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An organizational make-over

Reengineering is new, and it has to be done.

Peter F. Drucker

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Reengineering is the fundamental rethinking and redesign ofbusiness processes to achieve dramatic improvements incritical, contemporary measures of performance, such as cost,quality, service and speed.

(Hammer & Champy, 1993)

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Scientific Management. FW Taylor (1856-1915).

Frederick Herzberg - Job Enrichment .

Deming et al - Total Quality Management and Kaizen .

In Search of Excellence (Peters and Waterman) .

Value-Added Analysis (Porter).

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Technology Customer Preferences

Demanding Sophistication Changing Needs

Local Global

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New Developments

Fear of Unknown and Failure

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Systems Philosophy

Global Perspective on Business Processes

Radical Improvement

Integrated Change

People Centred

Focus on End-Customers

Process-Based

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Start

End

GeneratePurchase

Order

OK? Yes

No

Symbol used to identify the start of a businessprocess

Activities must be described as a verb

Decisions have onlytwo possibilities (Yes & No)

Crossing lines are not allowed

If one side of the decision has no further

processes defined this symbol has to be used 1121-05-2012

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PurchaseOrder

Postingof Bonus

I

A

Continuation symbol within the same numbermust be present twice on the same page

Name the document

Off- Page Connector is used to continue aprocess at the next page or to let the processto flow over at the previous to the next page. If

more than one is needed use A, B, C, D

Name the data

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Sub-ProcessDelivery

BC 4.04

Predefined Processes always have a relation tolevel and stream by a number in the line belowa sub-process description

A predefined process must be described in a

different flowchart. To make the relation clearbetween the predefined process and thebelonging flowchart a unique alpha numericnumber should be assigned to this predefinedprocess.

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Common Problems with BPR

Process Simplification is Common - True BPR is Not

Desire to Change Not Strong Enough

Process under review too big or too small

BPR Isolated Activity not Aligned to the BusinessObjectives

Allocation of Resources

Poor Timing and Planning

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To avoid failure of the BPR process it is recommended that:

BPR must be accompanied by strategic planning, whichaddresses leveraging Information technology as a competitivetool.

Place the customer at the centre of the reengineering effort,concentrate on reengineering fragmented processes that leadto delays or other negative impacts on customer service.

BPR must be "owned" throughout the organization, not driven

by a group of outside consultants.

Teams must be comprised of both managers as well as thosewho will actually do the work.

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The Information technology group should be an integral partof the reengineering team from the start.

BPR must be sponsored by top executives, who are not aboutto leave or retire.

BPR projects must have a timetable, ideally between three tosix months, so that the organization is not in a state of"limbo".

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Reengineering is a fundamental rethinking and redesign ofbusiness processes to achieve dramatic improvements.

BPR has emerged from key management traditions such as

scientific management and systems thinking.

Rules and symbols play an integral part of all BPR initiatives

Dont assume anything - remember BPR is fundamentalrethinking of business processes.

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