1. Systems Thinking and BPR *Traditional Business organisation *Process Based Organisation *Getting from one to the other *Things to think about along the way

2. Traditional Business model DesignMarketingManufacturingAssembly

3. Traditional Business *Functional focus *Multiple handoffs *Document duplication *Work duplication *Little appreciation for customer requirements *Not systemic

4. Business processes Customer Inquiry Raw Materials Supplier comm Finished goods Transformation Processes

5. Process based business GroupQITProcess Start End MarketingDesign Manufacturing Assembly

6. Business Processes

7. Process based business *Process focussed *Improved communication *Single documentation *Appreciation of customer *Systemic

8. Process Based Change (PBC) *Scope Decisions *Design Approach *Process Design *Implementation Approach *Change management O’Brien, Bart, 1995, Decisions about Re- Engineering, Chapman & Hall, 658.406 OBR

9. BPR Framework Ad-hoc groups Change team Full time project team Radical Scope of Change Incremental Internal Focus External Low Potential Risks & Benefits High Personal Improvement Group Improvements Quality Teams Process Simplification Process Re-engineering Enterprise Integration Extended Enterprise

10. Design Approach *Quantitative *Qualitative *Modelling techniques *Design methodology

11. Process redesign (one view) Develop business strategy Identify key processes Analyse existing processes Re-design processes Implement, monitor, improve

12. Redesign (another view) Planning Risk Analysis Engineering Customer Evaluation Go / No Go decision Pressman 1992 Start

13. Implementation Approach *Phasing *Prototyping *Piloting *Parallel *Plunge

14. Change Management *SSM techniques *Awareness of people issues *Designing process around people