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GLOBALIZATION REENGINEERING REINVENTING PowerPoint Presentation
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GLOBALIZATION REENGINEERING REINVENTING

GLOBALIZATION REENGINEERING REINVENTING

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GLOBALIZATION REENGINEERING REINVENTING

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  1. GLOBALIZATIONREENGINEERINGREINVENTING Rubellano Sedimo

  2. GLOBALIZATION - Has to do with processes of international integration arising from increasing human connectivity and interchange of worldviews, products, ideas, and other aspects of culture.

  3. GLOBALIZATIONin TQM concept • Since globalization had emerged, international market had grown. A continuous improvement/innovations (TQM) should then be applied in order for a company to compete in an international market.

  4. REENGINEERING in the concept of TQM • BUSINESS PROCESS REENGINEERING - Fundamental rethinking and radical redesign of a business process to achieve dramatic improvements in critical measures of performance such as cost, service and speed.

  5. BUSINESS PROCESS REENGINEERING • Focuses on a broader concept rather than improving each process of the organization.

  6. BUSINESS PROCESS REENGINEERING • BPR focuses on obliterating forms of work that do not add value, rather than using technology for automating it. • Aims at • eliminating repetitive, paper-intensive, bureaucratic tasks • reducing costs significantly • improving product/service quality.

  7. BPR is Not? • BPR may sometimes be mistaken for the following four tools: • 1.Automationis an automatic, as opposed to human, operation or control of a process, equipment or a system; or the techniques and equipment used to achieve this. Automation is most often applied to computer (or at least electronic) control of a manufacturing process. • 2. Downsizing is the reduction of expenditures in order to become financial stable. Those expenditures could include but are not limited to: the total number of employees at a company, retirements, or spin-off companies.

  8. BPR is Not? • 3. Outsourcing involves paying another company to provide the services a company might otherwise have employed its own staff to perform. Outsourcing is readily seen in the software development sector. • 4. Continuous improvement emphasizes small and measurable refinements to an organization's current processes and systems. Continuous improvements’ origins were derived from total quality management (TQM) and Six Sigma.

  9. Reengineering & Continuous Improvement--Similarities Reengineering Continuous Improvement Similarities Basis of analysis Process Process Performance measurement Rigorous Rigorous Organizational change Significant Significant Behavioral change Significant Significant Time investment Substantial Substantial 16

  10. Reengineering & Continuous Improvement--Differences Reengineering Continuous Improvement Differences Level of change Radical Incremental Starting point Clean slate Existing process Participation Top-down Bottom-up Typical scope Broad, cross-functional Narrow, within functions Risk High Moderate Primary enabler Information technology Statistical control Type of change Cultural and structural Cultural 17

  11. Key Steps Select The Process & Appoint Process Team Understand The Current Process Develop & Communicate Vision Of Improved Process Identify Action Plan Execute Plan

  12. 1. Select the Process & Appoint Process Team • Two Crucial Tasks • Select The Process to be Reengineered • Appoint the Process Team to Lead the Reengineering Initiative

  13. Summary • Reengineering is a fundamental rethinking and redesign of business processes to achieve dramatic improvements • BPR has emerged from key management traditions such as scientific management and systems thinking • Rules and symbols play an integral part of all BPR initiatives

  14. Summary • Don’t assume anything - remember BPR is fundamental rethinking of business processes

  15. REINVENTING • Reinventing is an integral part of BPR. As BPR progresses, the need to reinvent the organization, business processes, products & etc. arises.

  16. Reinventing Organizations The process of reinventing organizations embraces the quest for new and improved methods, strategic planning, and results oriented performance measurements are on the rise. The implementation of Total Quality Management is one of these reforms. In fact, it is seen as the primary mechanism for organizational change even though it is recognized as being far from simple. Rather it is seen as a commitment to strategic change that will ultimately restructure the organization and its processes. It is a change in attitude that is often difficult and can actually be quite frustrating at times.