Business Process Reengineering (BPR)

Business Process Reengineering (BPR) is a management practice that aims to improve the efficiency of the business process. The key to BPR is for organizations to look at their business processes from a "clean slate" perspective and determine how they can best construct these processes to improve how they conduct business. Reengineering is a fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in cost, quality, speed, and service. BPR combines a strategy of promoting business innovation with a strategy of making major improvements to business processes so that a company can become a much stronger and more successful competitor in the marketplace.
Re-engineering is the basis for many recent developments in management. The cross-functional team, for example, has become popular because of the desire to re-engineer separate functional tasks into complete cross-functional processes. Also, many recent management information systems developments aim to integrate a wide number of business functions. Enterprise resource planning, supply chain management, knowledge management systems, groupware and collaborative systems, Human Resource Management Systems and customer relationship management systems all owe a debt to re-engineering theory.

Our redesigning starts with the value creation levers and combine with an assessment of the processes to determine process changes. The method is to identify Key Business Processes( KBPs) and improvement opportunities through detailed process mapping, process benchmarking, and finally implementation of quantum tangible improvements. The approach also incorporates customer aspirations, key issues and expectations of process owners & users. The outcome of our BPI exercise results in significant improvement in cycle time, cost lines, quality deliverables and flexibility.
         
Methodology: Our approach incorporates the concerned process owners & users and is built on the bedrock of employee empowerment. The processes involved are:  

• Determining Strategic Value levers and KBPs
• Issue Mapping
• Process Mapping – “As-Is” & “To-Be” Process Benchmarking
• Measures of Excellence and Performance
• Ownership and Empowerment
• Implementation