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AFOES CONSULTANTS
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Buisness Process Re-engineering Consultancy |
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BPR relies
on a different school of thought than continuous process improvement. In the
extreme, reengineering assumes the current process is irrelevant - it doesn't
work, it's broke, forget it. Start over. Such a clean slate perspective
enables the designers of business processes to disassociate themselves from
today's process, and focus on a new process. In a manner of speaking, it is
like projecting yourself into the future and asking yourself: what should the
process look like? What do my customers want it to look like? What do other
employees want it to look like? How do best-in-class companies do it? What
might we be able to do with new technology? Such an
approach is pictured below. It begins with defining the scope and objectives
of your reengineering project, then going through a learning process (with
your customers, your employees, your competitors and non-competitors, and
with new technology). Given this knowledge base, you can create a vision for
the future and design new business processes. Given the definition of the
"to be" state, you can then create a plan of action based on the
gap between your current processes, technologies and structures, and where
you want to go. It is then a matter of implementing your solution.
In summary,
the extreme contrast between continuous process improvement and business process
reengineering lies in where you start (with today's process, or with a clean
slate), and with the magnitude and rate of resulting changes. Over time
many derivatives of radical, breakthrough improvement and continuous
improvement have emerged that attempt to address the difficulties of
implementing major change in corporations. It is difficult to find a single
approach exactly matched to a particular company's needs, and the challenge
is to know what method to use when, and how to pull it off successfully such
that bottom-line business results are achieved. Business
Process Re-engineering (BPR) can be undertaken for any business process where
the Organisation wishes to reduce the Turn Around Time and cost of operations
by eliminating the waste, simplifying operations and automate wherever
applicable. |
“Wherever
BPR has been applied by AFOES a substantial savings in cost has been achieved
in the past.” |
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