Podcast
Questions and Answers
Capturing data automatically at the time of data generation is not important in minimizing the burden of record keeping.
Capturing data automatically at the time of data generation is not important in minimizing the burden of record keeping.
False
Business Process Redesign (BPR) suggests making minor adjustments to the current business processes.
Business Process Redesign (BPR) suggests making minor adjustments to the current business processes.
False
One of the objectives of Business Process Redesign is to increase the time it takes to complete a task.
One of the objectives of Business Process Redesign is to increase the time it takes to complete a task.
False
Data processing automation is not a way to minimize the burden of record keeping.
Data processing automation is not a way to minimize the burden of record keeping.
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Business Process Redesign aims to decentralize all operations.
Business Process Redesign aims to decentralize all operations.
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The components of data processing include capturing, transmitting, storing, and retrieving data.
The components of data processing include capturing, transmitting, storing, and retrieving data.
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Business Process Redesign focuses on customer service oriented processes to increase customer complaints.
Business Process Redesign focuses on customer service oriented processes to increase customer complaints.
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Improving data processing tasks can help reduce the burden of record keeping.
Improving data processing tasks can help reduce the burden of record keeping.
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Business process reengineering involves minimal changes to the organizational structure.
Business process reengineering involves minimal changes to the organizational structure.
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The implementation of business process reengineering leads to a decrease in employee flexibility.
The implementation of business process reengineering leads to a decrease in employee flexibility.
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The primary goal of Business Process Redesign is to reduce the average cycle time by 50%.
The primary goal of Business Process Redesign is to reduce the average cycle time by 50%.
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The main goal of business process reengineering is to reduce costs and improve quality in products and services.
The main goal of business process reengineering is to reduce costs and improve quality in products and services.
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Cross-functional teams are used to implement major tasks of cost and capital reduction throughout the value chain.
Cross-functional teams are used to implement major tasks of cost and capital reduction throughout the value chain.
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The banking sector was the first to adopt business process reengineering.
The banking sector was the first to adopt business process reengineering.
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Business Process Redesign focuses on reducing the quality of service to customers.
Business Process Redesign focuses on reducing the quality of service to customers.
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Business process reengineering involves the elimination of all manual processes.
Business process reengineering involves the elimination of all manual processes.
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The level of quality in a company depends mainly on the person servicing the customer.
The level of quality in a company depends mainly on the person servicing the customer.
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The CORBA methodology is used in business process reengineering in the public health sector.
The CORBA methodology is used in business process reengineering in the public health sector.
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One of the key actions in implementing Business Process Redesign is to select non-strategic processes for redesign.
One of the key actions in implementing Business Process Redesign is to select non-strategic processes for redesign.
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Business process reengineering is only applicable to large multinational corporations.
Business process reengineering is only applicable to large multinational corporations.
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Simplifying new processes is not a key action in implementing Business Process Redesign.
Simplifying new processes is not a key action in implementing Business Process Redesign.
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The implementation of business process reengineering leads to a decrease in employee empowerment.
The implementation of business process reengineering leads to a decrease in employee empowerment.
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The goal of Business Process Redesign is to increase operational cost.
The goal of Business Process Redesign is to increase operational cost.
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Organizing a team of employees for each process and assigning a role for process coordinator is not a key action in implementing Business Process Redesign.
Organizing a team of employees for each process and assigning a role for process coordinator is not a key action in implementing Business Process Redesign.
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Study Notes
Business Process Reengineering (BPR)
- Goal: to radically redesign business processes to achieve dramatic improvements in critical measures of performance
- Key objectives:
- Compression: cutting major tasks of cost and capital throughout the value chain
- Flexibility: developing adaptive processes and structures to changing conditions and competition
- Quality: obsession with superior service and value to customers
- Innovation: leadership through imaginative change providing competitive advantage
- Productivity: improving drastically effectiveness and efficiency
Methodology of a BPR Project
- Key actions to implement BPR:
- Select strategic (added-value) processes for redesign
- Simplify new processes, minimize steps, optimize efficiency
- Organize a team of employees for each process and assign a role for process coordinator
- Organize workflow, document transfer, and control
- Assign responsibilities and roles for each process
Expected Results of BPR
- Reallocation of jobs and processes to be combined into fewer, executed in natural order, and by the least possible number of employees
- Reorganization of company structure (downsizing) and employee empowerment
- Jobs and processes become flexible to be executed according to the needs of each case, company, and customer
- Reductions of costs in the company, better quality (price, promptness of delivery, and offerings of related services) in products and services provided to customers
Where BPR has been Applied
- Many public and private sector organizations and SMEs worldwide have undergone major reengineering efforts
- Multinational corporations such as IBM, AT&T, SONY, GENERAL ELECTRIC, WALL MART, HEWLLET PACKARD, DEC, KRAFT FOODS have applied BPR
- Banking sector, government cabinet of Egypt, and Municipals in Europe have also reengineered their processes
- Public health sector in Europe is undergoing a major re-engineering using the CORBA methodology
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Description
This quiz assesses your understanding of Business Process Reengineering (BPR), a management approach that aims to radically redesign business processes to achieve dramatic improvements in performance. It covers key objectives such as compression, flexibility, quality, and innovation.
