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​Business process reengineering (BPR) focuses on redesigning the strategic and value-added processes which transcend the organizational boundaries. It is a cross-functional approach that requires support from almost all the departments of the organization. Business Process Reengineering: Automation Decision Points in Process Reengineering offers a new framework based process reengineering and links it to organization life cycle, process life cycle, and process management. This volume describes the fundamental concepts behind business process reengineering and examines them through case studies, and should appeal to researchers and academics interested in business process reengineering, operations strategy, and organizational restructuring and design.

Inhaltsverzeichnis

Frontmatter

Chapter 1. Business Process Reengineering: A Consolidated Approach to Different Models

Abstract
The beginning of the concept of business process reengineering dates back to at least a decade ago when the realization of the success of the synergy between process focus and just-in-time techniques employed by Japanese organizations (especially in the manufacturing sector) was recognized and appreciated. This kind of an approach reduced work-in-progress, improved the rate of workflow, and thus affected lead times as well, which reduced by giving better customer service. During this time, the concept of Quality Circles came into being which held the separate work cells responsible for their work rather than departments. Thus due to such decentralized quality control, better customer service could be provided as well as multiskilled work could be performed. This reduced costs as well as made the quality control tasks dynamic and dealing with customer satisfaction easier as, instead of knowing the customer’s discomfort at the end, it could be identified early and requisite action could be taken.
Sanjay Mohapatra

Chapter 2. The Need for BPR and Its History

Abstract
Business process reengineering (BPR) is a very relevant term in today’s world. It is widely used in organizations to inflict radical changes to the entire organization, the existing functional hierarchies, and the fragmented staff roles.
Sanjay Mohapatra

Chapter 3. Business Process Reengineering: Framework and Approach

Abstract
BRP advocates in “reinventing the wheel,” i.e., this approach encourages an organization to start from scratch and work towards reinvention, thus leading to manifold improvements in performance and revenue. BPR focuses on processes where it works to redesign the strategic and value-added processes which transcend the organizational boundaries.
Sanjay Mohapatra

Chapter 4. Business Process Management (Process Life Cycle, Process Maturity)

Abstract
By the end of the chapter, the reader is expected to have better clarity on the following outlined aspects:
Sanjay Mohapatra

Chapter 5. Organization Life Cycle and Its Relationship with Process Reengineering

Abstract
The learning objectives of this chapter are
Sanjay Mohapatra

Chapter 6. Business Process Modelling

Abstract
Processes form the heart of every organization regardless of its size, type, or age. These processes may be formal and documented or informal existing in people’s heads. Regardless of their type processes are generally complex, require deep understanding, and need to be communicated well. Needless to say business process modelling (BPM) has evolved as a top priority for companies in the recent years. A survey of CIOs has found that a top business priority for their company was business process improvement. There are a number of options for improving business processes—like business process reengineering; adopting new process management techniques, such as Six Sigma; or enhancing old systems through adding new capabilities.
Sanjay Mohapatra

Chapter 7. People Issues with BPR and Change Management

Abstract
The major objectives of this chapter revolve around highlighting change management and people issues during a typical business process reengineering exercise.
Sanjay Mohapatra

Chapter 8. Change Management Approach in Implementing BPR

Abstract
The title of this chapter is BPR Implementation Steps and People View. The first section of this chapter would deal primarily with the nitty-gritty of business process reengineering implementation in any organization. We intend to explore the implementation steps to a great level of detail. In other words, the objective here is to understand the implementation of BPR at a granular level.
Sanjay Mohapatra

Chapter 9. BPR and Malcolm Baldrige National Quality Program

Abstract
The history of Malcolm Baldrige National Quality Award (MBNQA) dates back to 1980s. With the expanding and demanding global market, the competition became intense. The cost and quality focus of Japan emerged as a challenge to American firms. America realized that they need to focus on quality in order to survive in the changed market dynamics.
Sanjay Mohapatra

Chapter 10. BPR and Automation

Abstract
Thomas Davenport and Michael Hammer working as consultants researched and invented a brand new concept called business process redesign which later gained eminence as business process reengineering or BPR. They stressed on the importance of eliminating “non-value adding work” which the managers all over the world were trying to automate them without assessing the use of them.
Sanjay Mohapatra

Chapter 11. TQM and BPR

Abstract
In 1990, Hammer suggested for eliminating non-value-adding activities rather than using technology to automate the processes involved. Till then, technology had been used only for automating the existing processes and not eliminating non-value-adding activities. The focus should be to maximize customer value by minimizing the resources consumed for delivering the product or service. So companies started reviewing their processes and strived for renewed competitive advantage in the limited resources and costs that they could manage. Initially it had to face its share of brickbats, and post-1995, the accusation against reengineering was that it focused only on processes and technology and not on effective change management for the people. Among different product-centric strategies, this kind of reengineering strategy was more a customer-focused initiative. It improved coordination of rate of workflow as well as increased efficiency and responsiveness of supply chain thus increasing customer satisfaction. A more keen focus on the production process rather than an eye on the products would help in further improvement in the company becoming customer focused.
Sanjay Mohapatra

Chapter 12. Case Study: AEGON Religare

Abstract
AEGON Religare Life Insurance is a joint venture between Dutch insurance major AEGON, Bennett, Coleman and Company, and Religare Enterprises one of the leading integrated financial services groups in India. After the insurer launched operations in July 2008, as a late entrant in the market, AEGON Religare faced huge competition from other well-grounded players.
Sanjay Mohapatra

Backmatter

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