King Fahd University of Petroleum

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??? ???? ?????? ??????King Fahd University of
Petroleum MineralsConstruction Engineering
Management Dept.CEM 515 Term Paper

• Business Process Reengineering
• BPR
• Prepared By
• Soughair Al-Shammari
• Prepared For
• Dr. Abdulaziz A. Bubshait

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OUTLINE

• Introduction
• Relating BPR to theories
• What is Business Process Reengineering (BPR)?
• The concept of reengineering
• Methodology Of BPR
• Tools and Techniques of BPR
• Risks, Problems Reasons That BPR Projects Fail
• Reengineering Success Factors
• Examples of Companies that apply BPR
• Differences between BPR and TQM
• The Future of BPR
• Conclusion
• Reengineering Recommendations

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INTRODUCTION

• BPR is a method to radically redesign processes
  and redirect resources in order to achieve
  dramatic improvements in service and customer
  satisfaction. This often results in reduced cost,
  reduced time, or improved quality.
• BPR relies upon questioning, challenging,
  evaluating, and redesigning every element of an
  organizations operational process.
• Business Process Reengineering means not only
  change but dramatic change.

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Relating BPR to Theories

• Business Process Reengineering can be considered
  as a combined application of theories and
  concepts from mainly three areas
• Marketing
• Organization theory
• Informatics

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Definition of Business Process

• A business process is a set of linked activities
  that create value by transforming an input into a
  more valuable output.
• There are three types of business processes
• Management processes
• Operational processes
• Supporting processes

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Definition of Business Process Reengineering

• The analysis and design of workflows and
  processes within and between organizations" .
  (Davenport Short (1990) )
• " The fundamental rethinking and radical redesign
  of business processes to achieve dramatic
  improvements in critical contemporary measures of
  performance, such as cost, quality, service, and
  speed. (Hammer and Champy (1993) )
• Encompasses the envisioning of new work
  strategies, the actual process design activity,
  and the implementation of the change in all its
  complex technological, human, and organizational
  dimensions. (Thomas Davenport (1993) )
• "Business Process Reengineering, although a close
  relative, seeks radical rather than merely
  continuous improvement. It escalates the efforts
  of JIT and TQM to make process orientation a
  strategic tool and a core competence of the
  organization. BPR concentrates on core business
  processes, and uses the specific techniques
  within the JIT and TQM toolboxes as enablers,
  while broadening the process vision. (Johansson
  et. al. (1993) )
• "the critical analysis and radical redesign of
  existing business processes to achieve
  breakthrough improvements in performance
  measures." (Teng et al. (1994) )

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The concept of Reengineering

• BPR changes processes, not functions,
  departments, geographies or tasks.
• BPR derives its existence from different
  disciplines, and four major areas can be
  identified as being subjected to change in BPR.

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Methodologies of BPR
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Consolidated Methodology

• A consolidated methodology has been developed
  from the five methodologies previously presented
  and a model was developed to provide a structured
  approach and to facilitate understanding (Muthu,
  Whitman and Cheraghi 1999).

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Continue. Process Reengineering Life Cycle
(PRLC) developed by Guha et.al.
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Tools and Techniques of BPR

• Input / Process / Output diagrams
• Control Systems Design
• Measures of Performance Design
• Culture Development
• Supplier development
• Postponement and Mass Customization
• Impact / Ease Analysis
• Risk analysis
• Simulation

• Flowcharting
• Waste analysis
• Ownership Analysis
• Benchmarking
• Resource Domination Analysis
• Product life cycle analysis
• Force field analysis
• Pareto Analysis
• Segmentation

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Risks, Problems Reasons that BPR Projects Fail

• Design risks
• Implementation risks
• Operational risks

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Risks, Problems Reasons that BPR Projects Fail

• Design risks include the following
• Sponsorship issues
• Insufficient top management commitment
• Wrong members on the design team
• Inappropriate use of outside consultants and
  contractors
• Poor communication
• Scope issues
• Scope too narrow
• Unrelated to strategic vision
• Skill issues
• Skill issues
• Inadequate consideration of human resource issues
• Insufficient exploration of new ideas
• Political issues
• No legacy system under control
• Fear of change

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Continue.Risks, Problems Reasons that BPR
Projects Fail

• Implementation risks include the following
• Leadership issues
• Inadequate resources
• Technical issues
• Delayed software implementation
• Functional and design requirement problems
• Scope issues
• Slower than expected results
• Inadequate planning
• Transition issues
• Loss of key personnel from design phase

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Continue.Risks, Problems Reasons that BPR
Projects Fail

• Operational risks include the following
• Cultural/human resource issues
• Old technologies in training programs with
  inadequate, insufficient or unsuccessful
• Management issues
• Unsuccessful implementation of new management
  skills
• Technical issues
• Support late
• Operational problems with systems
• Systems do not meet user needs/expectations
• Inadequate testing

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Reengineering Success Factors

• Top Management Sponsorship (strong and consistent
  involvement)
• Strategic Alignment (with company strategic
  direction)
• Compelling Business Case for Change (with
  measurable objectives)
• Proven Methodology (that includes a vision
  process)
• Effective Change Management (address cultural
  transformation)
• Line Ownership (pair ownership with
  accountability)
• Reengineering Team Composition (in both breadth
  and knowledge)

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Examples of Companies that Apply BPR
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Continue.Examples of Companies That Apply BPR
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Differences Between BPR and TQM
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The Future of BPR

• Six Sigma and Total Quality Management (TQM) are
  terms often confused with BPR, and are not its
  replacements. All are change initiatives, with
  the main difference being BPR is focused on
  radical, "big bang" change, and Six Sigma and TQM
  both focused on continuous, incremental
  improvement.

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Conclusion

• BPR doesnt offer a miracle cure on a platter.
  Nor does it provide a painless quick fix.
• Failure in expecting big results doesnt mean
  that reengineering stops forever. It usually
  stalls and then restarts as the company gets
  itself refocused and remobilized.

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Reengineering Recommendations

• BPR must be accompanied by strategic planning,
  which addresses leveraging IT as a competitive
  tool.
• Place the customer at the center of the
  reengineering effort -- concentrate on
  reengineering fragmented processes that lead to
  delays or other negative impacts on customer
  service.
• BPR must be "owned" throughout the organization,
  not driven by a group of outside consultants.
• 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, so that the
  organization is not in a state of "limbo".
• BPR must not ignore corporate culture and must
  emphasize constant communication and feedback.