Business Process Reenginering
Business Process Reengineering
dr Jerzy Surma Kolegium Nauk o Przedsiębiorstwie Szkoła Główna Handlowa w Warszawie e-mail: jerzy.surma@gmai.com
MBA 731: Business Systems Analysis and Design
Minder Chen, Ph.D. School of Management
George Mason University (O) 703-993-1788 (F) 703-993-1809 E-Mail: mchen@gmu.edu Web Site: http://gunston.doit.gmu.edu/ecommerce/MIS731/
Process
BPR Introduction, Examples, & Principles
Introduction to BPR – Problems – BPR Definition – Process Definition, Dimensions, and Examples – BPR Status Reports Examples of BPR – Ford – Mutual Benefit Life Insurance
2
Scientific approach (Taylor)
Complex work is broken down into simple and repetitive tasks that are performed in sequence by specialist.
– – –
Specialization of labor: Individual jobs become simple Sequential processes: Coordinating people becomes more complex (The role of the hierarchy) Narrow and repetitive jobs: De-skilling the work forces
Managers’ job is to control the quantity, cost, and quality of the work performed.
– –
Control as a dominan style Financial-oriented scoreboard
Employees are organized by business functions.
–
Hierarchical structure
3
Origins
Scientific Management. FW Taylor (1856-1915). Frederick Herzberg - Job Enrichment Deming et al - Total Quality Management and Kaizen In Search of Excellence (Peters and Waterman) Value-Added Analysis (Porter).
4
Problems
Functional departments become barriers to change. Too much time and money are spent in ineffective coordination and communication. Too little time for doing work that really benefits customers. Overheads are soaring. Business processes are evolved over a period of time and are not designed to handle changing business environments or to take advantages of emerging technologies.
5
Processes Are Often Cross Functional Areas
"Manage the white space on the organization chart!"
Chart Title CEO
Supplier
Customer/ Markets Needs
Distribution Accounting
Marketing & Sales
Purchase
Production
"We
dr Jerzy Surma Kolegium Nauk o Przedsiębiorstwie Szkoła Główna Handlowa w Warszawie e-mail: jerzy.surma@gmai.com
MBA 731: Business Systems Analysis and Design
Minder Chen, Ph.D. School of Management
George Mason University (O) 703-993-1788 (F) 703-993-1809 E-Mail: mchen@gmu.edu Web Site: http://gunston.doit.gmu.edu/ecommerce/MIS731/
Process
BPR Introduction, Examples, & Principles
Introduction to BPR – Problems – BPR Definition – Process Definition, Dimensions, and Examples – BPR Status Reports Examples of BPR – Ford – Mutual Benefit Life Insurance
2
Scientific approach (Taylor)
Complex work is broken down into simple and repetitive tasks that are performed in sequence by specialist.
– – –
Specialization of labor: Individual jobs become simple Sequential processes: Coordinating people becomes more complex (The role of the hierarchy) Narrow and repetitive jobs: De-skilling the work forces
Managers’ job is to control the quantity, cost, and quality of the work performed.
– –
Control as a dominan style Financial-oriented scoreboard
Employees are organized by business functions.
–
Hierarchical structure
3
Origins
Scientific Management. FW Taylor (1856-1915). Frederick Herzberg - Job Enrichment Deming et al - Total Quality Management and Kaizen In Search of Excellence (Peters and Waterman) Value-Added Analysis (Porter).
4
Problems
Functional departments become barriers to change. Too much time and money are spent in ineffective coordination and communication. Too little time for doing work that really benefits customers. Overheads are soaring. Business processes are evolved over a period of time and are not designed to handle changing business environments or to take advantages of emerging technologies.
5
Processes Are Often Cross Functional Areas
"Manage the white space on the organization chart!"
Chart Title CEO
Supplier
Customer/ Markets Needs
Distribution Accounting
Marketing & Sales
Purchase
Production
"We