The source of your data. ...
Cleanliness. ...
Size. ...
Age. ...
Insights. ...
Actionable. ...
Timeliness. ...
Demonstrate assurance. Projects provides the ability to automatically aggregate risk assessments, testing results, and issues across the entire project into a single assurance metric (percentage) that can be used for reporting purposes.
a system of government in which most of the important decisions are taken by state officials rather than by elected representatives.
Benchmarking is a process of measuring the performance of a company's products, services, or processes against those of another business considered to be the best in the industry, aka “best in class.” The point of benchmarking is to identify internal opportunities for improvement