b. Make no mistake, BPR is not for everyone. Trying to make fundamental change can be expensive, and if not successful the cash drain or adverse impact on productivity can make the organization fail. BPR is aggressive treatment that can kill the patient. It is not only fixing the symptoms, but involves surgery, invasive therapy, and changes in lifestyle. Don't enter into BPR if what your organization has is a common cold, only do it if you have heart disease, cancer, or some other life-threatening illness. Discuss
Answers
Question:What Is The First Step In Bpr?
Answer :
First you need a diagnosis. Is your organization sick? Is it terminal? What illness does it have? Heart disease and cancer have different recovery regimes: heart disease requires reducing stress, cutting fat and cholesterol, and getting moderate exercise, while cancer requires foods and vitamins that boost the immune system and frequent checkups. Here are some common organizational maladies and the recommended treatments.
Question:For Which Departments Can Process Reengineering Be Performed?
Answer :
Business Process Reengineering can be performed for the following departments:
Finance & Administration
Parts
Service
Vehicle sales
Question:Is Training In The Use Of The Dealer Management System Included?
Answer :
Process reengineering focuses on improving the department’s business processes. It does not include training
Question:What Is Bpr?
Answer :
Business process reengineering is defined by Michael Hammer, originator of the expression, as The fundamental rethinking and radical redesign of an entire business system — the business processes, jobs, organizational structures, management systems, values, and beliefs — to achieve dramatic improvements in critical measures of performance.
1 This statement gives rise to a theorem of BPR and three corollaries.
The theorem is this:
there is nothing more to BPR than that statement. It is the definition, objectives, purposes, products, and methods of BPR. Everything else that is said or written is just examples. BPR is nothing more than the recognition that others are doing it much better than you, and they are doing it in a radically different way. To get much better, you have to get radical, and that means throwing out a lot of old values and beliefs that are in your way. BPR is not a cookbook approach to radical improvement, but rather a recognition that radical improvement is possible and a commitment to do what it takes to go after it.
The first corollary is that reengineering is like winning. There are as many ways to win as there are sports, teams playing those sports, and games played by those teams. There are as many ways to re-engineer processes and rethink systems and values as there are organizations, processes in those organizations, and problems with those processes. You can get back to fundamentals; pull some razzle-dazzle; practice, practice, practice; publish a new playbook; rethink the nature of the game; borrow from others; or invent something new.
The critical thing is to think like a winner:
believe that radical improvement is possible. The second corollary is that BPR is a personality multiplier. There is a Star Trek episode where some alien force has magnified all the deeply-repressed parts of the crew members’ personalities. Sulu is roaming the corridors stripped to the waist challenging people with a saber, Uhura is depressed by fears over growing old, Scotty is waxing lachrymose, and Spock is too busy with romantic poetry to serve as science officer.
Reengineering can be like that alien force. The call for radical change gives people 3 important. Bottom-line types use it as an excuse to cut employee benefits and organization development types use it as an occasion to put forward work/life issues. Left brain people want to base change on detailed data collection and statistical analysis and right-brain people want to do all the things they’ve always known were right but couldn’t prove with numbers. Workaholics want to fire everyone who expects holidays and vacations and technical people want to solve all the problems with information systems. Some people re-engineer to make the organization better for their shareholders, some for their employees, and some to make it better for the world.
Reengineering is a chance to examine conflicting values and priorities, select the ones that are appropriate, and reject the ones that have outlived their usefulness. But be wary of anyone that tells you they know what values and beliefs are right for your organization. The third corollary is that allowing people to follow their natural tendencies when doing reengineering will not produce radical change, it will produce amplified sameness. If you are going to change values and beliefs, the people charged with doing that have to study alternatives: other ways of organizing, managing, controlling, working, reporting, rewarding, measuring, and thinking about the work of the organization.