evaluate what Business Process Reengineering

stands for the business or organisation, carefully

making detailed analyses of each step that a
business or organisation may employ in using
Business Process Reengineering to make it more
efficient and profitable.

ON

Business Process Re-Engineering

By

Mir Asim Ali

(MBA-Innovative Mangement)

(38618)

Business Process Reengineering is a area where studies are being carried out
and found that only thing that is missing is the Structure,in the following essay
we discuss about role played by Business Process Reengineering in the
organization and clearly analyse how it is achieved by following the series of
steps and result through which an organization can earn high profits.

Keywords:BPR-Business Process Re-engineering,Business Transformation –

BT,Business process re-design-BPER,work process redesign-WPR.

Now a days every one demand for the change so always organisations wants to
have change in things in order to stay competent in the market,if anyone who
does not need a change is not born for today’s world so the perfect name given
to this kind of change is Business Process Re-engineering.

According to Hammer & Champy “BPR is 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.”

BPR is the refurbushing of courses of business, definitions ,skeleton ,flow,

conventions etc, the major role of business process re-engineering is overcome
previous or old rules and definations inorder to work radical and redesign of
processes to gain optimized results in critical areas like cost of the process and
quality of product produced,sevice provided to customers and response time of
the service with the through use of information technology.

Business Process:

It is structured,measured set of activities that takes set of specific inputs add a

value to it through a number inter-related relationships between
suppliers,employees and investors to provide specific output .

It involves changing or improving things at the structural .

Different levels of re-engineering

Based on the ambition,depth & width of change,there are three levels such as
BT,BPER and WPR but more radical change can be achieved with BT than with
BPR and similarly more can be achieved by BPER than WPR . in the same way
BT is more risky than BPER similarly BPER is more risky than WPR.

Organisational BPR:

typically organisations are divided into four basic types

 Project typed organisation:It is a set of related tasks that produces

small output.eg: block of houses of same design.

 Function typed organisation: It is the collection of related set of skills

particularly confined to a department.eg: finance dept.

 process typed organisation : it is the sequence of logically related

procedures producing a desigred goal.

 Matrix typrd organisation: It is the combnation of project

,function,process,matrix typed organisation.

BPR is basically achieved in five steps such as

STEP 1:

Arranging and considering for BPR: Organizations initially prepare

themselves for BPR by proper visualization of the selected approach upon other
approaches and creating the desired environment and culture for the success
of BPR, proper shortlisting of key things to integrate and enhancing of the
organization and proper technical answers for the required technical
problem ,by all of the above we are preparing BPR for developing Cross
functional team,Identifing objective for driving the customers and building
strategic solutions,the result of this step is clearly identifying the
problem,scope,total cost of the project and the way in which management of
project is done is defined.

STEP 2:

Maping and analysation of the proposed process: In this process the

organisations begin the analysation of the requirements of the customer and
the aim of the process through which BPR is achieved,to do this first there is
the need for the measurement of the existence process in technical and
fundamental terms and then by determing the way for modifying the existing
process and at the end the implementation of the proposed process.In order to
do all this organization need to develop activity models for the
process,indentification of main things and also where we have to remove the
unwanted sub process from the main process and where we have to add a sub
process to the main process.the result of this step is the unparrelled & obvious
documention of the process is completed,dermination of current proposal
satisfying the six drivers of performance is completed and at the end proposed
process is ready to analyse the requirements underpinned in step1.

STEP 3:

Designing of the proposed process: In this step in order to achieve the

design of the BPR organisations need to the way in which they want to
design,benchmark the baseline for the process by creating the proper vision for
the designing of the process,identify the problems and problem solving
techniques for the prolem,the direction in which the design process is improved
is identified by iomplementing the change,to do all these thing organizations
need to perform six performance measures of the proposed
method,analysation of tradeoff in the process and at the end validation of the
process ,so the result of this stage is the identification of Agile typed process
development,risks and building of the process by removing the unnecessary
processes,last but not the least various courses are detailed analysed not only
for steady state design but also for the dynamic design

