Process reengineering

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  • Business process reengineering is the most popular business concept of the 1990’s. Celebrated in best-selling books (in the U.S., Japan, Brazil, and many countries in Europe), articles in every major business publication, conferences, and even several videotapes, reengineering has penetrated into every continent except Antarctica. Thousands of companies and public sector organizations have initiated reengineering initiatives. Internal and external consultants on the topic have proliferated dramatically. Many universities have created courses on the topic for business school students....

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  • Modern organizations have been required to make significant transformations in response to an accelerating rate of change in technical, social, political, and economic forces. As a result of these changing forces, the management process has become more difficult, requiring greater skills aimed at guiding the future course of an organization in a rapidly evolving and uncertain world. These skills are the essence of strategic management. Strategic management is concerned with deciding in advance what an organization should do in the future (strategic planning).

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  • We describe a RASSP-based design methodology for application specific signal processing systems which supports reengineering and upgrading of legacy systems using a virtual prototyping design process. The VHSIC Hardware Description Language (VHDL) [6] is used throughout the process for the following reasons.

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  • This book covers the area of Operations Strategy. This is defined in chapter 2 before formulation methods for operations strategy are discussed in chapter 3. Operations strategy is considered in many organisations as the implementation of an improvement approach such as lean operations. Chapters 4 to 8 cover various improvement approaches including lean, BPR, ERP, TQM and Agile Operations. Chapter 9 covers the area of projects which provide the organisational structure around which operation strategies are implemented.

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  • CHAPTER 17 Emerging Management Practices After reading this chapter, you should be able to answer the following questions: Why does business process reengineering cause radical changes in how firms execute processes? What competitive forces are driving decisions to downsize and restructure operations?

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  • A broad-based transformation of Ontario’s power system is well underway, revolutionizing the way electricity is generated, delivered, managed and even consumed in Ontario. Many of the changes at play are more profound and occurring faster than expected. The increasing investment in new renewable generation is accompanied by the expansion and enhancement of the transmission and distribution systems, the retirement of Ontario’s coal generating fleet, and the development of a ‘smart grid’ for Ontario.

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  • The literature on business management has been focused on the reengineering of business processes in the context of the financial, management, time, and staffing constraints of private enterprise. The underlying premises of business process reengineering are

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  • Lecture Systems Analysis and Design in a Changing World - Chapter 4 include objectives: Describe the activities of the systems analysis life cycle phase, explain the effect of business process reengineering on activities of the analysis phase, describe the difference between functional and nonfunctional system requirements,...

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  • Chapter 2 - Competing with information technology. In this chapter you will: Identify several basic competitive strategies and explain how they use information technologies to confront the competitive forces faced by a business, identify several strategic uses of Internet technologies and give examples of how they help a business to gain competitive advantages, give examples of how business process reengineering frequently involves the strategic use of IT,...

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  • We describe a RASSP-based design methodology for application specific signal processing systems which supports reengineering and upgrading of legacy systems using a virtual prototyping design process.

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  • Motorola Introduction Total Quality Management Programs Principles of Quality Continuous Quality Improvement Building a Quality Culture Reengineering: Business Process Redesign Factors behind Reengineering Steps of Reengineering Benefits of Reengineering Costs of Reengineering Reengineering in the Future Computer-Integrated Manufacturing Technology Manufacturing’s Transformation Impact of New Manufacturing on Strategy Impact of New Manufacturing on Employees Revisiting the Internet and Competitive Advantage Compressing the Value Chain Building Virtual Supply Chains Competitive Dynamics a...

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  • My statement today is primarily based on our prior work related to the department’s efforts to achieve audit readiness, implement modernized business systems and a business enterprise architecture, and reengineer its business processes. In addition, we are providing information on DOD’s updated plans for achieving auditability presented at a February 2012 briefing.

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  • “Reengineering is the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance such as cost, quality, service and speed[4].” The key words in the preceding definition are the italicized ones. BPR advocates that enterprises go back to the basics and reexamine their very roots. It doesn’t believe in small improvements. Rather it aims at total reinvention. As for results: BPR is clearly not for companies who want a 10% improvement. It is for the ones that need a ten-fold increase.

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  • According to many in the BPR field reengineering should focus on processes and not be limited to thinking about the organizations. After all the organization is only as effective as its processes[4,6] So, what is a process? “A business process is a series of steps designed to produce a product or a service. It includes all the activities that deliver particular results for a given customer(external or internal)[9].

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  • This activity begins with the development of executive consensus on the importance of reengineering and the link between breakthrough business goals and reengineering projects. A mandate for change is produced and a cross-functional team is established with a game plan for the process of reengineering. While forming the cross- functional team, steps should be taken to ensure that the organization continues to function in the absence of several key players[5].

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  • Before the reengineering team can proceed to redesign the process, they should understand the existing process. Although some BPR proponents (in particular Hammer and Champy) argue against analyzing the current enterprise, saying that it inhibits the creative process, that might not always hold true[1]. It varies from case to case.

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  • The implementation stage is where reengineering efforts meet the most resistance and hence it is by far the most difficult one[2]. If we expect that the environment would be conducive to the reengineering effort we are sadly mistaken. The question that confronts us would be,’ If BPR promises such breath taking results then why wasn’t it adopted much earlier?’ We could expect to face all kinds of opposition - from blatantly hostile antagonists to passive adversaries: all of them determined to kill the effort.

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  • An intense customer focus, superior process design and a strong and motivated leadership are vital ingredients to the recipe for the success of any business corporation. Reengineering is the key that every organization should possess to attain these prerequisites to success. BPR doesn’t offer a miracle cure on a platter. Nor does it provide a painless quick fix. Rather it advocates strenuous hard work and instigates the people involved to not only to change what they do but targets at altering their basic way of thinking itself.

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  • THE ECONOMY IS DUMBING UP. THE SIGNS ARE ALL AROUND. TRULY unique, differentiated, and downright innovative products and services are creating waves and promising great returns. This creative upshift is happening with good reason. During the 1980s pretty much every company embraced quality; in the 1990s they reengineered their business processes and set up in-house knowledge (or, at least, information) systems. Doing things faster, smarter, and more reliably has become the expected norm; it no longer provides much by way of market excitement or sustainable advantage.

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