• Understanding the Concept

• Setting the Direction

• Selecting the People

• Defining “How to go about it?”

• Wiping the Slate Clean

• Putting BPR into Practice

• Continuous improvement

• Understanding the Implementation Requirements and usual barriers to success.

Differences between Improvement, Redesign and Re-engineering:

Process redesign is a natural evolution of TQM. It uses many of the traditional techniques of Organisation and Method (O M) and Work Study. It differs from earlier approaches in its degree of customer focus and its use of the opportunities available from the development of information technology.

Business Process Re-engineering: Is defined as a ‘fundamental rethink and radical redesign of business processes to achieve dramatic improvements in critical contemporary measures of performance, such as cost, quality, service and speed.

The approach is based on the premise that continuous incremental improvement is not capable of meeting the challenge of the global market-place. To succeed, companies need major breakthroughs in performance and to leapfrog their competitors. BPR aims for dramatic improvements, not small steps to achieve slow and steady progress. Rather than 10 percent improvements, BPR expects to cut product development cycles by 50 per cent, to cut order to delivery times from a month to one day and take 60 percent to 80 percent out of costs, while at the same time improving service levels. That is dramatic change.

The Benefits of Implementing this Program Approach

The potential benefits of  are enormous. They are not easy to achieve, but there is substantial evidence that it can be effective.

1. Re-engineering At An Insurance Company:-

• Administration costs down by 40 percent

• Staff turnover down by 58 percent

• Claims settlements down by 5 percent

• New business applications up by 20 percent

• Claims handling time down from 28 days to four days

• Customer call-backs down 80 percent

2. In the manufacturing arena equally dramatic results have been achieved:-

• Order cycle time down from 33 days to three days

• Product development time reduced from 48 months to 10 months

• Productivity increased by 60 per cent

• These claims are so great that it would be folly to ignore them.

PROGRAM CONTENT

1. What is Reengineering Really?

2. Why does my Organization Need to BPR?

3. What will be involved in its Implementation for my Organization?

4. The Four Truths: It’s Process-Centric, It’s Redesign-Ruled, It’s Radical, It’s Dramatic.

5. Different Reengineering Approaches.

6. Why Must you Reengineer Today? Typical Reasons.

7. Reengineering Vs Rightsizing, Restructuring, TQM, Automation

8. How Drastic Should Your Reengineering Be?

9. REENGINEERING TOOLS: Project Management, Coordination, Modeling, Business Process Analysis Measurement, System Development, Human Resources Analysis Design.

10. A Self Test Questionnaire For Your Organization: Are You Ready To Reengineer?

11. A Step-by-Step Methodology for Implementing BPR.

Case Study: Reengineering at a Manufacturer.

1. Understanding your Organisation in Process Terms. Opportunities for BPR. Critical Success Factors.

2. How Do You Reengineer For Success? Role of Consultants BPR Tools available.

3. BPR Implementation : Step-by-Step Approach.

4. Integrating Technology (including Information Technology) with BPR to produce Business Solutions.

5. The Top Ten Ways to Fail at Reengineering.

6. The Stages, Tasks Activities in Reengineering Implementation. Main Stages:  

7. • Preparation Identification

   • Innovation Vision

   • Process Design

   • Implementation Transformation

   • Assessment

8. The Misconceptions about Reengineering. The Resistance:  Reengineering doesn’t work. Reengineering is nothing new. Reengineering’s not sufficiently radical. Reengineering’s dangerous and Inhumane. We’re different. We can’t afford it. We’ve been doing it for years. Reengineering’s just another name for downsizing, and downsizing doesn’t work. Reengineering is not for growth. Reengineering is just common sense.