Business Process Reengineering : Automation Decision Points in Process Reengineering

Online-Ressource (XVII, 254 p. 99 illus., 73 illus. in color, digital)

Description based upon print version of record

Business Process Reengineering; Preface; Acknowledgements; Contents; Chapter 1: Business Process Reengineering: A Consolidated Approach to Different Models; 1.1 Background; 1.2 Introduction; 1.3 Of fi ce Process Reengineering and Change Management; 1.3.1 Traditional Businesses and Problems; 1.3.1.1 Traditional Businesses; 1.3.1.2 The Problem Traditional Businesses Experience; 1.4 History and Development of Business Process Reengineering; 1.5 What Is Business/Of fi ce Process Reengineering?; 1.6 Understanding Of fi ce/Business Process Reengineering; 1.6.1 A Different Approach in the Government

1.7 The Reengineering Vision1.7.1 Reusable Technology; 1.8 The Principles of Reengineering; 1.8.1 Process Reengineering Methodologies; 1.8.1.1 The Kodak Methodology; 1.8.1.2 The Manganelli/Klein Methodology; 1.8.1.3 Conceptual Model as per Carr and Johansson and Krieter; 1.8.2 Selecting Methodology for Process Reengineered RTI; 1.8.2.1 Recommended Approach; 1.8.3 Role of Information Technology in BPR; 1.8.4 Change Management Intervention Models; 1.8.5 Change Management Process; 1.8.5.1 Readiness Assessments; 1.8.5.2 Communication and Communication Planning

1.8.5.3 Coaching and Manager Training for Change Management1.8.5.4 Training and Training Development; 1.9 Sponsor Activities and Sponsor Roadmaps; 1.10 Resistance Management; 1.11 Data Collection, Feedback Analysis, and Corrective Action; 1.12 Celebrating and Recognizing Success; 1.13 The Bene fi ts of Reengineering; 1.14 Ensuring Reengineering Success; 1.15 Possible Impediments to Success; 1.16 Business Process Reengineering; 1.17 Principles of Reengineering; 1.18 A Consolidated Framework; 1.19 Pictorial Representation of Different Methodologies; 1.20 Summary; Bibliography

Chapter 2: The Need for BPR and Its History2.1 Executive Summary; 2.2 Objective; 2.3 Introduction; 2.4 TQM, Six Sigma, and PIP: The Precursors; 2.4.1 Total Quality Management; 2.4.2 Six Sigma; 2.4.3 Process Improvement Process; 2.5 Business Process Reengineering: A New Paradigm; 2.6 Why BPR?; 2.6.1 Two Cases; 2.6.1.1 Ford Motor Company; 2.6.1.2 IBM Credit; 2.7 Difference Between PIP and BPR; 2.8 Conclusion; Bibliography; Chapter 3: Business Process Reengineering: Framework and Approach; 3.1 Learning Objective; 3.2 Introduction; 3.3 BPR Framework

3.4 Develop the Business Vision and Business Objective3.5 Choosing the Process to Be Redesigned; 3.5.1 Human Resource Function; 3.5.2 Finance and Accounts Function; 3.5.3 Material Management Function; 3.5.4 Of fi ce Automation and MIS Function; 3.5.5 Administration Functions; 3.6 Understanding and Measuring the Existing Processes; 3.7 Redesigning the Processes; 3.8 Information as Technology Enabler; 3.9 Prototyping; 3.9.1 Pilot Test; 3.10 Continuous Improvement; 3.11 Reengineering Methodologies; 3.11.1 BPR Implementation Approach 1; 3.11.2 BPR Implementation Approach 2

3.11.3 BPR Implementation Approach 3

10.1007/978-1-4614-6067-1 [DOI]

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