Date post: | 19-Jan-2016 |
Category: |
Documents |
Upload: | avice-gaines |
View: | 216 times |
Download: | 0 times |
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
DesignMarketing Manufacturing Assembly
Traditional Business
Functional focus Multiple handoffs Document duplication Work duplication Little appreciation for customer
requirements Not systemic
Business processes
CustomerInquiry
RawMaterials
Suppliercomm
Finishedgoods
Transformation
Processes
Process based business
Group QIT Process
Start End
Marketing Design Manufacturing Assembly
Business Processes
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
Ad-hoc groupsChange team
Full time project team
Radical
ScopeofChange
Incremental
Internal Focus External
Low
PotentialRisks &Benefits
High
Personal Improvement
Group Improvements
Quality Teams
Process Simplification
Process Re-engineering
Enterprise Integration
Extended Enterprise
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)
Planning
RiskAnalysis
Engineering
CustomerEvaluation
Go /No Godecision
Pressman 1992
Start
Implementation Approach
Phasing Prototyping Piloting Parallel Plunge
Change Management
SSM techniques Awareness of people issues Designing process around people