BUSINESS PROCESS RE - ENGINEERING

Re Engineering ( Implementation Phase )

The key stages in implementing Business Process Re-engineering (BPR)

Successful re-engineering requires a clear understanding

that:
organizations should be process--not function--driven; processes must be built around the customer; and staff involvement at all stages of design, planning, implementation and maintenance is a prerequisite for success--staff are the "cement" who bind everything together.

Although there have been many BPR-driven successes, there has also been criticism of the relatively high failure rate as well, where companies have not obtained the expected results. Reasons put forward for failure include: confusing downsizing with changing the way things are done; too much emphasis on reducing staff, poor redesign of processes; continuing with a departmental, rather than a process-driven, customer-focused culture; introducing new technology in isolation; and failing to involve staff at every stage.

Implementation Phase (Hammer & Champy)

Plan the implementation

Appoint a project co-ordinator or team.

Decide if implementation will be carried out in one major effort or in two or more phases. Decide on a start and finish date. If possible choose slack periods. Decide which existing and new processes and systems will be run in parallel before old ones are dropped. Prepare a detailed, prioritized day-by-day schedule for key staff, and an outline plan for everyone else.

Contd
Ensure that key staff are fully briefed and that training has been given where appropriate. Ensure that key external partners, such as suppliers, are fully briefed as to how, and from when, the changes will affect their operations. Notify key customers, and other key partners that normal service will be resumed as soon as possible. Put details on the corporate web site (if one), with contact names and details. Allow sufficient time for testing, settling in, tweaking, troubleshooting and general "hand-holding". This is likely to be a particularly stressful time to those at the sharp edge. Issue regular progress reports.

Implementation Timeline
Depict

each major step in the implementation of the solution on a timeline. Major steps should include: development, testing, training, initial implementation, and rollout. Consider any impacts to the organization from a productivity or operational viewpoint.

Contd..

Most implementation plans get dictated by the systems development

schedule because it is usually the least flexible and has the most
dependencies.

However, it is important that your team think about each solution element, and define an implementation timeline that will maximize benefits while having the fewest impacts on the organization.

The implementation focus will enable you to prioritize the steps in the implementation.

Example
For

example, if the focus is to streamline the operation, then the priority would be to implement the automated functions quickly. In order to help you to focus your implementation, link your costs and benefits to the timeline

Effective communication
Effective

communication is considered a major key

is needed throughout the change

to successful BPR-related change efforts

Communication

process at all levels and for all audiences even with those not involved directly in the re-

engineering project

Effective communication between stakeholders inside and outside the organization is necessary to market a BPR programme and to ensure patience and understanding of the structural and cultural changes needed as well as the

organization's competitive situation

Communication should take place BPR implementation process frequently and in both directions between those in

charge of the change initiatives and those affected by them

Communication should be open, honest, and clear

especially when discussing sensitive issues related to change such as personnel reductions

Success of Implementation
Following

the publication of BPR by Hammer & Champy, Davenport & Short many organizations have successfully implemented and achieved dramatic benefits from BPR. Companies such as Ford Motors, CIGNA, and Wal-Mart are some of the organizations recognized for successful implementation of BPR

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