Business Process Re-Engineering helps you improve the performance of your organization.

1. Business process Re-engineering
The assumption of an absolute determinism is the
essential foundation of every scientific enquiry.
― Max Planck,
Dilawar Abbas

2. A definition of Business Process Re-engineering?
Business Process Re-Engineering is the
Fundamental rethinking and Radical redesign of
Business Processes to achieve Dramatic
improvements in the critical measures of
Performance such as
Cost, Quality, Service, Efficiency and Speed.

3. Re-Engineering is NOT
 Automation for existing ineffective processes.
 Sophisticated computerization of obsolete processes.
 Playing with organization structures.
 Downsizing - doing less with less.
 Reorganizing.
 Change Management
 ISO9000

4. Reason for Re-engineering
OLD ERA
 High Depends
 Efficiency
 Control
NEW ERA
 High Competition
 Innovation
 Speed
 Service & Quality

5. . . . follow process and progress
will follow.

6. Effectiveness
To improve service and
satisfy customer needs,
while lowering costs.
Automation
use technology to automate
the
"AS-IS" process to make it
happen faster
V/
S

7. Difference between Automation &
Business Process Re-Engineering
Business Process Re-Engineering is
about Innovation
Making New Wine and
putting it in a New Bottle
Automation is using technological
tools to perform OLD Processes, in
a NEW way,
Like putting OLD Wine in
a New Bottle

8. 3 Goals of Business Process Re-Engineering
Customer Friendliness Effectiveness Efficiency
• Meeting customer
requirements closely
• Providing
convenience
• Outcome based
approach
• Gaining loyalty of
customers
• Image and branding
• Cost
• Time
• Effort

9. 4 Steps in Business Process Re- Engineering
Understanding the Current Process
 "AS IS" study - mapping current process
 Analysis of Root Causes for Inefficiencies
 Identification of Problems, Issues
Inventing a New Process ('TO BE'
Process)
 Survey of Best Practices
 Consultation of Stakeholders
 Constructing the New Process
 Bringing in New Law and Rules
 Adopting Disruptive technologies
Automation
 Selling the NEW way of functioning
Change Management
 Communication Strategy

10. 9 Changes Occasioned by Business Process
Re-Engineering
Work Units Change • from functional departments to process teams
Job Changes • from simple task to multiple-dimensional work
People's role change • From controlled to empowered
Job preparation changes • from training to education
Measures of Performances
& Compensation Change • from activity to results
Criteria for career
advancement change • from performance to ability
Values change • from protective to productive
Organizational Structure
Change • from hierarchical to flat
Executive change • from scorekeepers to leaders

11. Critical Success Factors in Business Process
Re-Engineering
1. Clear Vision for Transformation
2. Top management commitment
3. Identification of Core Processes for Business Process Re-Engineering
4. Ambitious Business Process Re-Engineering Team
5. Knowledge of Re-Engineering techniques
6. Engaging external consultants
7. Tolerance of "genuine failures"
8. Change Management

12. Critical Failure Factors in Business Process
Re-Engineering
1. Trying to Fix a process instead of Changing it.
2. Lack of focus on Business-critical Processes
3. Lack of holistic approach
4. Willingness to settle for minor results
5. Quitting too early
6. Limiting the scope of Business Processing Engineering by existing constraints
7. Dominance of existing corporate culture
8. Adopting bottom-up approach
9. Poor leadership
10. Trying to avoid making anyone unhappy
11. Dragging the Business Process Re-Engineering exercise too long.

13. Scope of Business Process Re-Engineering
Intra-functional
 Small scope within department, least impact
Inter-functional
 Horizontal view across departments, more impact
Inter-organizational
 Broad view including entire supply & delivery chain, most impact

14. Re-Engineering guidance and
relationship of Mission and Work
Processes to Information
Technology.
Mission
Defines Accomplish
Work Processes
Execute Guide
Decisions
Consider Supports
Information
Employ Process
Technology

15. Why Organizations do not Re-Engineer
Complacency
Political Resistance
New Developments
Fear of Unknown and Failure

16. The essence of Business
Process Re-Engineering is
Transformation
The essence of Business Process Re-
Engineering is
Transformation

17. A 4-Pronged Approach to Transformation
Transformation
Transforming
Process
• Eliminate
• Simplify
• Automate
• Base of Trust
• Integrate
• Join Up
• Legislate
Transforming
Culture
• Competency
• Helful
• Polite
• Professional
• Adaptation of Change
Using
Technology
• Enterprise wide
Architecture
• Centralized System
• Unified Database
• Unified Networks
• Web Based System
Transforming
People
• Training
• Change Management
• Consultation
• Empowerment
• Education
• Awareness

18. Change Management
Change is only possible when
people are dis-satisfied.
Satisfied people do not need
change

19. What Change Management Is & What
it is Not
1. Change management is not a stand-alone process for designing a business solution.
2. Change management is the processes, tools and techniques for managing the people-side
of change.
3. Change management is not a process improvement method.
4. Change management is a method for reducing and managing resistance to change when
implementing process, technology or organizational change.
5. Change management is not a stand-alone technique for improving organizational
performance.
6. Change management is a necessary component for any organizational performance
improvement process to succeed, including programs like: Six Sigma, Business Process
Reengineering, Total Quality Management, Organizational Development, Restructuring
and continuous process improvement.
7. Change management is how we drive the adoption and usage we need to realize
business results.

20. Change Advisory Board
 A change advisory board (CAB) delivers support to a change management team by
approving requested changes and assisting in the assessment and prioritization of changes.
This body is generally made up of IT and Business representatives that include: a change
manager, user managers and groups, technical experts, possible third parties and customers
(if required).
 It is advised to form a Change Advisory Board in-order to manage the Change Planning &
Implementation.
Chairman
Change Advisory Board
Permanent
Board Members
Temporary Board Members
(Department Based)

21. We are what we repeatedly do.
Excellence then, is not an act, but a habit.

22. Readiness Analysis
1. Is there a compelling business need for strategic change?
2. Is the organization prepared to challenge it status quo?
3. Would it have the courage to create a new vision?
4. What's the degree and quality of sponsorship and commitment of senior
management?
5. Are they prepared to be deeply involved?
6. Do they have the energy to follow through the entire change process?
7. Is the organization prepared to commit resources (time, energy, money) to
undertake the Business Process Re-Engineering project?
8. What is the overall organization's attitude towards change?
9. Is the organization prepared to overcome resistance to change?
10. You create dissatisfaction, if you want people to change.

23. Business Process Re-Engineering
Team Composition
1. Top Management: CEO / COO as SPONSOR
2. Senior & Middle Management in EXECUTIVE TEAM
3. Selected Senior & Junior Management Staff to form
PROCESS TEAMS
4. Enthusiastic and energetic individual as Business Process
Re-Engineering Coordinator
5. Business Process Engineers

24. Thank You