It’s a problem that can face any business of any size—poor processes and time-wasting methods of doing things accrue over time. Too often, systems within a company are simply in place because they ‘have always been that way,’ and no one is really sure why they exist of what the original purpose was for a process or a certain task. Crucial to any successful reengineering process is a second look at prioritization within the business.
Similar and parallel workflows need to be rearranged to happen close to each other. If a decision is being made that directly affects the customers or potential clients, ensure that it located among your front-facing office.
Even if employees must carry out the same task in different offices, make sure that similar processes are considering and modified in the same way, no matter where they are carried out.
ERP software can lead a radical, and successful, business process reorganization within your company, but only if fully commit to the change.
One of the most important things to remember when it comes to such a huge organizational change? Looking for more advice on business process reengineering, or wondering if your business needs a refresh before an ERP implementation? Jessica is trained in Lean Six Sigma and is particularly interested in process improvement and quality management. Several process enhancement frameworks such as Six Sigma and Business Process Re-engineering (BPR)have contributed to an increased efficiency and customer relation gains in back office companies throughout the globe. Business Process Re-engineering is used by management of organisations as a tool to improve the performance of their organisation. Based on the concept defined by Michael Hammer, whilst developing the new objectives and process criteria, the management of a company should not take anything for granted but questions each existing procedure. Having a strong IT infra-structure, is an essential component for a successful BPR since technology can minimise costs, reduce steps implemented in current structures and also provide enhanced communication points within the organisation. Management and employees might resist the changes brought about by the BPR due to a strong commitment to the existing processes and a fear of failure. In reality BPR focuses on providing a better service to the customer vis a vis increased benefits to the organisation, but not by reducing the labour force, but by enhancing processes with the support of modern technology and also through the improvement of soft skills such as leadership and customer-oriented mentality. Integrate Technology with Service Oriented Architecture: Advances in communications technology has created a dependency between business and information technologies. Gain business agility with SOA and BPM: Release yourself from the tyranny of rigid computer systems by adopting an agile approach. SOA is the realization that true success in the modern business world requires collaboration between IT and business. With the process-modeling environment of Interfacing Technology’s Enterprise Process Center (EPC), your company can align itself towards an SOA design that mirrors the efficiency of your business processes. Loosely-coupled Services allow for the agile integration of business requirements and IT solutions. By modeling your business processes using BPM standards, it becomes simple to determine what services must be called upon throughout your ongoing business processes. The Next Generation of EPC – Introducing the revolutionary new service manager: The service manager in EPC allows your company to document and manage all software services available across the enterprise with an Enterprise Service Bus (ESB). Because things aren’t disruptive at first, they are ignored until they become too big to handle.
Modern technology like ERP software is now the key to a successful business process reengineering project. With the support of a good ERP system and a rework of old processes that are holding your business back, you can lower expenses while still improving your product or services.
One of the most critical components of business process reengineering is the totally rework the way your organization reaches stated goals.
You will have to take apart and break down your organization like a machine so that you can oil the cogs and everything can run smoothly again. List all the systems and workflows within your business (we never said this would be easy work, did we?) and order them through importance. If two employees work within a specific system entering data, consider uniting the two together on a team project, or reassigning the task to one employee. Whether it’s an aging legacy system that has been administered by multiple employees with widely varying practices over time or a haphazard collection of spreadsheets, the key to improving your data collection process is consolidation.
Utilize change management best practices and the help of super users to ease employees into the new processes, but don’t let hesitation or pushback slow down the process. Business process reengineering should always come before any kind of enterprise software implementation.


