systems thinking and bpr *traditional business organisation *process based organisation *getting...
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Systems Thinking and BPR
Traditional Business organisation Process Based Organisation Getting from one to the other Things to think about along the way
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Traditional Business model
DesignMarketing Manufacturing Assembly
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Traditional Business
Functional focus Multiple handoffs Document duplication Work duplication Little appreciation for customer
requirements Not systemic
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Business processes
CustomerInquiry
RawMaterials
Suppliercomm
Finishedgoods
Transformation
Processes
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Process based business
Group QIT Process
Start End
Marketing Design Manufacturing Assembly
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Business Processes
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Process based business
Process focussed Improved communication Single documentation Appreciation of customer Systemic
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Process Based Change (PBC)
Scope Decisions Design Approach Process Design Implementation Approach Change management
O’Brien, Bart, 1995, Decisions about Re-Engineering, Chapman & Hall, 658.406 OBR
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BPR Framework
Ad-hoc groupsChange team
Full time project team
Radical
ScopeofChange
Incremental
Internal Focus External
Low
PotentialRisks &Benefits
High
Personal Improvement
Group Improvements
Quality Teams
Process Simplification
Process Re-engineering
Enterprise Integration
Extended Enterprise
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Design Approach
Quantitative Qualitative Modelling techniques Design methodology
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Process redesign (one view)
Develop business strategy
Identify key processes
Analyse existing processes
Re-design processes
Implement, monitor, improve
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Redesign (another view)
Planning
RiskAnalysis
Engineering
CustomerEvaluation
Go /No Godecision
Pressman 1992
Start
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Implementation Approach
Phasing Prototyping Piloting Parallel Plunge
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Change Management
SSM techniques Awareness of people issues Designing process around people