Business
Process
Reengineering
(BPR)
BPR
is
the
fundamental
rethinking
(deliberate
change)
and
radical
redesign
of
business
processes
to
achieve
dramatic
improvement
in
critical,
contemporary
measures
of
performance
such
as
cost,
quality,
service
and
speed.
With
IT,
BPR
uses
information
technology
to
radically
overhaul
business
process
and
thereby
attain
major
business
goals’.
BPR
objectives:
• Dramatically
reduce
cost;
• Reduce
lead
times;
• Dramatically
improve
customer
services
or
to
improve
employee’s
quality
of
life
• Reinvent
basic
rules
of
the
business;
• Customer
satisfaction
by
meeting
their
requirements;
• Organisational
learning.
Diagnosing
change
with
BPR:
• Scope
-‐
very
large,
radical
change
of
routines,
structures,
processes
(unlimited);
• Readiness
for
change
-‐
assumption
that
this
is
an
important
factor
for
successful
change;
• Capability
of
top
management
-‐
anticipate
and
cope
with
resistance;
• Power
-‐
no
attention
paid
to;
• Capacity
-‐
resources
required;
• Preservation
-‐
no
attention
paid
to.
How
to
change:
structure
of
BPR
change:
• Change
is
cross-‐functional:
managers
(or
employees)
from
different
functional
departments
or
units
are
involved
in
the
change
process;
• Reengineering
team
is
to
be
formed,
including
project
manager;
• Top
management
support
is
required;
• Need
for
broad
participation
from
all
employees
involved.
A
four-‐step
process
to
determine
how
to
change:
1. Identify
processes
to
be
changed
and
prepare
for
change
a. How
can
companies
identify
their
business
processes
to
be
changed?
i. Dysfunction
-‐
Which
processes
are
in
the
deepest
trouble.
ii. Important
-‐
Which
processes
have
the
greatest
impact
on
customer.
iii. Flexibility
-‐
which
processes
are
the
most
susceptible
to
redesign
b. Prepare
for
change
by
persuading
people
to
embrace
or
at
least
not
to
fight
-‐the
prospect
of
a
major
change
by
developing
the
clearest
message
on:
i. A
“case
for
action”-‐
Here
is
where
we
are
as
a
company
and
this
is
why
we
can’t
stay
here
(support
by
showing
your
balance
and
these
of
the
competitors)
ii. A
“vision
statement”
-‐
This
is
what
we
as
a
company
need
to
become
2. Analyse
current
situation
by
making
use
of
four
simple
rules
a. Start
with
a
clean
sheet
of
paper.
Answer
the
following
questions:
i. With
my
current
experience
what
can
I
do
today?
ii. If
I
were
to
re-‐create
this
company
today,
given
what
I
know
and
current
technology,
what
would
it
look
like?
iii. How
will
I
be
focusing,
organizing
and
managing
the
company?
PIQC
-‐
Summary
improvement
approaches
Process
Reengineering
(BPR)
BPR
is
the
fundamental
rethinking
(deliberate
change)
and
radical
redesign
of
business
processes
to
achieve
dramatic
improvement
in
critical,
contemporary
measures
of
performance
such
as
cost,
quality,
service
and
speed.
With
IT,
BPR
uses
information
technology
to
radically
overhaul
business
process
and
thereby
attain
major
business
goals’.
BPR
objectives:
• Dramatically
reduce
cost;
• Reduce
lead
times;
• Dramatically
improve
customer
services
or
to
improve
employee’s
quality
of
life
• Reinvent
basic
rules
of
the
business;
• Customer
satisfaction
by
meeting
their
requirements;
• Organisational
learning.
Diagnosing
change
with
BPR:
• Scope
-‐
very
large,
radical
change
of
routines,
structures,
processes
(unlimited);
• Readiness
for
change
-‐
assumption
that
this
is
an
important
factor
for
successful
change;
• Capability
of
top
management
-‐
anticipate
and
cope
with
resistance;
• Power
-‐
no
attention
paid
to;
• Capacity
-‐
resources
required;
• Preservation
-‐
no
attention
paid
to.
How
to
change:
structure
of
BPR
change:
• Change
is
cross-‐functional:
managers
(or
employees)
from
different
functional
departments
or
units
are
involved
in
the
change
process;
• Reengineering
team
is
to
be
formed,
including
project
manager;
• Top
management
support
is
required;
• Need
for
broad
participation
from
all
employees
involved.
A
four-‐step
process
to
determine
how
to
change:
1. Identify
processes
to
be
changed
and
prepare
for
change
a. How
can
companies
identify
their
business
processes
to
be
changed?
i. Dysfunction
-‐
Which
processes
are
in
the
deepest
trouble.
ii. Important
-‐
Which
processes
have
the
greatest
impact
on
customer.
iii. Flexibility
-‐
which
processes
are
the
most
susceptible
to
redesign
b. Prepare
for
change
by
persuading
people
to
embrace
or
at
least
not
to
fight
-‐the
prospect
of
a
major
change
by
developing
the
clearest
message
on:
i. A
“case
for
action”-‐
Here
is
where
we
are
as
a
company
and
this
is
why
we
can’t
stay
here
(support
by
showing
your
balance
and
these
of
the
competitors)
ii. A
“vision
statement”
-‐
This
is
what
we
as
a
company
need
to
become
2. Analyse
current
situation
by
making
use
of
four
simple
rules
a. Start
with
a
clean
sheet
of
paper.
Answer
the
following
questions:
i. With
my
current
experience
what
can
I
do
today?
ii. If
I
were
to
re-‐create
this
company
today,
given
what
I
know
and
current
technology,
what
would
it
look
like?
iii. How
will
I
be
focusing,
organizing
and
managing
the
company?
PIQC
-‐
Summary
improvement
approaches
