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Pravin Kolhe Executive Engineer

Government of Maharashtra Water Resources Department. Introduction to GPR. Pravin Kolhe Executive Engineer. 12/12/2013, WALMI , Aurangabad. WHAT IS BPR ?. fundamental rethinking.

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Pravin Kolhe Executive Engineer

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  1. Government of Maharashtra Water Resources Department Introduction to GPR Pravin Kolhe Executive Engineer 12/12/2013, WALMI, Aurangabad

  2. WHAT IS BPR? fundamental rethinking BPR is fundamental rethinking& radical redesign of business processesto achieve dramatic improvements in critical measures ofperformance, such as cost, quality, service and speed -Michael Hammer and James Champy (1993) radical redesign Dramatic improvements

  3. WHAT IS GPR? • Government Process Re-engineering (GPR) has evolved from applying BPRconcepts to Government Services. • GPR through application of IT on re-engineered processes • GPR does not mean automation of existing ineffective processes • GPR does not mean sophisticated computerization of obsolete processes • GPR does not mean playing with organization structures • GPR does not mean downsizing – doing less with less • GPR yields better results for stakeholders.

  4. Benefits of GPR to stakeholders

  5. GPR Vs. Quality initiatives • Quality Initiatives attempt continuous improvement • Six Sigma • TQM (Total Quality Management) • GPR attempts a radical redesign or transformation • Big Bang approach • Quantum Leap

  6. Attributes of Services • Simple • Need-based • Certainty • Speed • Convenience • Place • Time • Channel • Equitable • Responsive • Customer-centric • Quality of Service • Cost-effective • Accessible • Assisted

  7. Approach to GPR • Problem Identification & Definition • Define Vision & Objective of GPR • Process Study & Documentation • Process Analysis • Process Re-engineering & Defining To Be Processes • Process Implementation & Validation

  8. Problem statement • Problem Statement:- • We are governing in the 21st century • With Processes and Organizations designed in the 19th Century • to work well in the 20th Century! • Vision & Objective:- • We need entirely different Processes & Organizations for Governance in the 21stCentury

  9. Process… • All processes are simple & efficient when originally designed • User-friendly • Deploying contemporary tools & techniques • But Processes become complex & inefficient with passage of time due to • addition of sub-processes to handle exceptions • changes in environment and • increase in customer expectations • increase in volumes

  10. Principles of GPR • Organize around outcomes, not tasks. • Identify all processes in an organization & prioritize them in order of redesign urgency. • Integrate information processing work into the real work that produces the information. • Treat geographically dispersed resources as though they were centralized. • Link parallel activities in the workflow instead of just integrating their results. • Put the decision point where the work is performed, and build control into the process. • Capture information once and at the source.

  11. Service prioritization • 1) • Compile The List of Services • 2) • Collect statistics and information about your services • 3) • Identify High Value Services which need to be E-governance-enabled • 4) • Prioritize the implementation of the high-value services • 5) • Validate and rationalize the results

  12. Service prioritization

  13. Process Mapping • Process Mapping is the process of documenting various aspects of Government processes with the intention of developing a correct understanding of how things happen “actually”.

  14. Objectives of Process Mapping • 4 attributes of process: • Players • Process flow • Policies, Standards and Responsibilities • Phases with clear start & end-points and process time-lines • To identify the Critical to Process • To identify “Quick Wins” • To understand response time & cycle time • To determine process efficiency • Value-added activities and Non value-added activities

  15. Techniques of Process Mapping • Value Stream Mapping • Mapping the entire value stream of the process on a single page • Supplier - Input - Process - Output - Customer (SIPOC) Map • Mapping the key constituents of the process and their interactions • Flowcharting • Detailed activity / task level graphical representation of the process • Four Field Mapping Template • Microsoft Visio

  16. Four Field Mapping Template

  17. 4 Field mapping Template

  18. Process Analysis • What constitutes process analysis? • Measuring process efficiency – VA/ NVA activities • Identifying process complexity – Data Entry Points (DEPs) / Hand off Points (HOPs) etc. • Hands On Time (HOT) vs. Turn Around Time (TAT) analysis

