Process Reengineering


Why Business Process Reengineering

The globalization of the economy and the liberalization of the trade markets have formulated new conditions in the market place which are characterized by instability and intensive competition in the business environment. Competition is continuously increasing with respect to price, quality and selection, service and promptness of delivery. Removal of barriers, international cooperation, technological innovations cause competition to intensify. All these changes impose the need for organizational transformation, where the entire processes, Organization Climate and organization structure are changed.

Process is a structured, measureable set of activities designed to produce a specified output for a particular customer or market. It implies a strong emphasis on how work is done within an organization.
Trusted-IT as a business process consultant introduces Business Process Reengineering (BPR) as fundamental rethinking and radical redesign of business processes to achieve 

dramatic improvements in critical contemporary measures of performance such as cost, quality, service and speed. BPR encompasses the envisioning of new work strategies, the actual process design activity, and the implementation of the change in all its complex technological, and people dimensions. Also it aims at cutting down costs and process redundancies, but unlike other process management techniques, it does so much on broader scale.

 

How does business process reengineering work?

There are usually five generic steps involved in the business process reengineering which are:  

  • Focus on organizational values and customers’ needs.
  • Design the new processes with business process reengineering procedures.
  • Organize the business units into cross-functional teams which will create clear accountability for each process.
  • Consider the standard personnel and organizational issues.
  • Enhance business process in the entire organization.

 

The implementation Methodology

The implementations procedures are usually done in five steps which generally are:

 

  • The Envision stage: the company reviews the existing strategy and business processes and based on that review business processes for improvement are targeted and IT opportunities are identified.
  • The Initiation stage: project teams are assigned, performance goals, project planning and employee notification are set.
  • The Diagnosis stage: documentation of processes and sub-processes ta
  • kes place in terms of process attributes (activities, resources, communication, roles, and IT). (creating the existing As-Is Processes)
  • The Redesign stage: new process design is developed by devising process design alternatives and through brainstorming and process creativity techniques.
  • The Reconstruction stage: management technique changes occur to ensure smooth migration to the new process responsibilities and human resource roles. (creating the new To-Be Processes)
  • The Evaluation stage: the new process is monitored to determine if go
    als are met and examine quality goals..

 

What we deliver

  • Benchmark Assessment Document 

The Benchmark will be done during the “As-Is” process being analyzed. It’s the assessment of the current process performance and efficiency against best practices in this area. The objective of this document is to identify how good or bad is the current process.

  • Process Mapping Document

This document aims to visualize what a business does by taking into account roles, responsibilities and standards. We take this step further by providing a visual way to understand, analyze, and improve upon a current method of working. It answers the questions “who,” “what,” “when,” “where” and “how” for these steps, and helps to analyze the “why”.

  • Process Reengineering Document

This document aims to improve the efficiency and effectiveness of the processes that exist within and across organizations .This document is considered he (As-Is) document. It contains the whole new process structure with clear narrative and visual description to the entire process. It involves the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical contemporary measures of performance such as cost, quality, service and process’s speed.

Benefits of Business Process Re-reengineering

  • Cost and cycle time reduction – It does this by getting rid of unproductive activities and redundant human labor. When a business reorganizes by teams, it decreases the importance of having management layers. It also accelerates information flows and gets rid of errors and job repetitions.
  • Promotes quality – This happens because BPR decreases disintegration of work. Instead, it creates a clearer picture of who does what. This increases accountability among workers. Also, it makes performance appraisal easier by basing it on quick feedback.
  • Increase customer satisfaction – If needs are fulfilled quickly, customer are likely to feel satisfied.