Dear Ms. Jar,
As you have great interest in learning this Reengineering process, I will share information which could help you in making this report.
Process reengineering focuses on simplification and elimination of wasted efforts. A central idea of process reengineering is that all activities that do not add value to a product or service should be eliminated.
Several jobs are combined into one. Work normally performed by a number of specialists in different functional departments can now be performed by one individual or team.
Reengineering starts with a high-level assessment of the organization's mission, strategic goals, and customer needs.
Basic questions are asked, such as "Does our mission need to be redefined? Are our strategic goals aligned with our mission? Who are our customers?
Re-engineering identifies, analyzes, and re-designs an organization's core business processes with the aim of achieving improvements in cost, quality, service, and speed.
BPR is often used by companies on the brink of disaster to cut costs and return to profitability. The danger is that during this process the company may slash its capacity for future growth. One of the hazards of BPR is that the company becomes so wrapped up in "fighting its own demons" that it fails to keep up with its competitors in offering new products or services.
While American Express tackled a comprehensive reengineering of the credit card business, MasterCard and Visa introduced a new product -- the corporate procurement card. American Express lagged a full year behind before offering its customers the same service.
Principle obstacles to BPR include the fear among employees that their jobs are endangered and that years of experience will account for nothing. To overcome these apprehensions, managers must constantly communicate their plans and expectations.
How to reengineer?
Develop vision & strategy
Determine customer requirements
Goals for the process
Create desired culture
Map and Measure the existing process
Develop technology solutions
Design a Reengineering process
Implement the Reengineering process
Reengineering Recommendations:
• Place the customer at the center of the reengineering effort.
• Case teams must be comprised of both managers as well as those will actually do the work.
• The IT group should be an integral part of the reengineering team from the start.
• BPR must be sponsored by top executives, who are not about to leave or retire.
• BPR projects must have a timetable, ideally between three to six months.
• BPR must not ignore corporate culture and must emphasize constant.
Once all the past mistakes and resistance are identified and overcome, the successful completion of the BPR effort is very much possible.
Best Regards,
Deepak
As you have great interest in learning this Reengineering process, I will share information which could help you in making this report.
Process reengineering focuses on simplification and elimination of wasted efforts. A central idea of process reengineering is that all activities that do not add value to a product or service should be eliminated.
Several jobs are combined into one. Work normally performed by a number of specialists in different functional departments can now be performed by one individual or team.
Reengineering starts with a high-level assessment of the organization's mission, strategic goals, and customer needs.
Basic questions are asked, such as "Does our mission need to be redefined? Are our strategic goals aligned with our mission? Who are our customers?
Re-engineering identifies, analyzes, and re-designs an organization's core business processes with the aim of achieving improvements in cost, quality, service, and speed.
BPR is often used by companies on the brink of disaster to cut costs and return to profitability. The danger is that during this process the company may slash its capacity for future growth. One of the hazards of BPR is that the company becomes so wrapped up in "fighting its own demons" that it fails to keep up with its competitors in offering new products or services.
While American Express tackled a comprehensive reengineering of the credit card business, MasterCard and Visa introduced a new product -- the corporate procurement card. American Express lagged a full year behind before offering its customers the same service.
Principle obstacles to BPR include the fear among employees that their jobs are endangered and that years of experience will account for nothing. To overcome these apprehensions, managers must constantly communicate their plans and expectations.
How to reengineer?
Develop vision & strategy
Determine customer requirements
Goals for the process
Create desired culture
Map and Measure the existing process
Develop technology solutions
Design a Reengineering process
Implement the Reengineering process
Reengineering Recommendations:
• Place the customer at the center of the reengineering effort.
• Case teams must be comprised of both managers as well as those will actually do the work.
• The IT group should be an integral part of the reengineering team from the start.
• BPR must be sponsored by top executives, who are not about to leave or retire.
• BPR projects must have a timetable, ideally between three to six months.
• BPR must not ignore corporate culture and must emphasize constant.
Once all the past mistakes and resistance are identified and overcome, the successful completion of the BPR effort is very much possible.
Best Regards,
Deepak