Business Process Reengineering Business Process Reengineering (BPR) is a method for reorganising the business processes of an organisation - either for process orientation of the entire organisation or for efficiency of selected processes. In line with the systemic way of thinking, the company is viewed as a whole in relation to BPR. Based on this way of thinking, the processes in the company are considered as coherent. BPR aims at achieving higher competitiveness or place the company in a market leading position. According to Ambeck and Bayer, the BPR method can be differentiated into three types: 1. Here and now projects: Here and Now projects consists of fast and simple initiatives concerning changes in defined processes in the company, and they have a duration of between 3 days and 3 weeks. 2. Process efficiency projects: This type of BPR projects involves lengthy and more complex initiatives in more extensive processes in the company and typically lasts between one to six months. 3. Process innovation projects: Process innovation projects cover radical, long-term new development of large-scale processes in the company and can last from three months to several years. As a process consultant, you can propose all three types of projects; the choice of type depends on the specific situation.
BPR consists of three phases: PHASE 1: Preparation of a BPR preliminary analysis The purpose of preparing a BPR preliminary analysis is to get top management involved, create the project and have identified and prioritised processes and proposals for improvement that need to be worked on. As a systemic process consultant, a BPR analysis is not used until after an interview phase and observation phase. This phase is somewhat parallel to the BPR preliminary analysis, as you, in line with the interview and observation phase, wish to find processes that need further work and proposals for improvements of these. In the event that you have already covered these areas in the preliminary analysis, you may skip this phase. PHASE 2: Mobilisation, design and implementation In phase 2, the proposals for improvement from phase 1 are completed and implemented. This involves the development of a change strategy with an associated plan and initiatives, with the purpose of distributing the tasks that follow. This phase depends on the type of project. Therefore, it will be elaborated below in the review of each project type. PHASE 3: Stabilisation and continuous improvement In this phase, the implemented changes in the organisational processes are assigned to those responsible in the organisation who will be responsible for stabilising and continuously improving them.
Here and Now projects can be organised as workshops of one to two days' duration and can have the following aims: • to streamline or modify existing processes • to reduce or eliminate bureaucracy • to upgrade the skills of employees At this workshop, you work in groups with the problem areas and proposed solutions that the process consultants initially formulated. This work can be based on the stages of a given work procedure and formulate the problems associated with each phase. On the basis of this shared search of the problem, suggestions for improvement are generated. It may be a good idea to write down the received proposals for participants in order to get an overview of the proposals. It is important that all proposals are written down, both due to the motivational aspect, and to avoid ruling out some proposals that may turn out to be useful later in the process.
After group discussions, an improvement proposal is selected - possibly through an exchange matrix. In this regard, it is important to systemize the selected improvement proposals to make it clear which issues they relate to. The improvement proposals are pieced together into an action plan that describes in detail what needs to be done and by whom, while also providing a time frame for the actions. Furthermore, it may be appropriate to appoint one or more people, who are responsible for allocating resources, removing barriers, take responsibility for the actual implementation. Finally, it is also important to talk to the management regarding the improvement proposals, ensure the workshop participants present their own proposals and that the management is able to make them feel ownership over the process, and thus, increase the chances of a successful implementation.
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