Professional Documents
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REPORT ON
Table of Content
ACKNOWLEDGEMENT ABOUT THE COMPANY COMPANY HIERARCHY BUSINESS PROCESS REENGINEERING PROCESS THAT IS GOING TO BE WORKED ON SYSTEM EXISTING PROCESS FLOWCHART VALUE ANALYSIS BPR OBJECTIVES REDESIGNING THE WORKFLOW ROLE OF IT STAKEHOLDERS INVOLVEMENT MEASUREMENT OF PERFORMANCE PROCESS REENGINEERING MAIN FACTORS NECESSARY FOR CHANGE PILOT TESTING SUCCESSFUL CHANGES(BENEFITS) CONCLUSION Pg No. 2 3 4 5 6 7 8 10 11 13 14 15 17 18 22 25 25 27
ACKNOWLEDGEMENT
I am, with the esteem depth of heart, thankful to our Business Process Reengineering faculty that he provided me with an opportunity to have a practical of all that I have studied in the course. I have tried to accomplish the report assigned by the faculty to the best of my abilities. I welcome and appreciate any queries and suggestions from the side of the instructor.
COMPANY HIERARCHY
Chairman
Director Finance
Director Procurement
Director Administration
Imports Department
Sales
Administration
Accounts Department
Product development
Marketing
Human Resource
Internal Audit
Engineering
Customer Services
Information Technology
FLOWCHART
START
Product Development
Procurement Department Engineering Department Product Development Department Marketing Department Procurement Department
End
VALUE ANALYSIS
Value adding 1. PRODUCT DEVELOPMENT 1. Creates the localized Parts List 2. Action performer signs the list 3. Action performer sends the list. Non value adding 1. Performer prints the Deletion List 2. Action performer scans the List
2. PROCUREMENT
1. Action performer edits the LIST: confirms or not each of the PARTS included in the List from marketing aspect
1. Action performer prints the List 2. Action performer scans the List
3. ENGINEERING
1. Action performer edits the 1. Action performer prints List and gives aconfirmation the List of which parts can be 2. Action performer scans localized inhouse from the List technical aspect 1. Action performer prints the List 2. Action performer scans theList 3. Action performer confirms or not each of the parts included in the List from marketing point of view. 1. Action performer edit the localized Parts List according to TBS regulation 2. Action performer signs the list 3. Action performer sends the list. 1. Action performer prints the Deletion List 2. Action performer scans the List
4. MARKETING
5. PRODUCT DEVELOPMENT
6.PROCUREMENT DEPARTMENT
2. Action performer signs the Final list 3. Action performer sends the list.
BPR OBJECTIVES
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ROLE OF IT
TEAM
MEASUREMENT OF PERFORMANCE
Get feedbacks and suggestions on the electronic application; Assessing whether the electronic application seems capable to meet the BPR objectives.
The above figure shows the user interface for the Deletion List.
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PROCESS IMPLEMENTATION
The process of implementation shall start with one to one meetings which can include video conferencing. These meetings shall be held so as to communicate with the stakeholders that have high interest; those stakeholders are procurement, engineering and development departments respectively. Communication with the stakeholders that have low interest can be carried out through email. When the electronic software /application will be implemented in departments then a continuous measurement of the results shall be done so as to rate the performance of the application. It can be done even when a single function is implemented. One such indicator can be a low number of follow up that shows an up to the mark communication with the stake holders. User specific guides shall be created so as to equip the process users with the necessary knowledge of using electronic application. The success of the people training activity can be measured by the low number of follow-up requests.
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11
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PILOT TESTING
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OLD PROCESS 1. Action performer receives the input for creating the List (oral or email) 2. Action performer creates the List and enters the list of parts needs to be localized 3. Action performer prints the List 4. Action performer signs the List 5. Action performer scans the List 6. Action performer sends the List by email to the next person 1. Action performer prints the List 2. Action performer edits the List 3. Action performer signs the List 4. Action performer scans the List 5. Action performer sends the List by email to the next person 1. Action performer prints the List 2. Action performer edits the List 3. Action performer signs the List 4. Action performer scans the List 5. Action performer sends the List by email 6. Action performer sends the List by email
NEW PROCESS 1. Action performer receives the input for creating the Deletion List(email) 2. Action performer creates the List and enters the list of parts 3. Action performer sends the email with Lists link to the next person
In Between Steps
1. Action performer edits the List 2. Action performer sends the email with Link of the List to the next person
1. Action performer edits the Deletion List 2. Final Deletion list is automatically generated
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CONCLUSION
The need of automating the paper process at GNL was identified by the internal audit. The main objective was to revolutionize the process and bring transparency and data sharing elements to it. The reason why this path was selected is because after carefully analyzing the already available software packages in the company, it seemed a better option to bring a radical change through that direction. The implementation of such change will reap out the necessary benefits that GNL presently needs. However there are certain problems that might pop up with the replacement of paper process with electronic process. One such problem or issue can be the continuous improvement required by the IT department. IT department should consist of skilled personnel so as to bring improvements in the electronic application and execute the purpose of the BPR project. Moreover, in order to give a final ruling of the reengineered process implemented, a constant monitoring is needed to evaluate if all the participants has familiarized themselves with the new solution and have understood their role, task and responsibilities.
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