Systems Thinking and BPR

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

Traditional Business model

DesignMarketing Manufacturing Assembly

Traditional Business

Functional focus Multiple handoffs Document duplication Work duplication Little appreciation for customer

requirements Not systemic

Business processes

CustomerInquiry

RawMaterials

Suppliercomm

Finishedgoods

Transformation

Processes

Process based business

Group QIT Process

Start End

Marketing Design Manufacturing Assembly

Business Processes

Process based business

Process focussed Improved communication Single documentation Appreciation of customer Systemic

Process Based Change (PBC)

Scope Decisions Design Approach Process Design Implementation Approach Change management

O’Brien, Bart, 1995, Decisions about Re-Engineering, Chapman & Hall, 658.406 OBR

BPR Framework

Ad-hoc groupsChange team

Full time project team

Radical

ScopeofChange

Incremental

Internal Focus External

Low

PotentialRisks &Benefits

High

Personal Improvement

Group Improvements

Quality Teams

Process Simplification

Process Re-engineering

Enterprise Integration

Extended Enterprise

Design Approach

Quantitative Qualitative Modelling techniques Design methodology

Process redesign (one view)

Develop business strategy

Identify key processes

Analyse existing processes

Re-design processes

Implement, monitor, improve

Redesign (another view)

Planning

RiskAnalysis

Engineering

CustomerEvaluation

Go /No Godecision

Pressman 1992

Start

Implementation Approach

Phasing Prototyping Piloting Parallel Plunge

Change Management

SSM techniques Awareness of people issues Designing process around people