Steady state Design

 • It is just the image of the old process with just removal of
the un wanted process,simplifing of the procedures and decreasing
the response time of the processes

Dynamic Design

• After the steady state design it need more refinement in the

areas such as variables,identifiers,control
processes,capacity,measurement and etc

STEP 4:

Implementation of the proposed plan: In this step pf the process

organisations need to first the plan the proposed process by proper recognition
of the process through which the process is justified.in order to do thid
organization need to implement the plan by proper prototying and transition
through which various plans are initiated and transition plans are implemented
the result of this process is exact measurement of six performance drivers and
after implementation to ensure the desired outputs are achevied,Handover to
the operation where it is utilized,Implement the future processes.

STEP 5:

Loop for the improvement of the process: In this final stage of the process
inorder to perform continuous improvement in the proposed process the
organization should prepare fundamention things,identify the process for
improvement,visualization of further enhancement in technical terms and socio
design of the process .all these can resulted by proper measurement of the
current process,dialy reviwing of the process against the targets and upon
which improving contiously of the process.

BPR - different from others

BPR- It was revolutionary at that time which is only onetime effort with just
fundamental change & outputs radical improvement , chanllenging
 fundamental of processes,existence,it was popular among 55-77% of uk
& usa companies in the year 1990.

TQM- It was Evolutionary at that time which was a continous improment with
quality focused and adding just avalue to existing processes
emcompassing the whole organization,it was popular among 1980’s.

JIT- it was minimal waste process which eliminates non-value-adding

activites,align methods and balanced methods to demand,it is popular in
japan but failed in the west.

examples of the BPR in Bank,Railway etc in india which are proved to be cost
effective and profitable.

Teller's System: Most of the banks in india are deployed teller's system
inorder to ease the process of the money eithdrawal process by the
depositors.The teller system was proven to be the agile system in which it
eradicates the tine consuming process of pass book and the cashier response
time.

Automatic Tellers Machine: It is highly user interactive machine aimed in

providing 24x7 liquid cash to the customers of the bank through the individual
cards such as debit and credit card given to the customers from the bank.It
intoduction has improved the response time of the customers and user
experience from the bank and at the end reducing the operational cost in
serving the customers.

Criticisms on BPR

 BPR rejects the old conventional rules and assumptions.

 It establishes the new rules that does not resembles with the
conventional rules.

 It cannot be planned meticulously but can be achieved results in few

cautious steps.

Conclusion:

BPR is the key in every organization in order to stay competitive in the market
along with the excellent design and strong motivation and leadership; it is not
the ordinary process where it has it life time rather than it is an endless
remaining process which requires time to time re-engineering in the processes
so as to be active.

Now a days more than 50% and less than 705 of the BPR projects considered
failure because they did not show the drastic change such as 150% increase in
the over profit is less than the 300% overall profit, most of the projects fail
because of they could not meet the standards of the organization and few
because of the difference between the two BPR processes, In my all humans
should implement the BPR in their life so that they can even be beaten by any
other in their life.

References:

http://www.smthacker.co.uk/organisational_redesign.htm

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Reengineering using IDEF0. Dorset

House Publishing, New York.

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Reengineering: A tutorial on the concept,

evolution, method, technology and application., Journal of Operations

Management 15 (1997) 193-213

4. Hammer,M., Champy.J., (1993), Reengineering the Corporation: A

Manifesto for Business Revolution., Harper

Collins, London.

5. Harrison, Brian.D., Pratt, Maurice.D., (1993), A methodology for

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(2), 6-11.

6. Hunt, Daniel.V., (1996), Process Mapping: How to Reengineer your

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Inc, New York.

7. Manganelli, Raymond.L., Klein, Mark.M., (1994), The Reengineering

Handbook: A Step-by-Step Guide to

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8. Martin, James., (1995),The Great Transition: Using the Seven

Disciplines of Enterprise Engineering to Align

People, Technology, and Strategy., American Management Association,

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9. Mayer, Richard.J., Dewitte, Paula.S., (1998), Delivering Results:

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