Government

Business Process Re-engineering

overview

Business Process Reengineering (BPR) Definition

Business Process Reengineering involves the radical redesign of core business processes to achieve dramatic improvements in productivity, cycle times and quality. In Business Process Reengineering, companies start with a blank sheet of paper and rethink existing processes to deliver more value to the customer. They typically adopt a new value system that places increased emphasis on customer needs. Companies reduce organizational layers and eliminate unproductive activities in two key areas. First, they redesign functional organizations into cross-functional teams. Second, they use technology to improve data dissemination and decision making.

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Solutions

Business Process Reengineering Success Factors

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    Reliablility

    Visible, sustained support from executive leadership and commitment to the business process reengineering project.

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    Strategic

    A strong business case based on empirical data that aligns the business process reengineering effort with strategic goals and defines clear, measurable objectives.

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    Proven Technology

    Use of proven business process reengineering methodologies that have solid grounding in real-world results – not just in theory.

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    Communication

    Clear communication within the organization, including documentation, which conveys the goals of the business process reengineering initiative as well as the roles and responsibilities of the participants.

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    Perspective

    An end-to-end perspective that takes into account the entire process, and involves multiple parts of a company that may play roles in elements of its execution.

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    Identification

    Identification and attainment of “quick wins” that can help to build early confidence in the business process improvement initiative.

Benefits

Our services provide a unique range of benefits

  • More Performance

    By reengineering, an organisation can achieve radical changes in performance (as measured by cost, cycle time, service and quality).

  • High Production

    It boosts competitiveness in the operations network through simpler, leaner and more productive processes.

  • Big Thinking

    Reengineering encourages organisations to abandon conventional approaches to problem solving and to “think big” (revolutionary thinking).

  • Pace & Quality

    Reengineering helps organisations make noticeable changes in the pace and quality of their response to customer needs (i.e. break-through improvements).

  • More Focus

    An organisation can be transformed from a rule driven and job centred organisation structure to a marketing organisation structure that focusses directly on customer.