BUSINESS OPERATION ANALYSIS

BUSINESS PROCESS REENGINEERING

GROUP 1
AMY JASMINE JENNY - RICHARD
 Presentation Outline

BPR - Theory Case study Conclusions

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1 BUSINESS PROCESS
RE-ENGINEERING (BPR)

What is BPR?
JENNY Occasion.
Process.
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 What is BPR?
Business process reengineering (BPR) is the
analysis and redesign of workflows within and
between enterprises.
Known as process innovation and core process
redesign.
Aims at cutting down enterprise costs and
process redundancies.

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 Occasion

1. New technologies, process, equipment, methods introduced.

2. Quality, production capacity, efficiency requires have a major
breakthrough.
3. Strategy, organization, personnel ability to be changed.
4. Customer requirements change.
5. Existing process outputs can not satisfy customers.
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 Process Re-identify the target market.
the analysis of enterprise customers
source.

Diagnosis currently situation

and improve or abandon the old
Make sure that
business model to meet the
process is useful
needs of the market and
customers to promote business
model transformation.

After diagnose the existing process,

enterprises should redesign business
processes

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2 A CASE STUDY

Company introduction.
JASMINE Process.
RICHARD Outcome.
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 CASE EXAMPLE--XEROX

An American global corporation.

Xerox manufactures and sells a wide
variety of office equipment.
Purchased Affiliated Computer Services.
Fortune 500 companies.
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 CASE EXAMPLE--XEROX

Separated its business process

service operations into a new publicly
traded company.
Focuses on its document technology
and document outsourcing business.

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OCCASION

Non-Production Procurement (NPP) covers all purchases of supplies other

than supplies used in the actual production of copying machines

In early 1994, Xerox was spending about $4.3 billion dollars a year on NPP

Xerox realized that the redesign of this process represented a major

opportunity to save money

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 PROCESS

Identify Processes

A business process redesign team was

created.
The redesign team members involved in the
work explained.
Specialists had been established to handle
exceptions and rush order.
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 PROCESS

Review, Update Analysis As-Is

The group approached the redesign by trying to

think of major changes and simultaneously.
Xerox contracted with an outside consulting
group, to survey other organizations.
The redesign team studied the results and set
its own goals accordingly.
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 Process

DESIGN TO-BE

The redesign team spoke lightly of the

struggles between different groups as they
worked to consolidate activities.
The entire NPP process had been reduced the
three sequences, each comprising a few
activities.
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 Process

DESIGN TO-BE

Decided to identify and negotiate mega-

purchasing deals with very large suppliers who
could support Xerox throughout the world.
Decided to completely automate access
between Xerox managers and the suppliers so
that all paperwork would be eliminated. 14
 Process

Test & Implement to-Be

They converted specific activities to use case

diagrams and eventually develop object models
for each of the major transactions.
Use model tool to run simulations on each
major set of activities defined by the BP redesign
group
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 Process

Test & Implement to-Be

Saved Xerox a very significant portion of the

money formerly spent administrating purchasing.
A complex system of dozens of paper forms
had been eliminated and the entire process was
now handled, online, by a new NPP software
system.
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 OUTCOMES

In this case, the company didnt completely

reinvent the process, but they simplified it and
improved it a many different ways.

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3 CONCLUSION

Dos and dont

AMY
Other conclusion.

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 Dos and Dont

Getting involve into the reality Being an armchair strategist

Identifying the needs of change Ignoring the external transition

Holistic thinking Narrow aspect

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 Dos and Dont

Test & Implement to-Be

Improving the process Redividing tasks

What we have to do? What should we do?

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 BPR can help company not only in diagnosing their internal
operation but also ask the manager to rethinking themselves.

The mythology gives the clear direction to the

organization while facing unexpected changes in the market.

The company should use different aspects while

reengineering their process.
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