  19. Transforming Process Transforming Channels Using Technology Transforming People • Eliminate • Simplify • Automate • Base on Trust • Integrate • Join Up • Legislate • Multiple Channels • 24x7 • Access • Common Service Centres • Mobile • Self-Service • Licensed Intermediaries • Enterprise Architecture • Standards • Unified Databases • Unified Networks • SOA • Portals • Training • Change Management • CRM skills • Consultation • Empowerment • Education • Awareness Transformation of process Transformation

  20. Challenges in GPR • Identifying Customer Needs & Performance Problems in the current Processes • Reassessing the Strategic Goals of the Organization • Defining the opportunities for Re-engineering • Managing the BPR initiative • Controlling Risks • Maximizing the Benefits • Managing Organizational Changes • Implementing the re-engineered Processes

  21. Critical SUCCESS factors in GPR • Clear Vision for Transformation • Top management commitment • Identification of Core Processes for BPR • Ambitious BPR team • Knowledge of Reengineering techniques • Engaging external consultants • Tolerance of “genuine failures" • Change Management

  22. Critical failure factors in GPR • Trying to Fix a process instead of Changing it • Lack of focus on Business-critical Processes • Lack of holistic approach • Willingness to settle for minor results • Quitting too early • Limiting the scope of BPR by existing constraints • Dominance of existing corporate culture • Adopting bottom-up approach • Poor leadership • Trying to avoid making anyone unhappy • Dragging the BPR exercise too long.

  23. Information can appear at only one place at a time Only experts can perform Complex work We should choose between Centralization & Decentralization Managers make ALL the decisions Shared Databases Expert Systems Networks Decision Support Systems Information can appear simultaneously at all the places it is needed A generalist can do the work of an expert We can get the benefits of Centralization & Decentralization simultaneously Decision-making is a part of everyone’s job 8 Rules of Disruptive Technologies (2/2)

  24. Field personnel need a fixed place for communications Personal contact with customer Is the best contact You have to find out where things are.. Plans get revised periodically Wireless, Laptops & PDAs Interactive Video RFID High Performance Computing Field personnel can send and receive Information anytime, anywhere Virtual contact with Customer is more conveneint Things tell you where they are ! Plans get revised dynamically 8 Rules of Disruptive Technologies (2/2)

  25. About GPR Workshop • Special Workshop through NISG from 7~11 Oct 2013 at Pune • First time in Water Sector • Identified 8 Prominent Processes for GPR • Identified 32 officers from WRD • Objective is to learn GPR concepts for application in domain area. • Periodical Activity

  26. GPR कार्यशाळेबाबत • दि. ७ ते ११ ऑक्टोंबर २०१३ दरम्यान हॉटेल रॉयल ऑर्चिड, पुणे येथे • राज्यातील निवडक ३० कार्यक्षम, अनुभवी आणि सृजनशील अशा अभियंत्याची निवड • उद्देश:- 1) GPR बाबत तज्ञांकडुन ज्ञान प्राप्त करुन घेणे 2) सद्यस्थितीला असलेल्या महत्वाच्या प्रोसेसचा अभ्यास करणे व त्यामध्ये बदल प्रस्तावित करणे 3) हे बदल व्यवहार्य, कालबध्द असावेत व त्यांचा implementation plan सुचविणे 4) राबविण्यास सोपे व प्रभावी असलेले प्रथमया धर्तीवर 5) सुधारीत प्रोसेस मुळे होणारे फायदे 6) याबाबतचा अहवाल नोव्हेंबर २०१३ पर्यंत तयार करणे

  27. Action Points • List all services of WALMI • Link them • Create As Is Process Map • Process Analysis • To Be Process • Approval of Govt • Implementation

  28. Reference • STeP GPR Reading Supplement Handbook • Business Process Re-engineering & Government Process Re-engineering presentation by J Satyanarayana • Course Material of EPGP-EG course of IIM Indore.

  29. Contact: - Pravin Kolhe, Executive Engineer Water Resources Department, Government of Maharashtra Email:- pravinkolhe82@gmail.com www.pravinkolhe.com PPT downloaded from www.pravinkolhe.com

  30. Thank You…!

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