Case Study : Business Process Reengineering

2. Amir Bonakdar, T. W. (2013). Transformative Influence of Business Processes on the Business Model: Classifying the State of the Practice in the Software Industry. Hawaii: Hawaii International Conference on System Sciences.

A dedicated and results oriented professional who has recently earned a bachelor’s degree in Business Administration. In addition, has gained practical foundation in ICD, CPT and HCPCS, along with medical billing through a State approved Medical Billing and Coding course. Is recognized to have excellent planning, organizational and analytical skills to innovatively solve problems through a logical approach. Possesses the ability to build key relationships both internally and externally which has brought success in all aspects of the project management cycle.

As the new CIO of Volkswagen of America (VWoA), Dr. Uwe Matulovic brings an impressive resume that includes ample experience in aligning business process management (BPM), business process re-engineering (BPR) and the insights necessary to create the Business Process Technology Organization (BPTO). As the IT projects within VWoA have lacked governance and are facing a severe budget shortfall of $150M, Dr. Matulovic has a formidable challenge. He must first align all existing IT projects to strategic initiatives, which is the essence of effective IT governance (Huang, Zmud, Price, 2010) and then he must define processes to stabilize these strategies yet ensure integration still occurs at the process and system level (Korac-Kakabadse, Kakabadse, 2001). All of these factors need to be taken into account as VWoA is evaluating up to 22 new models with will have an exponential, nearly chaotic impact on their existing IT systems and their ability to respond. Further, the VWoA business has continued to suffer from a lack of unified focus of IT spending to overall strategic initiatives. This lack of governance has created a process of defining IT priorities more defined by the persuasive ability of managers, their ability to build compelling Return on Investment (ROI) arguments, and

The last few years have witnessed big changes in the business climate, and business process improvement and continuous improvement (CI) efforts have certainly seen their share of change. I talk with companies every day and, without a doubt, there has been a fundamental shift in thought on how to best make meaningful process improvement happen.

As illustrated above, there were multiple systems that were performing similar functions. There was redundancy in the process as a whole. A considerable amount of time and duplication of efforts was leading to huge costs being incurred on a daily basis. BAL’s systems architecture was based on a “buy-in” strategy where the tools in action captured above were purchased off the shelf. If the applications did not interface with the other applications used, BAL invested in programming to enhance functionality and where possible automate processes.

The role of information technology (IT) in the world of business process improvement can take many forms. From an automation standpoint, no one knows more about the subject than the IT professionals within an organization. From the business unit perspective, no one knows more than the department professionals. The article selected for this analysis is titled "Whose is Process Improvement Anyway?" by Meridith Levinson. It describes two separate organizations that utilize IT in their business process improvement strategies. It further describes the hurdles that must be overcome to make IT a leader in business process improvement initiatives.

The objective of eBags is to satisfy its diverse mix of customers and to provide satisfaction to each of its customers. It, therefore, seeks to have the products available to meet their demands. EBags, accordingly decided to market their product according to demand and availability (Shroeder et al, 2009). In order to possess those products

Michael Hammer’s “Reengineering Work: Don’t Automate, Obliterate” is an article on the problems and some solutions businesses used to overcome their issues of wasting time and money on inadequate operation processes. As businesses grow, the operation processes grow as well and the way the process is handled needs to change to accommodate the growth to be more efficient. If you just add more the current process without considering a new way to handle the process, you end up with a larger problem then you began with. What Hammer is trying to get across is that instead of adding to current processes, you need to eliminate them all together and create a new design for the process. This new design depending on the purpose of the business

Many companies use business process changes to implement a change in process design. Wal-Mart Stores Inc, the company studied for my Business Process Change, uses the same ideals as others in their industry. They focus on customer service, offering multiple types of products, and industry growth. The one thing Wal-Mart Stores Inc focuses on that others do not is dollar values. They work to save customers money; “Always Low Prices. Always” (azcentral.com, 2007 ) “Save Money. Live Better” (Circular Logic, 2011) “Low Prices. Every day. On Everything.” (Circular Logic, 2011). By looking at what many people complained about when discussing Wal-Mart Stores Inc., it was found that customer service was lacking, merchandising of products was lacking, and management was not playing an active role in consumer’s experiences. This led the decision to make the business process change about the customer experiences. Rummler-Brache’s methodology explains that a mature organization must master certain aspects of business delivery. These aspects are on an organizational level, a process level, and a job or performer level (Harmon, 207). According to this

To speak intelligently about the importance of understanding business process change as it relates to employment, it is important to define what business process change means. In the simplest of terms, business process change is a modification to a company’s existing business process. This process could be manual, automated or both. The goal of such changes are to improve the performance and productivity of a company. Advances in technology and globalization are two of the major drivers behind the increased popularity of business process change. “Change and relentless competition calls for constant innovation and for constant increases in productivity… both call for an intense focus on how work gets

This preliminary report has been compiled by MAK Consultants to tackle the key areas of concern found within Dynatrix Pty Ltd and proposes potential solutions to the organisation.

According to Chiu and Tam (1997), in their title of project “Business Process Reengineering: The role of information technology” stated that business environment nowadays such as competition, customer demand and customer change require business to focus in business process reengineering (BPR) to reduce time, improving quality, customer service and reduce costs. Therefore, they suggested that process design should be enabled and change process should be identified in any BPR

BPR considered as radical redesign of processes and eliminated the old processes by introducing new one. Many misconceptions and misapplications were associated to BPR at that time.

In order for businesses to be successful, they must find out what the customer wants and meet that need. This can be difficult when dealing with the ever-evolving trends of today’s society. Businesses must remain flexible and constantly be experimenting with new technology and ideas to better provide their services to the customer. To help accomplish this goal, Business Process Modeling can be used to provide a solution, to help refine and organize business processes, which may in return make the business more efficient.

The purpose of this paper is to identify and to enumerate the benefits and disadvantages of adopting the latest trends, especially advancements in technology, in small-scale businesses. A brief summary of a scenario involving non-fictional characters is included to depict similar real-world conundrums faced by entrepreneurs. This paper first illustrates the benefits of incorporating the aforementioned trends into small-scale businesses, and then moves on to list and to discuss its disadvantages. Lastly, the paper weighs the pros and cons of using the latest trends of business processes. All arguments provided in the paper are based on the depicted scenario. Other assumptions made by the author of this paper are included to provide a more elaborate and thorough discussion of the case in study.