Dimensions of Business Process Reengineering (BPR) (PowerPoint PPT Slide Deck)

PROCESS IMPROVEMENT PPT DESCRIPTION

This product (Dimensions of Business Process Reengineering [BPR]) is a 22-slide PPT PowerPoint presentation slide deck (PPT), which you can download immediately upon purchase.

In all too many organizations, Business Process Reengineering (BPR) has been not only a great success, but – ironically – also a great failure. After months, even years, of careful process redesign, these companies achieve dramatic improvements in individual processes only to watch overall results decline.

Business Process Reengineering (BPR) is a management strategy originally pioneered in the early 1990s, which focuses on the analysis and design of workflows and business processes within an organization. BPR is a practice of rethinking and redesigning the way work is done to better support an organization's mission and reduce costs.

BPR aims to help organizations fundamentally rethink how they do their work in order to improve customer service, cut operational costs, and become world-class competitors. BPR also seeks to help organizations radically restructure their organizations by focusing on the ground-up design of their business processes.

The promise of process reengineering is not empty. It can actually deliver revolutionary process improvements. Major reengineering process efforts are being conducted around the world. Yet, companies cannot translate these results to the bottom line.

This framework discusses the 2 dimensions of Business Process Engineering, which are critical in translating these short-term narrow-focus process improvements into long term profits. Organizations just need to have a good grasp of these dimensions of BPR to effectively manage business process improvements.

This presentation will provide you an in-depth understanding of BPR and the 2 dimensions of BPR:

1. Breadth (of Process Redesigned)
2. Depth (of Business Change)

Breadth and Depth are critical in translating short-term, narrow focus process improvements into long-term profits.

The first dimension of BPR, Bread (of Process Redesign), captures the range of activity types within a business process. The business process to be redesigned must be broadly defined in terms of cost or customer value to improve performance across the entire business unit.

The second dimension of BPR, Depth (of Business Change), captures how many and how much of the depth levers change as a result of process reengineering. Redesign must penetrate to the organization's core, fundamentally changing 6 crucial organizational elements.

These 2 dimensions of Business Process Reengineering are discussed in further deck within the presentation framework.

This deck also includes slide templates for you to use in your own business presentations.

This PPT includes a detailed analysis of 20 organizations to uncover why reengineering efforts often fail to impact the bottom line. It also provides actionable insights into leveraging the breadth and depth dimensions for sustainable business transformation.

Source: Best Practices in Process Improvement, Business Process Re-engineering PowerPoint Slides: Dimensions of Business Process Reengineering (BPR) PowerPoint (PPT) Presentation Slide Deck, LearnPPT Consulting

PROCESS IMPROVEMENT PPT SLIDES

Identifying Redesign Opportunities through BPR

This PPT slide titled "Breadth – Opportunities for Redesign" outlines various opportunities for process improvement within organizations, specifically through the lens of Business Process Reengineering (BPR). It presents a structured approach to identifying inefficiencies and suggests redesign strategies to enhance operational effectiveness.

The slide is divided into 3 primary categories: eliminating problems caused upstream of activity, removing delays or errors during handoffs, and combining steps that span multiple functions. Each category is supported by real-world examples that illustrate the issues faced by organizations and the corresponding redesign solutions implemented.

For instance, the first example highlights a US computer company where errors in order entry were traced back to sales representatives misconfiguring systems. This led to increased costs and high error rates. The redesign involved a cross-functional approach that addressed both the configuration issues and the skills of the sales force, resulting in improved delivery and significant cost savings.

The second example discusses a UK insurance company where the processing of a new policy took an excessive amount of time due to ten handoffs between departments. The solution was a case-manager approach, which streamlined the process to ensure that only one handoff occurred, reducing processing time to less than 7 days.

Lastly, the slide addresses a US electronics equipment manufacturer that had multiple job titles across different functions involved in provisioning hardware. The redesign eliminated unnecessary roles, consolidating responsibilities to enhance efficiency.

Overall, the breadth of BPR offers organizations a pathway to uncover innovative performance enhancements. This slide serves as a compelling reminder of the potential gains from a thorough examination of existing processes.

Critical Activities in Business Process Redesign

This PPT slide presents an overview of "Breadth of Process Redesigned" within the context of Business Process Reengineering (BPR). It emphasizes the importance of identifying activities that are crucial for value creation in a business unit. The description highlights 2 main points: the need to recognize critical activities in the redesign process and the measurement of cost reduction as a percentage of the overall business unit. This suggests that a comprehensive understanding of the process is essential for effective redesign.

The importance section underscores that including a broader range of activities in the redesign can lead to more significant improvements across the entire business unit. It points out that when interrelated activities are considered, there’s a greater likelihood of uncovering incremental opportunities that might be overlooked in isolated performance improvement efforts. This indicates that a narrow focus may limit the potential for meaningful change.

The slide also hints at a common pitfall in reengineering efforts, which is insufficient process breadth. This serves as a cautionary note for executives considering BPR initiatives. It implies that without a holistic approach, organizations may fail to achieve the desired outcomes from their reengineering efforts.

Overall, the slide conveys that a thorough examination of process breadth is not just beneficial, but necessary for successful BPR. It encourages decision-makers to adopt a wide-ranging perspective when evaluating processes to ensure comprehensive improvements and value creation.