Business process re-engineering (BPR) involves rethinking and redesigning organizational processes to achieve dramatic improvements in performance metrics like cost, quality, service, and speed. It assumes current processes are irrelevant and should be replaced. BPR follows a three-phased approach of planning, redesign, and implementation. The goals are radical change, dramatic outcomes, and replacing or transforming overall processes. Advantages include satisfaction and growth, while risks include resistance to change. Common benefits are enterprise integration, fewer steps and rules, and reduced inspections. Critiques argue BPR focuses too much on efficiency over people.

1. BUSINESS PROCESS RE-eNGINEERING Presented By: Debkona Bhattacharya GarimaShroff MadhuchandaPramanik RinkiMusaddi SaloniMohta ShraddhaNahata Faculty: Dr. DebajyotiMukhopadhyay Professor and Head, IT and MIS CALCUTTA BUSINESS SCHOOL

3. Definition

4. Concepts

5. Elements

6. Phases of BPR

7. Emphasize :

8. Advantages

9. Disadvantages

10. Common Benefits

12. simply a set of activities that transform a set of inputs into a set of outputs (goods or services) for another person or process using people and tools.

13. Reengineering

17. Phase 2: Redesign

19. radical change

20. dramatic outcomes

21. transformation or replacement of an overall process

22. Four Aspects of Reengineering:

23. Fundamental – B/R starts with basic questions

24. Radical – Redesign current structures and procedures entirely

25. Dramatic – Not gradual but epochal

28. Growth of Knowledge

29. Solidarity to the Company

30. Demanding Jobs

32. Drawbacks to Business Process Reengineering

34. Departments are consolidated

35. Several jobs are combined into one job

36. Worker empowerment

37. There is both horizontal and vertical reorganization

38. Handoffs are eliminated

39. There are fewer rules and less coordination is required

40. Number of steps in a process are reduced

41. This is simplification

42. Inspections, checks and controls are reduced or eliminated

44. Can it be eliminated

45. Can it be taken off line

46. Can it be performed in parallel

47. Can it be combined

48. Is it a bottleneck

49. Can its mean be reduced

50. Can its variance be reduced

51. WHAT IS ITS COST???

52. Processes differ by the type of job being processed

53. Not just one process but many are employed depending on the size of the job

54. Work is performed where it makes the most sense

56. Very often, the label BPR was used for major workforce reductions

57. Lack of management support for the initiative and thus poor acceptance in the organization.