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    Session 3 8 AM - 10 AM: Roles in BPR & Dimension Types

    Uploaded by

    Vinit Dawane
    This document discusses roles and dimensions in business process reengineering (BPR). It outlines three types of processes - interorganizational, interfunctional, and interpersonal. Processes can be characterized by their objects - physical or informational - and activities - operational or managerial. Key roles in BPR include the BPR leader, a senior executive who provides power, authority and vision across functions. Process owners lead BPR teams for particular processes and ensure accountability. Reengineering teams comprise cross-functional members who implement changes. Other associates on the job provide experience and support to the BPR initiative.

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    Session 3 8 AM - 10 AM: Roles in BPR & Dimension Types

    Uploaded by

    Vinit Dawane
    34 views13 pages
    This document discusses roles and dimensions in business process reengineering (BPR). It outlines three types of processes - interorganizational, interfunctional, and interpersonal. Processes can be characterized by their objects - physical or informational - and activities - operational or managerial. Key roles in BPR include the BPR leader, a senior executive who provides power, authority and vision across functions. Process owners lead BPR teams for particular processes and ensure accountability. Reengineering teams comprise cross-functional members who implement changes. Other associates on the job provide experience and support to the BPR initiative.

    Original Description:

    Business Process Re-Engineering

    Original Title

    Bpr Session 3

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    This document discusses roles and dimensions in business process reengineering (BPR). It outlines three types of processes - interorganizational, interfunctional, and interpersonal. Processes can be characterized by their objects - physical or informational - and activities - operational or managerial. Key roles in BPR include the BPR leader, a senior executive who provides power, authority and vision across functions. Process owners lead BPR teams for particular processes and ensure accountability. Reengineering teams comprise cross-functional members who implement changes. Other associates on the job provide experience and support to the BPR initiative.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    34 views13 pages

    Session 3 8 AM - 10 AM: Roles in BPR & Dimension Types

    Uploaded by

    Vinit Dawane
    This document discusses roles and dimensions in business process reengineering (BPR). It outlines three types of processes - interorganizational, interfunctional, and interpersonal. Processes can be characterized by their objects - physical or informational - and activities - operational or managerial. Key roles in BPR include the BPR leader, a senior executive who provides power, authority and vision across functions. Process owners lead BPR teams for particular processes and ensure accountability. Reengineering teams comprise cross-functional members who implement changes. Other associates on the job provide experience and support to the BPR initiative.

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    Roles in BPR & Dimension types

    SESSION 3
    8 AM 10 AM

    RECAP ( 10 MINS)
    What is BPR
    Why did BPR arise
    Difference b/w BPR & Kaizen
    Reasons for success & failure of BPR
    3 things the top leadership should do in preparation stage
    5 steps of BPR implementation
    3 key aspects and 4 process objectives in a vision
    2 popular approaches for listing of processes for BPR
    Various tools for listing & prioritising processes
    AS IS ? What you mean by data collection plan
    Why should IT be involved in BPR right from the start
    What do you understand by Prototyping

    DIMENSIONS OF
    PROCESS TYPES
    The specifics of redesign vary considerably per the
    type of process under examination

    Process
    activities
    Process
    objects
    Process
    entities

    PROCESS ENTITES
    Generally 3 types of processes exist in any organization

    Inter
    organizational
    Inter
    functional
    Inter
    personal

    Processes carried out


    between two organizations
    Processes carried out
    between two functions in
    the same org.
    Processes carried out
    between two or more small
    groups within the same
    function

    PROCESS OBJECTS
    A process in an organization is characterized by two
    types of objects

    Physical
    ( Manufactur
    ing,
    Inspection)

    Informationa
    l
    ( Planning,
    decision
    making)

    PROCESS ACTIVITIES
    Generally there are two types of process activities

    Operational
    ( Inspection of
    product, receipt
    of material etc)

    Managerial
    ( Planning,
    dashboard etc)

    ROLES
    Adhoc is not the way for BPR
    Minor improvements need not have a formal structure
    BPR deals more with Interdepartmental than
    Pr
    Intradepartmental
    BPR
    lead
    er

    BP
    R
    te
    a
    m
    lea
    Othe
    d

    r
    asso
    ciate
    s

    oc
    es
    s
    O
    wn
    er

    Tea
    m
    me
    mbe
    rs

    BPR LEADER
    Senior Executive : CEO or COO
    CIO & VP of line functions are bad choice

    Wield power & authority across cross functions


    Enjoy support of CEO ( when others )
    Key towards Integrating new Process across functions
    Junior managerial positions are not suited
    Key qualities

    Conviction
    Commitment
    Determination
    Persuasion
    Fair & Firm
    Visionary
    Speed in action
    Communication & Interpersonal skills
    Accessible

    BPR LEADER
    Change things when going is good
    Make people believe
    Eye on competitors BPR processes
    Benchmark alone should not be the aim
    Handle change, conflicts especially during prototype to
    implementation

    Impossible / compromise / mediocrity Rise above


    these to inspire

    PROCESS OWNERS
    BPR team leaders of a particular process or value
    stream
    Full time involvement & accountability of BPR IMP
    Expectations are usually discussed & agreed with PO
    by Leader
    POs SMEs
    Course correction & Feedback to leader on a periodic
    basis
    Key towards existing performance standards eval &
    doc
    PO s to be trained Technical & Behavioural

    REENGINEERING TEAMS
    Members are made from cross functional teams
    Need to be the best from their teams
    Good mix of all profiles Engineers, finance expert etc
    Performance appraisals should be linked
    Inspired to move from traditional to Innovative &
    creative
    Great chance for an alternate career path!
    Suitably supported by PO & BPR leader
    Regular team building exercises to firm up talent
    essential
    Take time to sharpen the saw!!

    OTHER ASSOCIATES
    People on the job Key towards initiation of BPR
    Ensure they are on your side
    Make or break the BPR success
    Detailed job experience helps in the BPR journey
    CATALYST should emerge from the team !!

    ASSIGNMENT 2 (5
    MARKS)
    BY 9PM SAT, 8 AUG
    1. Elaborate with an example
    a)

    VSM

    b)

    CE Matrix

    c)

    8 Wastes

    d)

    Value add & Non Value add activities

    e)

    Exhaustive approach

    f)

    High Impact approach

    2.

    How do you frame a organizations vision & mission statement ( > 350
    and < 500 words). Frame one vision statement for a service industry
    and one for Manufacturing industry

    3.

    What should be the role of senior management while communicating a


    CHANGE ( > 500 and < 750 words)

    4.

    Through an example/case study , explain how the 5 step approach was


    used in a successful BPR implementation ( > 500 and < 750 words)

    5.

    Detail 2 examples/case studies of IT enabled BPR process


    implementation( > 500 and < 750 words)

    6.

    What are the various roles in BPR , how effective they must be and
    what are the key qualities in them( > 500 and < 750 words)

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