Operations
Business process redesign
Hammer and Champy (1993) define business process redesign (BPR) as the fundamental reconsideration and radical redesign of organisational processes, in order to achieve.
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Business process redesign vs Business process redesign (Hammer and Champy)
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Business process redesign (Hammer and Champy)
Business process redesign (BPR, also known as business process reengineering) was the big thing of the 1990s – whole consulting groups were spawned to.
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Use this when.
Use BPR when incremental improvement cannot close a material performance gap and the existing process is fragmented across functions, systems or layers of approval. Warning signs include:
Use BPR when benchmarking reveals a serious disadvantage in cost, quality, service or speed and incremental process improvement is unlikely to close it.
Extracted signals
Strengths, limits, and pitfalls.
Business process redesign
- Choose one strategically important end to end process, define its customer outcome and baseline its cost, quality, service and speed before creating the future design.
- Set strategy first. Define the customers, outcomes and performance priorities that the redesigned process must serve.
- Redesign primary processes before support processes. Start with the transformations that directly create the required product or service; optimise enabling activities only after that flow is clear.
Watch for
- Do not delegate BPR to technology specialists. Automating the current workflow can preserve the very assumptions and hand offs that radical redesign is meant to challenge.
Business process redesign (Hammer and Champy)
- Redesign around a customer outcome, not the current organisation chart. Baseline cost, quality, service and speed so the promised dramatic improvement can be tested.
- Hammer and Champy define BPR as fundamental rethinking and radical redesign directed at dramatic performance improvement. Their principles can be translated into nine design tests:
- Combine jobs. Give one role or team responsibility for a meaningful result instead of fragmenting work among narrow tasks.
Watch for
- Do not disguise a predetermined redundancy programme as process redesign. That association damaged BPR and encourages cost cutting without the customer and workflow improvements the method requires.
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Related templates.
Benefits Realization ReportBenefits Realization Report Purpose. Use this report to show which programme benefits were realised during a defined period, which expected benefits were delayed or missed, and which new benefits have emerged. Each entry should trace to the business case and benefits-realisation plan so decision-makers can distinguish delivered value from completed activity. Application. Benefits become meaningfulProcurement Management PlanProcurement Management Plan Purpose. Use this plan to decide what the programme should obtain externally and how each acquisition will move from need to an awarded agreement. It covers facilities, goods, materials and external resources, together with the sourcing, solicitation, evaluation and contractual methods appropriate to each requirement. Application. Prepare the plan early because procuremProgram Benefits Sustainment PlanProgram Benefits Sustainment Plan Purpose. Use this plan to maintain the conditions that allow programme benefits to continue accruing after transition. It turns the handover commitments in the benefits transition plan into enduring operational mechanisms, measures, responsibilities and responses. Application. Treat it as a living document. Customer demand, operating capacity, technology, regulatiProgram Scope StatementProgram Scope Statement Purpose. Use this statement to define what the programme will accomplish, why the work is being pursued and where its boundaries lie. It provides the context for later decisions and protects the programme from absorbing work that belongs elsewhere, was never authorised or does not contribute to success. Application. The scope statement is progressively elaborated as the pro