When addressing BPR with an organization’s management team, we’ve been regularly requested to condense the main phases of BPR and process reengineering into high-level conceptual sound bites. At this level, the discussion invariably turns to the link between BPR and the company’s business plan. So, how are we doing it?
Determine the Desirability of Change:
All too frequently, organizations end up utilizing many software programs to do the same task. One software program will be used by the sales department, another by the shipping/receiving department, another by the support department, and yet another by accounts payable/receivable. Because all of these data sources use the same customer and vendor lists, finding software that can be used by various departments would help decrease data bloat. This might be a piece of cake or a difficult task, depending on the size of your company and existing statistics. So, Firstly We define the need for the change!
Identify Processes and Define KPIs:
“If it can’t be measured, it can’t be managed,” you’ve probably heard. Before making any modifications to a process, we must first identify the KPIs (key performance indicators) for that process. This is how you’ll know if your modifications are bringing you closer to your objectives or not.
Integrate, integrate, and integrate:
As much of your software as possible should be based on the same database design. Finding reporting packages that can extract data from many databases can also help to streamline the data flow process. The key to making smart judgments is to correctly mine the available data – and to recognize when a duplicate procedure is dragging down your organization. By removing redundancies through integration, you may begin to streamline not just your IT business operations but also your decision-making process.
Gap Analysis: “As Is” vs. “To Be” Process:
The entire business process re-engineering methodology converts an “as is” process into a “to be” process. A gap is defined as the difference between the two. By doing a gap analysis, you may determine if business process improvement is required to accomplish the change, or if a more comprehensive business process re-engineering is required.
Upgrade the servers, the business’s critical software, and your users’ computers. Get as up-to-date as possible so that the data flow speed is at its peak and we can make use of all the new features and security measures available. Ensure that the systems and software are as current as possible by employing appropriate IT process management.
You’re already behind if all you think about is today. In today’s competitive world, success involves anticipating the next step. You may utilize data analysis of your history and present figures to help you make decisions, but the key to the future is accurate foresight into what’s trending, what’s new, and what will happen. This adds even more data to your decision-making picture and having a tight, coherent system to show you what’s going on right now and what could happen in the future will be the key to your success.
The Bottom Line:
If you recognize that business process re-engineering is now required in your company, the methods outlined above will assist you in optimizing operations by boosting production while lowering expenses. You may utilize BPR to enhance your organization if you have the proper personnel in place. Furthermore, you can increase efficiency by incorporating or improving automation technologies.