Business Process Re-Engineering (BPR) rolling around in its truest form should always please take a roller approach to ensure it’s efforts are entirely alignment with the core vision for the corporation, it’s core values, it’s overall desired business design and the core purpose and tasks the corporation should work to provide the items, services and price to its customers that help it to be successful and profitable. True, often targeted BPR efforts come about deep within a corporation where only small subsets of computer are re-architected, but familiarity with the above mentioned visions, values and models should never be lost sight of during a targeted effort.
Following are many guiding “Principles” or “Best Practices” which have given me practical guidelines to utilize with clients when undertaking process re-engineering projects. One or two are mine and a few originate from others including Mike Hammer in the 1994 book “Re-Engineering the Corporation”. Keeping people cognizant of these Principles in a BPR effort will help keep the process facilitation workshops with a client on target. Just point to these principles when you see having it . a “personal stakes or agenda” looking to take you off on the tangent on account of personal interests. It will help drive them back in alignment.
1. We are going to develop new processes in alignment with the Business Vision along with the core tasks in the corporation instead of looking to fix existing processes.
2. Business Process Re-engineering will be done together with business, application, and technology personnel to ensure the most beneficial results.
3. We will never place constraints for the concise explaination the problem nor the scope from the re-engineering effort. The focus will be on complete process streams, not organizational departments.
4. We will not allow existing corporate cultures and management attitudes to obstruct finding the optimum possible solutions for your organization overall.
5. An experienced with the required skillset may lead each process design effort.
6. We will never pull out once we encounter resistance and won’t be satisfied with just marginal improvements in processes.
7. We are going to remember that the “Needs of many outweigh the requirements the few, or the one”. (Borrowed coming from a Star Trek Movie – on the other hand loved it’s applicability to BPR!)
Because you facilitate, there are a few concepts to be aware of because you work your way with these workshop sessions:
· Avoid getting too detailed too rapidly. Work on if you are an initially after which gradually burrow into greater levels of detail.
· Continue with the 80/20 rule. Pinpoint the processes and applications which affect 80% of those first simply tackle another 20% if you have time.
· Define a space as “Anything the vanilla software doesn’t do”. In the event the process can’t change, add it to the visible difference list and proceed to the following process or functionality requirement. Don’t get caught up trying to solve the gap.
· Aren’t getting stuck about the idea of “But that’s the way we do it now”. Likely be operational minded to new approaches.
High level often found process categories resident in a corporation could range from the following.
1. Strategic Business Processes: These processes deliver value for the organization regarding using background other management information to make key strategic decisions. Four core business process types often include the following:
· Leadership Processes
· Strategic Planning
· People and Process Effectiveness
· Manage Alliance Partners and Stakeholders
2. Core Tasks: These are the basic direct tasks or processes that deliver value to customers and stakeholders. Common core tasks may include:
· Design Products
· Develop Products
· Market Products
· Sell Products
· Assemble Products – Integrated Logistics + Factory Activities
· Transport Products – Logistics
· Service and Support Products
3. Support Processes: These processes provide indirect support, yet are not any less important, on the delivery of core value to customers and stakeholders and may range from the following:
· Financial Stewardship
· Environment & Safety
· Contracts Management
· Pr and Communications
· Facilities Engineering
· Legal & Insurance
· Records Management
Normally, all processes having direct contact with the buyer and/or forming the main value creation chain for your customer can be viewed as being external processes. Because these activities include the main interface with the customer, they must be developed and guided so that the most of empowerment make it possible for staff to have as near for the customer as you can to satisfy the consumer requirement on first contact. This assumes that personnel are sustained by the right amount of automation and training within a solid framework of policies to permit transactions and interactions to get handled in the adequately controlled environment.
The processes that create value for your organization by enabling control, planning, management, etc. might be known as being internal processes. They’re less geographically dependent on customer location and is located wherever makes logical sense.
For anyone initiating efforts to improve the best way their organization does business, I really hope these few principles and guidelines will help you to quite simply.