Systems Thinking and BPR

1
Systems Thinking and BPR

• Traditional Business organisation
• Process Based Organisation
• Getting from one to the other
• Things to think about along the way

2
Traditional Business model
Design
Marketing
Manufacturing
Assembly
3
Traditional Business

• Functional focus
• Multiple handoffs
• Document duplication
• Work duplication
• Little appreciation for customer requirements
• Not systemic

4
Business processes
Processes
Customer Inquiry
Supplier comm
Raw Materials
Finished goods
Transformation
5
Process based business
Marketing
Design
Assembly
Manufacturing
Start
End
Group
QIT
Process
6
Business Processes
7
Process based business

• Process focussed
• Improved communication
• Single documentation
• Appreciation of customer
• Systemic

8
Process Based Change (PBC)

• Scope Decisions
• Design Approach
• Process Design
• Implementation Approach
• Change management

OBrien, Bart, 1995, Decisions about
Re-Engineering, Chapman Hall, 658.406 OBR
9
BPR Framework
Change team
Ad-hoc groups
Full time project team
Radical
Extended Enterprise
High
Enterprise Integration
Process Re-engineering
Potential
Scope of Change
Process Simplification
Risks Benefits
Quality Teams
Group Improvements
Personal Improvement
Low
Incremental
Internal
External
Focus
10
Design Approach

• Quantitative
• Qualitative
• Modelling techniques
• Design methodology

11
Process redesign (one view)
Develop business strategy
Identify key processes
Analyse existing processes
Re-design processes
Implement, monitor, improve
12
Redesign (another view)
Go / No Go decision
Risk Analysis
Start
Planning
Engineering
Customer Evaluation
Pressman 1992
13
Implementation Approach

• Phasing
• Prototyping
• Piloting
• Parallel
• Plunge

14
Change Management

• SSM techniques
• Awareness of people issues
• Designing process around people