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Business Process Reengineering

The document discusses various aspects of implementing Business Process Reengineering (BPR) such as: 1) BPR aims for dramatic change to improve organizations by efficiently implementing new processes. 2) Elements of successful BPR implementation include proper monitoring, clear knowledge of reengineering, adequate training, and available resources. 3) Results of BPR implementation include increased productivity, reduced costs, and improved quality.

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Rajani Koundal
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222 views18 pages

Business Process Reengineering

The document discusses various aspects of implementing Business Process Reengineering (BPR) such as: 1) BPR aims for dramatic change to improve organizations by efficiently implementing new processes. 2) Elements of successful BPR implementation include proper monitoring, clear knowledge of reengineering, adequate training, and available resources. 3) Results of BPR implementation include increased productivity, reduced costs, and improved quality.

Uploaded by

Rajani Koundal
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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IMPLEMENTATION means to put into practical effect BPR Not only change but dramatic change the best

t way to improve the organization is to implement a approach BPR could be implemented to all firms. E.g. : BOB has implemented BPR It conducts a no. of activities . This bank is in the process of establishing a unique lending automation process as part of the BPR IMPLEMENATATION.

Attitude Reengineering team, selection, criteria and approach Training Computer orientation and capability Selection of consultant Planning Provisions of the funds

BIJAL GOGRI ROLL N0 :19

INTRODUCTION TO MAHINDRA & MAHINDRA

Started in 1945- by J.C. Mahindra & K.

C. Mahindra
In the year 1947 & 1994

Reasons for Implementation of BPR in M&M


Plant at Igatpuri & Kandivli Reasons For Implementation of BPR Unhealthy Work Culture

Ambition of M & M

Enhance Productivity

ELEMENTS OF IMPLEMENTATI ON OF BPR BY M&M


Proper Monitoring of Reengineering process Clear Knowledge of Reengineering
Adequate Training to the Employees

Adequate resources are to be made available Avoid Wastage of time in detailed process analysis

RESULTS OF IMPLEMENTATING BPR


Number of engines went up to 125 per day on average Vehicles started increasingly rapidly per annum Better Inventory control

DHANSHREE ROLL N0: 19

STEP ZERO TO STEP SEVEN

PROCEDURE
STEP ZERO: STEP ONE: Business Diagnosis and Measurement STEP TWO: Selection of Process for change STEP THREE: Technical Design of the solution

Preparation and coordination of the project

STEP FOUR: Personnel adjustment and training

STEP FIVE: Management of change and employee empowerment

STEP SIX: Introduction of new process into business operation STEP SEVEN: Continues Improvement

KAVITA ROLL N0 : 49

Bureaucracy Duplication of same activity No value added service Complexity of work No reduction in process Time cycle Errors under stress Overlooking of up gradation Non effective communication Outdated process Rude and time consuming process Non improvement attitude Absence of automation.

KOMAL PIVAL ROLL NO :39

DURATION:
Not a Time Consuming Process Months Variation Techniques and Methodology BPR HELLAS

Implementation Of Redesign Process

IMPLEMENTATION COST:
Management & Redesign Study

Benefits of BPR
The expected results for a company that implements business process reengineering are the following: Reallocation of Jobs and Processes Reorganization of the Company's Structure Flexibility Reductions of Costs and Better Quality More than one way to skin a cat Unprofitable Operation Documented Model Successful BPR Process

Business Process Re- engineering is a Process, not a Destination. Deciding the Team Leader And Team for the Project Participation in Implementation Process Success of Business Process Reengineering.

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