Business Process Reengineering at

Business process reengineering (BPR) is the analysis

and redesign of workflow within and between an organization.

Reduce cost and improve the efficiency. Problems in implementing BPR. Desire to change not strong enough. Process under review too big or too small.

Reliability on existing process too strong

The costs of the change seem too large

Honeywell
Fortune 100 company
Invents and manufactures technology Footprints over 51 countries. 1.22 Lakhs Employee.

David M. Cote, Chairman & CEO, Honeywell

 In year 1989, Honeywell management starts WCM

program-World Class Manufacturing program.

Three goals: Defect reduction, Short-cycle production, and

Materials management.

 Results

70% Reduction in Defects

72% Reduction in cycle time. 70% Reduction in lead time. 46% Inventory cost.

Steps taken
System-wide view of the plant.

Supported a focused-factory environment.

Teams of multi-skilled workers were charged with

building entire products or modules from start to finish.

In 1990, entire plant went through intensive six hour

session.
To support factory focused paradigm all salaried

workforce was evaluated on pay for performance basis.

HoneyWell s TotalPlant
Based on four major principle Process Mapping Fail Safing Team work Communication Every team member must be educated in all four of the principles and empowered to use what they have learned to solve business and manufacturing process problems.

Process Mapping
Process mapping is a tool that allows one to model

the flow of any business process in a graphical form. How the process actually works across functional boundaries. Enables all employees to see how the business process actually works and how it can be changed to be more effective.

An Elephant story

The moral of the story is each blind mans perception is based completely on his individual perception rather than on the reality of the situation

Fail Safing
It is a method to identify a defect, analyze it to

understand its root cause, and then develop a solution that will prevent that defect from occurring again

Fail-safing guarantees that a process will be defect-free.

The PDCA (plan, do, check, act) cycle offers a road map

to help teams work together to prevent errors from occurring.

Teamwork & Effective Communication

The manufacturing vision creates the first step toward a

new work environment that fosters teamwork.

It proposes that the workforce take ownership for the

success of the overall business.

Communication of the TotalPlant vision is paramount to

success.

Conclusion
People are the key enablers of change

People need a systematic methodology to

map processes Management attitude and behaviour can squash projects Bottom-up or empowered implementation BPR must be business-driven and continuous Execution is the real difference between success and failure

Thank You