Write up on

Assignment # 01

Dated : February 15th 2011

Submitted to : Mr. Abdullah

MAVERICKS

Abstract

Previously there is lack of structured approach to do business process reengineering. BPR is consists of five steps i.e. :

1. Prepare for re-engineering 2. Map & analyze AS-IS process3. Design TO-BE process4. Implement reengineering process5. Improve continuously _( through KAIZEN , TQM & 5S activities )

Introduction

This world is changing by each passing moment of time or you may say that this is a built-in property of everything, while everything is this world is canging except the word ‘Change‘itself. This world is depend on the 3Cs i.e. Customer, Competition and Change. This change might succeed to the person to the Entrepreneur, from Entrepreneur to a successful business man, from small factory to huge industries and so on…

Re-Engineering

Continuously re-thinking and re-designing for better improvement of the business process in the field of cost minimization, quality enhancement, better quality of service providing with desire time. Business process reengineering (BPR) is focused on ‘process ‘rather than man, machine, task.

BPR primarily concern with the re-examination of the process from the grass roots till end,& find cant the Reinvention of process for betterment of function, BPR is strictly for those who really want a complete change/improvements in their process rather than they focused on some parts of process to certain percentage.

Re-Engineer;

Although many people stated that BPR belongs to process only but it is not be limited for the entire reorganization & it is fact organizations ate as effective as there process. ‘’ A process is series of activities which is perform to get desire result ‘output’ by putting some inputs and definitely entire activities have done for the sake to obtain customer (internal & external) satisfaction. ‘’

Mostly companies are talking about their departments in terms of their functions rather than focused on the process based system. Companies must have focused and thinking on their processes and must have process map (for the identification of entire method involved in the process), these maps are very much useful for the re-road mapping of the process.

Roadmaps are very useful tool for re-engineering team to study the criticality or bottleneck of the process and get rid of those problems.

By the study of road map importance of critical process can be identified or any hurdle this often came in process, then redesigning of that process can be start by mutual brain storming session.

Normally companies consider then reengineering of any process on the basis of three criteria’s i.e.

a- Dysfunction b- importance c- feasibility How to Re-engineer There are five strategies are defined, to tale any one of them which is more feasible according to the company problem and process. Consolidated Methodology A consolidated method derived with the help of given 5 strategies, this structured approach is known as ‘IDEFO model’.

BPR: the surest way to the Top:

4.1.1 Activity #1: Prepare for reengineering (BPR) Before start this reengineering activity there must be detail analyze require why the need of reengineer or business process reengineering is necessary for this. When this need arise to change or to develop a new process for improvement then must do a joint discussion with all concerns (like a brain storming ) when ideas get comes then a better solution for the problem will get then start planning of each activity when and how to do all process. This activity must be start by a cross functional by keep in mind that this activity could not be proceed without a strategic direction from the top management for the continuous improvement. Another important aspect for the BPR to keep as an objective ‘‘customer driven objectives‘’ to understand what your customer wants which you are unable to provide, for which you are struggling to developed when customer driven objective is identified and a plan require to implement , before this the mission or vision statement must be stated. The vision is what the company believes it want to achieve when it is done. A well defined vision will sustain a company‘s stress through the process of BPR under this statement of vision on teams member will perform like a troop act as under flag.

4.1.2 Activity # 2: Map and Analyze As-Is ProcessBefore implement the BPR the analysis must be done to get the desire result, because important aspect of BPR is to give the dramatic results. Mostly organizations require mapping the exiting process first, then analyzing and improving on it to re-design the new process. Mostly organization focused on the existing procedure and tries to improve on the existing process by some value addition. Mostly people are not aware the importance of analysis of process AS-IS analysis and did prefer the entire change of designing TO-BE model directly. The main objective of this phase is to identify ‘disconnects ‘ i.e whatever things or information are not passing to get desire target, which must be provided and the flow of information channel must be developed. Then making of model and each activity in this model should be documented then details of each activity in term of times cost, resources. All ground work must be completed through a model (described each activity in detail). BPR proponent, Hammer & Champy argue against analyzing the current process of organization that inhibits the creativity. 4.1.3 Activity # 3 : Design To-Be Process The main objective of this activity is to provide or produce one or more than one alternative to the existing process which must be satisfying the ultimate goal of the organization. For this,

1 . P r e p

a r e fo r

B P R

b u ild c ro s s fu n c tio n a l te a mid e n tify c u s t om e r d r iv e n o b je c tiv e d e v e lo p s t r a t eg ic p r o c es s

2 . M A P

& A n a ly

z e A S - IS P r o c

e s s

c re a t e a c ti v ity m o d e lsc re a t e p r o c es s m o d e lsid e n tify d is c on n e c ts a n d v a lu e a d d ing p r o c es s e s

3 . D e s ign T O -

B E P r o c

e s s

b e n ch m a r k p r o c es s e sv a lid at e t o -b e p r o c es sp e r for m t r a d e -o ff a n a lys is

4 . Im p le m e

n t R e -

e n g ine e r in

g P r o c

e s s

e v o lv e im p lem e n t ati o n p la np r o to ty p e & s im u late t r a n s itio n p la n sin iti a te t r a in ing p la n sim p lem e n t t r a n s iti io n p la n s

5 . Im p r

o v e C o n tin u o s l

y

in iti a te o n -g o in g m e a s ur e m e nt r e v ie w p e r fo rm a n c e a g a in st ta r g e tim p rov e p r o c e ss c o n ti no u s ly

firstly benchmarking has to do, that comparing you with some target (with your competitor) where you are standing now and where you want to be. For achieving that target where you want to be adopting the some innovative process from any where. Having identification of required potential improvement in the existing process a To-Be Models is done by using various available model methods. Similarly with As-Is model with each activity description in detail, TO-Be model will be perform in the same manner.

4.1.4 Activity # 4 : Implement Reengineered Process This is the most difficult and critical stage of implementation. Difficult is because it require changing in environment of the organization, but once it has done, the next step will be develop a transition plan from the As-Is to design process. This redesigning plan must be align with the organization structure, information system business procedure and policies. To support the BPR Project to get success require so must support with the quick transformation of information system.As-IS model can be mapped for To-Be model and a list for the change requirement can be generated. Additional requirements for the construction can be added time to time into work breakdown system (WBS). By using Prototype & simulation techniques, the transition plan is validated & pilot versions are redesigned and demonstrated for workers and then plan can be executed in full scale. 4.1.5 Activity # 5 : Improve Process, Continuously A change or process change cannot happen over a night. The enduring of every reengineering effort consists of improving process gradually by monitoring each step and monitored _ the progress of the action and the results. The progress can be measured by watching the people feeling after implementation of a process change, how well informed people now , and how committed the management shows, and how the change teams are accepted in a broader perspective of the organization and all this can be monitored and conducted by surveys, or interviews or talking.Continuous improvement (TQM) and BPR have always been considered mutually exclusively to each other. In fact TQM can be used as a tool to handle various problems encountered during the BPR efforts and continuously improve the process.

Conclusion