systems thinking and bpr
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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. Traditional Business model. Marketing. Design. Manufacturing. Assembly. Traditional Business. Functional focus Multiple handoffs - PowerPoint PPT PresentationTRANSCRIPT
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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 managementO’Brien, Bart, 1995, Decisions about Re-Engineering, Chapman & Hall, 658.406 OBR
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BPR FrameworkAd-hoc groups Change 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