Armed with a problem-solving approach, she is a certified Epicor ERP Consultant in Financials, Tools, and Manufacturing and Distribution. In order to reach the aim of the BPR, commitment, co-operation and communication is a requirement throughout the whole organisation being that three of the fundamental components of a successful BPR are people, information and communication channels. In order to compete, your company must maintain modern computer systems that efficiently support business activities. With a Service Oriented Architecture (SOA), your company will move away from single-platform closed systems, to a set of loosely coupled webservices that bring you all the benefits of a monolithic application without the constraints.
Without effective and agile IT systems, your business operations cannot be implemented with the level of control that is required to execute an effective business model.
Mapping your company in the EPC clarifies what your software requirements are, allowing you to unify different tasks that can be accomplished by the same service, and find processes that make poor use of already-present systems. With SOA, your software needs are fulfilled by modular service components that communicate through a routing system. These false dependencies hinder the flexibility of your IT architecture, and make it impossible to change components without modifying the entire system.
By breaking down your business’s computing needs into discrete functions, you gain understanding of exactly what sort of systems are required to run your company. In order to build efficient service architectures, the as-is state of your company’s data and application usage must be assessed. This makes it possible to eliminate false dependencies between systems in your company, and allows you to develop more efficient service architectures.
Ensure an effective SOA implementation by associating the appropriate services to processes and activities within your EPC process model. The key touch points you should have in mind when restructuring each system within your company are below, so read on and learn more about how to complete a successful business process reengineering within your company! Thusly, project leaders need to identify the goals of every single process and workflow within the business and set them out before you even begin with reengineering any system. However, it will make every single task easier to complete, and workflows will be running and reaching goals faster than expected. Usually in the span of this process, leaders will also find redundant functions and tasks within their organization. Map out workflows visually and try to figure out where the awkward cross overs and pain points are located.
Make sure every task within your company is only carried out once, and the results recorded in one place—which can be easily accessed through that same workflow.
You’re restructuring everything for a reason—don’t let broken processes survive simply because they are convenient or they are simply the way things have been done for as long as employees remember. Contrary to what many sales reps might have you believe, ERP is not a silver bullet that can magically fix all of a business’ problems.
This dependency has resulted in a tension between the constantly evolving world of information technology and the world of business.
The true value of SOA is not simply aligned with the impact it has on IT; the true value of SOA is the impact that it will have in freeing your business processes. With the EPC, you gain the advantage of visualizing how your company uses computer resources, granting you the clarity to make reflective and effective decisions on how to evolve your IT framework to serve your business processes.
By adopting a SOA, business strategies and IT strategies can work in parallel, efficiently mapping business needs to operational resources without the need for wasteful customization. In order to gain any flexibility with monolithic applications, the entire structure must be customized, resulting in wasteful, closed systems that become difficult to maintain.
These functions can be fulfilled by independent and modular webservices that are loosely coupled through network protocols and messaging systems. Existing systems can be augmented, and most importantly, all this goes on behind the scenes.
Most businesses have their IT framework set up to fulfill the compartmentalized needs of different departments. Using a BPM tool like the EPC, it becomes clear what dependencies are required among systems and what services can be reused. They must redefine your mission for the business on every level—from broad goals to specific end results and benchmarks for every process and employee, and then you can get to work building out systems that will be able to reach those goals.
Perhaps two employees from different departments are entering leads into a system, or inventory is being tracked in two ways when only one is necessary.


These are the tangles that you need to unpack, and are even more important in processes are happening across multiple locations or you have global offices. This not only makes errors and double entries during data process much less likely—some teams might have different best practices—but it will also speed up the job of every single employee when they need to access critical data.
While some systems may stick around because they truly work, others may just be slowing you down and getting more inefficient as they get older. Certainly, it can help streamline workflows and vastly improve data collection and reporting, but implementing and integrating software into broken processes is an invitation for disaster. Prior to working with Datix, she was a Project Manager at Elsevier, a global book production company. The cost to upgrade complex and monolithic computer systems represents a major risk to business owners, since the transitional phase may interrupt company activities, and employees have to be retrained to work in the new system. By breaking your software requirements down into functions, you gain the agility to easily replace and integrate services without affecting the existing framework.
Changing service components in a SOA system need not impact the front-end use by your employees. This results in an inefficient use of operational resources, as false dependencies are created between systems and software functions become duplicated.
Statistically-backed and specific proposals are necessary; business process reengineering cannot be a matter of guesswork. That way you will always have a golden standard to revisit if you find that the organization is drifting away again or have new employees that need to slot into the workflow. You will then have a list than you can begin consolidating and cutting; freeing up time, money and employees for opportunities that can drive revenue and new innovations within your company.
Instead of searching around multiple folders and messaging coworkers who might have last seen a file, they can simply go to a main data hub and cut the time it took to do their job in half. By realigning expectations for how workflows should be run within a business and how work creates the necessary outcomes will kick start the change your business needs. Because enterprise software is often so involved and all-encompassing, it can exaggerate communicative problems and amplify the effects of silos within your company. She earned her Bachelor of Arts in Journalism with an emphasis in Magazine from the University of Missouri School of Journalism and her MBA from Lindenwood University. This means that with SOA, you can upgrade your IT systems without creating the need for costly retraining. IT becomes aggregated, resulting in systems that impede your business processes instead of supporting them.
Business processes work in parallel with the underlying IT framework that is required to execute them. BPR is a total examination and reworking of key processes and production lines in your business.
Defined processes must end in defined goals, and setting down the goals you need to meet first will ensure the new processes you put in place work. Documentation as you go ensures that the success you find after business process reengineering will last for a long time. You need to connect your business through process engineering before you then go on to solidify those connections with software. No system should be immune to a BPR project—whether it’s your back office or front facing workflows between your sales team and potential clients. The purpose of the BPR process is a radical change—so employees and executives alike should be properly prepared   for the adjustment and well aware of the necessity of the process. Most of the time, employees are already aware of the holes and leaks that business process reengineering is designed to fix, but simply ignore it in favor of the status quo. BPR seeks to totally destroy this notion; rebuilding processes from the ground up to meet revitalized goals and cut costs across the business.



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