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Systems Thinking and BPR. Traditional Business organisation Process Based Organisation Getting from one to the other Things to think about along the way. Traditional Business model. Marketing. Design. Manufacturing. Assembly. Traditional Business. Functional focus Multiple handoffs
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Systems Thinking and BPR • Traditional Business organisation • Process Based Organisation • Getting from one to the other • Things to think about along the way
Traditional Business model Marketing Design Manufacturing Assembly
Traditional Business • Functional focus • Multiple handoffs • Document duplication • Work duplication • Little appreciation for customer requirements • Not systemic
Business processes Processes Customer Inquiry Supplier comm Raw Materials Finished goods Transformation
Process based business Marketing Design Assembly Manufacturing Start End Group QIT Process
Process based business • Process focussed • Improved communication • Single documentation • Appreciation of customer • Systemic
Process Based Change (PBC) • Scope Decisions • Design Approach • Process Design • Implementation Approach • Change management O’Brien, Bart, 1995, Decisions about Re-Engineering, Chapman & Hall, 658.406 OBR
BPR Framework Changeteam Ad-hoc groups Full time project team Radical Extended Enterprise High Enterprise Integration Process Re-engineering Potential Scope of Change Process Simplification Risks & Benefits Quality Teams Group Improvements Personal Improvement Low Incremental External Internal Focus
Design Approach • Quantitative • Qualitative • Modelling techniques • Design methodology
Process redesign (one view) Develop business strategy Identify key processes Analyse existing processes Re-design processes Implement, monitor, improve
Redesign (another view) Go / No Go decision Risk Analysis Start Planning Engineering Customer Evaluation Pressman 1992
Implementation Approach • Phasing • Prototyping • Piloting • Parallel • Plunge
Change Management • SSM techniques • Awareness of people issues • Designing process around people