business process reengineering for asq members in uae sunil thawani asq country councilor for uae...
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![Page 1: Business Process Reengineering For ASQ Members in UAE Sunil Thawani ASQ Country Councilor for UAE Dec. 2001 EPPCO House, Dubai](https://reader036.vdocument.in/reader036/viewer/2022082505/56649d9f5503460f94a89e13/html5/thumbnails/1.jpg)
Business Process Reengineering
For ASQ Members in UAE
Sunil Thawani
ASQ Country Councilor for UAE
Dec. 2001
EPPCO House, Dubai
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Suppliers
Customers
Products
Services
Economic Conditions
Competition
Regulatory Requirements
Publicopinion
Environmental Concerns
Enterprise Model
Organizational Objectivesand Goals
Strategies, Plansand Policies
Processes
Procedures
Tools andTechnologies
Products
Organization
Services
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Relationship Of Processes To The Business
Operating Objectives and Strategies
Processes
Subprocess
Procedures & Rules
Tools andTechnologies
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Process Model
Supplier Customer
Work Activity(Value added
over time)
Tasks, People, FacilitiesTechnology, Rules,Repeatable, Controllable
Input Output
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Process Flows Back & Forth between Departments
Business Management
Customer Needs
Marketing Engineering Operations Distribution Finance
CustomerSatisfaction
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Business Process Reengineering Processes
Processes in traditional organization are
• Orphans
• Fragmented
• Invisible
• Unmanaged
• Defy Organization Boundaries
• Result OrientedThey are at the very heart of every enterprise to create
value for customers
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Performance Improvement Approaches
Quality Team Group Issues
Process ImprovementTasks/Flows/ToolsTechniquesMeasuresSkills
Process Reengineering Processes People Organization IT
BusinessReengineeringProducts/MarketsScope in value chainCore CompetenciesPartners/Linkages
Problems Processes Major Processes Entire Business
Rem
ove
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Con
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Small-------------------------------Change Scope----------------------------Large
Low
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Why Companies Reengineer?
0% 10%20%30%40%50%60%70%80%
To reverse declines in market share/profits
To build closer relationships with customers/suppliers
To get products/services to market faster
To fight increasing competition
Top four motivations
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WHAT IS BUSINESS PROCESS REENGINEERING?
BPR means starting all over, from scratch i.e. “If I were recreating this company today given what I know & given current technology, what would it look like?”.
BPR is about rethinking how work is done. Underlying principle is that design of work must be
based not on hierarchical management and the specialization of labour but on end-to-end processes and the creation of value for the customer.
M.H. & J.C
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DEFINITIONS OF REENGINEERING
“ Reengineering is the fundamental rethinking & radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures performance , such as cost, Quality, Service, & Speed. “
Michael Hammer
James Champy
“ Reengineering is the rapid and radical redesign of strategic, value-added business processes and systems, policies & organization structures that support them to optimize the work flows & productivity in an organization. “
The Reengineering Handbook
(AMACOM 1994)
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COMPONENTS OF PROCESS REENGINEERING
Business
ProcessesBusinessProcesses
People and
Organization
Informationand
Technology
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WHICH PROCESSES ARE BEING REENGINEERED ?
0% 10% 20% 30% 40% 50% 60% 70% 80%
INDUSTRIAL COMPANIES
PRODUCTION
DISTRIBUTION/ LOGISTICS
CUSTOMER ORDERS
PROCUREMENT / MATERIAL MANAGEMENT
FINANICAL MANAGEMENT
MARKETING AND SALES
HUMAN RESOURCES
OTHER
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WHICH PROCESSES ARE BEING REENGINEERED ?
0% 10% 20% 30% 40% 50% 60% 70%
SERVICE COMPANIES
FINANCIAL MANAGEMENT
MARKETING AND SALES
CUSTOMER ORDERS
DISTRIBUTION/LOGISTICS
PRODUCTION
PROCUREMENT/MATERIALS MANAGEMENT
OTHER
HUMAN RESOURCES
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MIXED RESULTS
0% 10% 20% 30% 40% 50% 60% 70% 80%
Percentage of Companies Meeting Specific Objectives
CONSOLIDATING PRODUCT LINES
CONSOLIDATING SALES LINES
OUTSOURCING FUNCTIONS
OFFERING NEW PRODUCTS/SERVICES
GROWING MARKETS
SPEEDING PRODUCTS/SERVICES TO MARKET
MANAGING INVENTORY BETTER
ELIMINATING FUNCTIONS
INCREASING PROFITABILITY
ELIMINATING LOW VALUE WORK
CUTTING COSTS
INCREASING PRODUCTIVITY
STREAMLINING BUSINESS PROCESSES
REDUCING HEAD COUNTS
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BUSINESS PROCESS REENGINEERING
PURCHASE DEPT.
ACCOUNTS PAYBALEVENDOR
P.O.
INVOICE
PAYMENT
G.R.N.
• 500 HEAD COUNT
• ACCOUNTS PAYABLE TO MATCH 14 ITEMS BETWEEN P.O., G.R.N. & INVOICE
RECEIPT DEPT.
FORD MOTOR COMPANY - BEFORE BPR
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BUSINESS PROCESS REENGINEERING
PURCHASE DEPT.
VENDOR
P.O.
GOODS
PAYMENT
• AUTOMATIC MATCHING OF 3 ITEMS (PART NO.,UNIT OF MEASURE, SUPPLIER CODE) BETWEEN P.O. & G.R.N.
• FASTER SIMPLER, MORE ACCURATE & EFFICIENT PROCESS
•75% REDUCTION IN HEAD COUNT
•INVOICELESS PROCESSING
RECEIPT DEPT.
FORD MOTOR COMPANY - AFTER BPR
ACCOUNTS PAYABLE
DATABASE
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WHAT TO REENGINEER ?
• Critical Assessment of Processes
• Select processes for Reengineering
• Criteria for selection of processes
- Cycle Time, Cost, Process Value , Key Issue , Management Priorities, Customer , Supplier & Competitor Issues.
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Selecting Critical Processes
• Dysfunction : Process deepest in trouble (Fragmented , inefficient , etc. )
• Greatest impact on customer
• Feasibility : Most susceptible to successful redesign
( High cost , wide scope )
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CRITICAL ASSESSMENT OF PROCESSES WORKSHOP - FLOWCHARTTheoretical InputsEnsure clear understanding of Processes Film on “Customer is Dwight”
Identify Macro to Processes, Sub-Processes, Allocate Manpower to Processes/Sub-ProcessesDefine Sub-Processes
Identify Issues to Process/Sub-ProcessesSelect key issues by Dot VotingPriorities Issues in descending order & difficulty in implementation
Identify internal customer(s) of Sub-processes, value factors & Process performancePriorities processes in terms of process performance, process impact & value
Annual Cost of Manpower to CompanyCalculate Processes/Sub-Processes manpower cost
Select Flow ItemDetermine Macro Process Cycle Times
Inventory Data in value days of R.M., W.I.P, F.G., Spares, etc.
Select processes
for
Reengineering
by
Process Impact &
PerformanceAnalysis
Key Process Issues
Process Value Performance
Process Labor Cost
Process Cycle Time
Process Material Cost
Manpower Cost-Time Profile
Material Cost-Time Profile
Customer RequirementsVendor RequirementsCompetition IssuesManagement Priorities
Fix Dates, Venue for WesTIP, Scope the Selected Processes, Identify WesTip team Leaders & Members, Collect Sponsor Expectation